Thank you very much. Thank you. Please. Mr. Chairman, Governor Bill Clements, Rita, I can't thank you enough for that introduction and for what you said about this. I'm kind of sorry that we can't steal you for California because I know how well you did in redistricting here. They redistricted California from the other side and the only Republican district left is just south of Tijuana. Governor John Connolly, Nellie, the congressman, Bill Archer and Jim Collins, Ron Paul, Jack Fields, Tom Leffler, our state chairman, our national committeeman who are here, the guests here at the head table and those that we honor tonight and who I can assure you are serving so well in your nation's capital. I, like Mike, yep, we both came from the office, so no black tie, but I would like to call to your attention that I am wearing a tie-tack that is the seal of the state of Texas. And I think my cuff links make up for no black tie because they're a map of the state of Texas that were given to me by your Sam Hall. Mike Dever and Jim Baker, it's true, told me that they're taking me on a turkey shoot tomorrow and when I brought up, when they brought this up, I asked them, well, why are we going all the way to Texas to shoot turkeys? And they said that, well, down here you had a different kind than the turkeys I'd been seeing. And you know, Bill, when you said something about if I were a Texan or not, maybe, I don't know, I love Texas, too, and I love all the people of Texas who've been so wonderful to me every time I've ever been here. And I remember a story about Lyndon Johnson when he was president, and maybe it applies to states, too, but he was leaving the south lawn of the White House and the two helicopters were there and he happened to be going toward the wrong one. And one of the securities stepped up and didn't want to, with all the press covering this, make it obvious, said, Mr. President, that's your helicopter over there. And Lyndon stopped and said, son, they're all mine. I don't know whether that works with states or not, but anyway, I suppose you've been wondering what we've been doing up there in these last nine months or so. Well, this dinner, as you've been told, expresses what we've been trying to do, and that is to make America strong again. I'm so grateful for the words and for John's generous words about that, and make it strong economically, militarily, and spiritually. And I believe we're on the right track for all truly. Yes, the interest rates are high. We have a recession, but those interest rates have dropped three and a half percent since September. Inflation, inflation is just a little more than half what it was when we took office. And to show you how it's going this morning in one of the last meetings we had before we left to come here, the Secretary of Agriculture was waiting for me at a Cabinet Council meeting and presented me with a giant replica of a check. It's for $27 million that the Department of Agriculture has saved on personnel and travel costs, not a budget item, just saved by managers. Yes, I know that recently it's been announced that we have 500,000 more unemployed than we had a year ago. And I haven't been able to figure it out yet because we have 260,000 more employed than we had when we took office and not become helpless dependents. Then I received a letter, a man who said he's on, he lives and is supported by the government. And he said, if it means cutting what I receive in order to restore fiscal integrity to this land, he said you cut what I receive. His letter was written in Braille. 37 years ago as a GI in World War II he lost his eyesight. Somebody once told me before I became governor, I think maybe I repeated it to Bill once when he was getting ready to take over as governor here that some days you'd go home feeling 10 feet tall. Well, I want to tell you yesterday, you know George Bush is heading up a task force to cut away and hack away at those regulations which have tied the hands of local government, which have tied the hands of business and industry in this country, and they're having great success. But a couple of days ago we ran into another regulation and I told the press about it as I learned about it in time for a press conference we were having about a little girl in the Midwest three and a half years old who couldn't live at home. She has been ill virtually since birth and maybe you saw it on television. We never intended that. I did not give her name or anything what the enterprising press found out and on the news that night publicized it. She has spent her entire life in a hospital requiring a care that costs about $12,000 a month and she could be cared for at home for $1,000 a month. The doctors think she'd be better off at home. Her parents, a lovely couple, want her home but they can't afford that and so the $10,000 or $12,000 a month is being paid by the government but under a regulation that would cease if she went home. Well, when they made it public and who it was yesterday when I came to the office Dick Schweiker over at HHS was happy to tell me that regulation no longer applies to her and she's going home. Some days this job's more fun than other days. Well, right now the economy, of course there's a lot of second guessing about the economic plan that we adopted. We were determined to reduce government spending to reduce the percentage of the gross national product that the government was taking in taxes and some with the best intentions now would reject tax reduction as being financially unsound while there is a federal budget deficit but a deficit can result from waste and the weakness of the economy and we can try to eliminate the deficit by raising taxes which further weakens the economy or we can restore to full prosperity this nation and balance the budget with the revenues that such an economy would generate. Now, in the 14th century there was a Muslim philosopher I've told about this a few times who knew this about the economy and he said in the beginning of the dynasty the dynasty reaps large tax yields from small assessments. At the end of the dynasty it is reaping small tax yields from large assessments. Well, John F. Kennedy knew this in the 20th century and he said our true choice is not between tax reduction on the one hand and avoidance of large federal deficits on the other and economy stifled by restrictive tax rates will never produce enough revenue to balance the budget just as it will never produce enough for jobs or enough profits. Well, President Kennedy was selling a tax cut proposal against all the advice of the leadership of his own party and against that kind of economist that has got a 580 kappa key at one end of his watch chain and no watch on the other. Well, he had his way and he got his tax cut and he was asked by again those same people well, what if it doesn't work? Well, I'm being asked now by the Democratic leadership of Congress and John Connolly told you who has been responsible all these years for the problems that we're now in. Perhaps we should just refer them to the history of those years just prior to the Kennedy tax cut when employment in America was increasing by 1.19% a year and how in the years immediately following the rate of increase in employment was almost doubled. We... the real great, the real gross national product the rate of growth went from a little over 3.5% before the tax cut to over 5% after the tax cut. The savings, the growth rate of personal savings jumped from 2.3% to 8% of the American people's earnings. Now this is not only evidence of recent history of what can happen when more money rather than less is left in the hands of the people. There is more. 1969, there were 698 American business firms each one with a net worth under $5 million who were in the stock market raising by way of that marketplace $1,400,000,000 to fund expansion and continued growth. And then in 1969 the capital gains tax was doubled and shortly thereafter there were only four such firms in the stock market raising a mere $15 million. With the help of your congressman and yes with the help of you because believe me when the phone started ringing in Washington when we asked for it and the telegrams and the letters to the state of Texas with their help, your help we have passed the greatest reduction in federal spending in history we didn't get all we asked for we got about $35 billion worth and now the recession brought on by high interest rates and the increased cost of government borrowing to pay for the built in deficits that we inherited has altered our estimates of revenues and deficits for the next few years ahead and so immediately someone pushed the panic button and says we should call off the tax cuts or we should pass new increases in taxes so that we could take back with one hand what we'd given with the other the democratic leadership in September proclaimed that our plan doesn't work well as John told you it didn't start until October but they were like Monday morning quarterbacks who were sounding off on Friday night our plan as I say didn't start until later and we won't really feel the effects of it as John indicated for some time now because additional tax cuts will go into effect in January more in next July and so forth now in the meantime we are asking for additional cuts in spending and that is new when we got the first package we told them that there were at least 70 odd billion dollars in unspecified cuts that we would require over the next three years to make this plan work but there's one thing I don't believe we need and one thing I'm against we're not going to have a tax increase our program was designed to stimulate the economy, increase productivity and create jobs now let me give you a figure that doesn't appear in the static numbers that are used in estimating the future deficits they're all related to the budget we must cut the budget X amount or we must get more tax revenue by a tax increase to meet this size budget well let me tell you some figures that aren't static if our belief in improving the economy is correct by just reducing unemployment by one percentage point you will reduce the deficit by 25 billion dollars and you can take it from there as to having a goal what should it be to stifle the economy with increasing the taxes on the people's backs or to improve the economy by plating not only one but two and three percent percentage points of those unemployed back to work in an industrial America that is once again leading the world that's what our target is you know Senator Kennedy at a dinner just recently the 90th birthday party was being celebrated for former Governor and Ambassador Averill Harriman and Teddy Kennedy said that Averill's age was only half as old as Ronald Reagan's ideas and you know he's absolutely right the Constitution is almost 200 years old and that's where I get my ideas Marie Montessori when she was asked why she didn't reply to her critics replied if she were climbing a ladder and the dog came yapping at her heels she would have two choices she could either stop and kick the dog or she could continue to climb the ladder and she preferred to climb well I'll conf-


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Welcome folks! This is Tom O'Brien of TFNN. We go five days a week. We go seven hours a day. We go 24 hours a day on the internet at TFNN.com. Always remember folks, whatever you think about, you bring about whatever. You focus on growth. Hope everyone's having a great day, safe day. Let's make it a great night, folks. Always do your best. Express your own divinity. You don't need the acceptance of others. You don't need knowledge or great philosophical concepts. You have the right to be you and express your own divinity by being alive, loving yourself, and loving others. Mugger the wise! Let's take a look at it out here. We have the Dow Industries up $2.36. NASDAQ up $26. S&P is up $15.50. Gold contract up $5.90. Trade at $19.36 an ounce. We have Silver Down 3 cents, $23.31 an ounce. Light Sweet Crude up $1.87. $74.87. A barrel, notes and bonds. A 10-year note. Up to ticks. Trade in 111.07. The 30-year up $6.00 at $124.08 and $Kingdoll. $Kingdoll is down $237.00. Ticks trading $101.735. The euros at $109.00. The yen is at $140.00 and the British Pound is at $129.00 to $1.00 at U.S. dollar. Off-phone number is<PHONE_NUMBER>. Give us a call, folks. I want to know what's going on in your world and the world of the S&Ps. Let's take a look at them. So let's look at the future first. Okay, so you get a market that wants higher price. As you climb in here, you know, you're losing the juice behind it, meaning the volume behind it. What we just did here, and we made this high this morning, you know, at $1210.00. Bottom line, you know, you can see that we'll end up happening. We end up taking out the high from $1140.00. Now, that had 70,000 shares traded, right? Contracts traded, right? But now watch this, because this is like, pretty intense. You went, you did $33,000 and then we did $10,000 and we did $30,000. Well, your benchmark is that 70. And then, boom, you went from the high of $44.65 and a heartbeat down to $45.52. That's what happens, folks, when you get over and there's that type of discrepancy on a percentage basis. Okay, so now, bottom line, what are we doing? Well, the bottom line is that the last borrower here, we did $26,000 and, you know, we're dealing with $30,000, so you're not dealing with much. I suspect that, you know, we don't have, you know, we don't have a high volume low. See, because that high volume low from the small, see, the high volume low from the small to $54,000. Well, just use your cross here. That was actually going into $92,000. That's how that works. If you're looking, you know, using time in the trade.  Guess what? They decide they're going to be at it again. We go into the NQs. The NQs definitely led down the first, you know, pullback this morning, well, at noon. And what the NQs do have, this is what the difference is. Remember this happened a couple of weeks ago, too. Yeah, a couple of weeks ago. The NQs do have some volume down here. You know, not the highest volume, because the highest volume is that, and this is kind of cool to look at. See, the highest volume is at the $15,146. That day, we did $32,000. And then we got down again to $15,152 with $7,000. You see how that works? $7,000 versus $32,000. That only $7,000? Yeah, $7,000. We're going higher, man. Whoa. That didn't even close. You see, hey, I'm going to go over this again, man. That $7,000, and you were talking $32,000. This market wants higher price. That even then has that. We're going a higher price, man. That's pretty intense. Gold. Gold contract right now is building costs for a higher price. You know, still to get a sideways move out here, we have 171,000 contracts out here today. Not bad contract volume. We made it up to $19,44 at $19,37 right now. You're going to need more volume, and you're going to crack this whole deal. Because the resistance is still going to come in on a monster basis at $10,40. And that's what keeps happening. You see that? That's ice. That's what that is. We put it this way. That's ice. So we jumped the creek. You had volume when you jumped the creek. It's going to try to get by that pot. Bottom line, I expect it's going to get by that pot. Why? Because if we get over to this dollar, this dollar wants to get down into par. And we'll see how this shakes out. Couldn't hold price today. Almost made a nice hammer today. That was early this morning. Couldn't handle it. So your next leg here is somewhere about $100.756. Now, let's bring this back a little bit. Because if we actually get action going, I want to show you something. Because this is where if the dollar actually can't hold this level, then you are going to see gold go to the moon as well as the market. Because this level here, we get under the 100 point, let's say, 7 to 800 year in a whole other range. The next level down there is 89, 200. And that's how markets move, man. That's the bottom line. We had a question about the XLE and ABC Up. It's not an ABC Up. The reason it's not an ABC Up, this is what you have to get your head wrapped around here because of July 3rd. So the XLE, it's going higher. So once it wants higher price, but I'm just saying it's not an ABC Up. The reason being, see how it's taking out that B point? That B point was July 3rd. So when you do the volume calculation, you actually need 18.1 million shares. Could A to B equal C to D. Now, that being said, you're taking out the top of the consolidation, which is 82.51. You're at 83. So bottom line is that, yeah, you can get up to this 87 anyway, either way. Some of the higher volume equities that we have out here today, you have, let's see what we got. No, let's go inside the NDX100. So inside the NDX100, you got Activision. Yeah, the Microsoft's going to take over Activision. That's up 10%. You got, what is that? That's the electronics. That's up 5%. Airbnb is up 4%. Data dog is up 3.5. Taken away from it. AMAT's down 3. AMD's off 2. ZScale is off 2.3. And you got Clack off 2.4. Our phone number is<PHONE_NUMBER>. Give us a call, folks. Coming right back with our man, Mr. Basil Chapman. We are going to be growling and prowling with Basil. Dow. Dow Industries right now up 225. NASDAQ's up 28. S&P's up 15. We'll come right back.


Hey everyone, we'll just give it a couple of minutes to let everyone join in and then we'll get started. All right, so welcome everyone. Thank you for joining today's webinar. We're very excited to have you on. My name is Timothy Tran and I'm a field marketer in APAC here at GitLab. Today's webinar will cover why organizations are adopting value stream DevOps platforms and will be led by Jonathan Lim who's our Senior Technical Account Manager here at GitLab. Just a little housekeeping before we get started. This webinar is being recorded. The presentations and slides will be emailed to you after the webinar is finished. If you've got any questions during the presentation, please type them into the chat box below on your Zoom control. I'll compile them during the presentation and we'll give some time for Jonathan at the end to answer your questions. We'll also have a couple of polling questions through the session that will pop up on your screen and all you need to do is pick an answer that is most applicable to you. So without further ado, let me introduce to you today Jonathan Lim. Jonathan is a Technical Account Manager here at GitLab and he's based out of Singapore. Having seen how security vulnerabilities or code quality issues in production environments have caused companies to suffer. Jonathan joined GitLab to learn if we could remediate these problems earlier in the software development cycle. Jonathan, take it away. Tim, can you hear me all right? Yeah. Okay, all right, just checking. Hi everyone, yeah, my name's Jonathan. So just gonna start out with a few polling questions, kind of get an idea about like how everyone is and you know, how familiar you are with GitLab. So just for the first question is are you currently using GitLab? So might get in, all right. So I think we've got most of the answers already. So, all right. Yeah, so looks like a lot of people are not using GitLab at this point. Majority of them. So, okay, I'll probably explain it in a way that it's a bit more from like a first time user kind of a way and that was helpful. So for the next one, as the topic suggests, today we're gonna be talking about like value stream management. So if you're using value stream management, which ones are you using? Or if not, I think there's an option that, for the last options that I don't know what it is. So, okay, good. Looks like we have a, so it looks like a lot of people are not, they don't know what value stream management is. So I think that would be a good way because today it's gonna be a bit more of an introductory session about like what value stream management is about and how do we use it. It's also quite understandable since value stream management was, it's a new, pretty much a new segment within the tech stack and companies are now kind of like jumping along onto it. All right. So going on to the presentation, I would generally like to use kind of like an idea of like, how do I explain value stream management? So if you see on the left here, you might take a scenario where you bought a apartment and it's quite dilapidated or it's, you know, everything's broken down and then you go and then you have an idea about what you need to do or how do you want to kind of like renovate your place to look like something that looks like that after a while, right? So that's the kind of end goal in the sense of it. So how do you get from one end to the other end?  And that came about the rise of like interior designers or at least interior designers in Singapore if you are from Singapore, right? So the interior designers basically it's a single source of truth where they help you to actually collect, like collect all the information, help you to put it into a single data, data like a single data platform where you get to see all your problems, they help you to organize all of these things, give you that visibility overall and help you to kind of like make things a little bit easier. So I guess in a way, that's what value stream management platforms are. So by Gartner's definition, value stream delivery platforms help organizations simplify and manage somewhat like a designer as well. So the idea behind it is to provide that traceability, visibility, observability into your entire workflow, specifically in this case where we are talking about is your software delivery lifecycle. So as part of the DevOps report that Gartner has, these are kind of like the main three problems that we actually see. So first and foremost, multiple point solution. So as you know how, because DevOps kind of like came about due to like sort of like the agile movement towards like software delivery, a lot of different companies are actually doing like a small different components. So you have a company that does like source code management very well, another company that does CI very well, another company that does security very well. What happens in this case is that because of that, that's kind of the increased complexity because you have so many solutions out there and all of these solutions have their integration points which may break when you kind of have to upgrade or you have to kind of fix a lot of these things. There's also the management issue of it, how do you manage it? There's the idea of like having to manage all your logins. So for example, integrations with your LDAT or your Kerberos or your like single sign-on and all that. Second point struggle to reduce mean time to repair or MTTR in this case, there's a lack of visibility across the board because you have so many tools, right? So you're not really sure for your developer, where are they getting stuck at? Is it from issue management or is it they're getting stuck in their development process or is it that their CI pipelines are running slow? And what are the constraints, right? So are they not able to scale horizontally well enough when they have like not enough compute power or is it the problem where they have problems with like fixing their storing their artifacts in a way or they have problems with their delivery in terms of like multiple, multiple cloud vendors and so on and so forth. Last but not least, scalability and security, especially in this time and challenge of like remote working, this has become a bit of a problem because a lot of people are using VPN, a lot of people have to, security has become a very major concern because data is being transferred over the internet and security becomes a big part of it. That's the infra and operation costs towards it. How do we manage it in a way that it makes sense, especially for multi geographical organizations that span across multiple countries? How do we manage that in a secure way? So Gartner gave us some idea about what is required and these are like kind of like the key highlights or key milestones that I think would then set a software delivery platform that supports VSM or in a well, in a good way. So during the plan and create components of it when you're dealing with your issues, when you're actually creating your code by actually committing your code, integrate and verify where you have all your code basis verification, whether is it like your code quality or having your security scans, you'll deploy and operate and your monitor improve. These are all of the things that are very important for you to manage your software development lifecycle properly. On top of that, it has to have like the security and compliance as was mentioned earlier on allow teams to collaborate properly, having APIs or extensibility, so that if you need to actually export a lot of these things to a external VSM tool or even your internal VSM tool, that might make things easier and then governance and access towards it. All right. So GitLab has kind of like taken some tips or like some feedback from this thing and we came up with something that is similar in that sense. So across the 10 stages of our development lifecycle from manage all the way to defend across the multiple teams such as product management, developers, quality assurance, security, operations and infrastructure, we wanna make things easy for you. So in the sense of having a single data storage so everything is stored on a single platform, single permission model. So you don't have to have multiple tools and trying to integrate all that LDAP and all their governance and security because of that single interface and that collaboration. So I think today we're not gonna be, it's not a sales pitch. This is more like trying to get you to understand like what the industry is trying to do and how GitLab as a company is trying to align to some of these values, right? Another thing that we do have is platforms. So GitLab has invested a lot of effort into our analytics and insights tools. So right now, as we speak, we have approximately over 20 different types of dashboards available on the tool itself to actually give you some insight into different components such as like your executive insights which we will be talking a little bit more about later and including for more granular breakdowns in terms of like productivity insights, developer insights, operations and security insights. So I will not go into details that are quite a lot of resources available online into talking about each and every type of dashboard available, but today I just wanna focus a little bit about the executive insights because we are kind of talking about value stream, right? So in GitLab, we have a dashboard called Value Stream Analytics and what it is is that helps you to basically identify some of the bottlenecks in the development process. So as we mentioned, there are the multiple stages available as part of the entire software development. One of the things that, so we start from issue and then we go to plan and then we go to code, test, review, staging, so on and so forth. So this is kind of like a high level default stage across a software development life cycle, but we do realize the idea that maybe different teams and different organizations actually manage your software development differently or you might have more granular tasks. That's where we have the ability as of, I think 13.6 or 13.5, a couple of versions ago that we have the ability to add new stages, right? So adding new stages allows you to define the different stages in your software development life cycle as needed be, allowing you to actually have more control into how you want to actually manage, monitor some of these stages. So VSM or Value Stream Analytics in that sense is basically a time to value. So how do we define time to value? That's entirely up to you, but how I think a lot of the industry people kind of define it is from the moment of ideation. So when you come up with an idea, so for example, if you come up with a feature within your, for your project to the point where it's actually deployed into production or in a UAT environment. So that's entirely up to you, right? So that's kind of like the idea behind time to value and how your organization defines it is how you might want to actually do these things. There are a couple of things in the backend that we will talk about and I will actually show you in sort of like a demo or like looking through some of the dashboards that we have, but there are some of the key things that you need to enable within GitLab if you were to choose to use these features. Next thing is road maps. So what road maps are is that it's a kind of a timeline for Epics. So Epics, if you are familiar with the GitLab terminology or if you're using some other Kanban-bought technologies out there such as maybe your JIRA. You get Epics are basically a collection of issues or problems or workflows that you might want to track at a high level overview and then helping you to answer a bigger question. So maybe one of the things like a typical Epic would sound like would be trying to improve my front-end web performance by 20%. So that's a high-level Epic and within that high-level Epic you might have more granular tasks such as changing my front-end web server to Nginx or like changing a framework to a certain different framework. So these are like kind of more granular tasks that answers a bigger question. So this is kind of like a way of how you actually time your value and because of the ability to kind of see it from a timeline perspective for each of them. This is how this would actually help you to actually get your value a little bit faster or help you to measure your value a bit faster. Coupled with the idea of milestones where in GitLab how we actually use it today is having very specific milestones such as like releases. So every month on the 22nd, we have a release. So we have a milestone release every single month and how does this Epic actually coincide with a lot of these releases is something that we are always trying to figure out. So these are all some of the things that we do have currently in GitLab. By the same time, we are always looking out. And again, like mentioned earlier, we are not today, we're not just going to be talking about GitLab but kind of like that, what is the industry kind of looking at? So what is next? So over the past few years, founded in 2015, a group of people or like a kind of a group of companies came together to come up with this assessment called the DevOps Research Analysis or what is known as Dora. In 2018, Google then acquired this group of people or like the kind of like is managing this group of people. And the basics, the basis behind it is that they want to kind of come up with a standard or some of the best practices that comes with it when it comes to assessing your DevOps health within your organization.  So first and foremost, deployment frequency. Second, lead time for changes. Third, time to restore service and fourth, change failure rate. So I understand that this slide has too many words and I personally don't like having too many words but I just want to put it there so that say for example, when you bring it back to your organization, you can kind of use this matrix to actually see how far along your DevOps journey you are. But part of this DevOps, this Dora research which is approximately like 80 pages, I kind of read through a few pages of it is that what they found was that high performance tend to have these four kind of characteristics, right? So first and foremost, they deploy multiple times more. So some examples are like companies like Amazon, companies like Google, they actually deploy like up to maybe 208 times more. I think I read an article somewhere where they said like Amazon basically comes up with a new version of their website every 10 minutes or so and they deploy it very, very frequently. They have faster lead times to commit. So from committing of your code to actually deploying it, it's a lot faster in organizations that adopted DevOps well. Time to recover from incidents. So from the point of creating an incident to recovering from it, whether it's an availability issue or is it a bug or a security issue, they are a lot faster because of the way that they deploy and they fix issue. There are also seven times lower in terms of change failure rate. So change failure rate in the way of like when they deploy code, how does it actually translate to a CI job failing or not being able to deploy to production properly? Organizations generally that perform better are able to actually hit these four matrix. And another article that actually kind of picked up on was actually a company in the US called Capital One. So Capital One actually believes in this concept really strongly. And even though Capital One's one of the biggest, one of the really big companies, I think it's a Forbes 500 company, they really consider themselves a star and they actually deploy code really frequently on a day to day basis. So I have all the links available. You can kind of take a look and read the articles accordingly. So these are just kind of like overarching strategies or in a way what Google and Dora kind of came about together to come up with this metric or rubric for you to actually measure your DevOps lifecycle. But how do you actually measure these metrics in your environment? So Google came up with a project and this is called the four keys project. So you can actually go to the source here and you can actually take a look at the source code for all of these things. It's more like a documentation available. So how do you actually measure some of these things like lead time to change, change failure rate, deployment frequency and time to restore service? So first and foremost, this project supports GitLab events and GitHub events if you're a GitHub user, basically pulls in all of these things by the extensible API that I was talking about earlier and able to chart all of these things across time for the long-term. Just a caveat for you to know is that when you deploy this project, the idea behind it is that you do have to install a couple of things, as I mentioned at the corner here. There's the requirements of having the technology stack of using Data Studio, PubSat, Bitquery and a bit of like, for you to kind of like massage your data, you kind of need to write a bit of Python code available. All of these things are available on the project. You can kind of see that over here. And this basically only runs on Google because it's a, I mean, it's led by Google, right? So if you want to, if you're using on AWS or using in a different environment, you might have to translate them accordingly. So GitLab has kind of taken a leaf out of that and tried to do something similar and we are trying to adopt some of the industry best practices. And what we have came out so far is really just one out of all of it. So it is something that we across the year, I mean, this calendar year within 2021, we are trying to achieve all four different metrics available, but what we have available right now is actually we have achieved one of the metrics, which is deployment frequency. So from a project level, we are able to actually see across the timeframe, how often you are deploying and from a group level, how many deployments are there happening? So because I earlier, I did see like not a lot of people are using GitLab currently. So difference between projects and groups is that it's just kind of a logical grouping of different projects. So you might have a project that's written in Ruby and another project that's written in like Java, but because of like that multi architectural thing, they might be interacting with each other. So that gave rise to the idea of like projects and groups and how you group them together instead of the other alternative like Mono repose. Yeah, so there's the link over here. So if you can see that, I put it at the bottom because I know if this is going to be sent out as a PDF, you might not be able to access it, but you can track the progress or how GitLab is trying to achieve some of these things. I think we should have most of it, if not all of it for like a first version within this year. And then we will definitely try and improve on having more customizability such as our value stream management analytics kind of dashboard across the next year also. Another thing is that for lead time to change, I think one of a kind of a way to measure this is also for in the group and projects insights. So over here, you can have actual dashboards available where you can see like your, how many issues are there per month and how many issues are you actually resolving across the board. These are all customizable. There is like the XML in the back end where you can actually customize and choose and create your own dashboards available. And I'll show you a little bit later on how that looks like. All right, so that is pretty much it. I just wanted to kind of like put it out there. It's like, it's more like a high level and this is what GitLab is trying to align ourselves with in terms of like what industry is looking at. But I just wanna show you maybe a little bit on like how it looks like in GitLab and give you a flavor so you can appreciate it a little bit more on that front. So first and foremost, let me look at value stream. So from a value stream standpoint, this is from GitLab.org. So this is our actual platform and our website. So over here, you get to see like from an issue to plan, to code, to test and review. These are all the different stages and what the tasks are underneath a lot of these things. We break down a little bit more as well as to show you like within each of this type of tasks, what are they doing at this point? So with the labels that we have in our organization, like accepting merge requests, whether these are just basically documentation, quality checks. Let me just zoom in a bit because it might be a bit small quality checks or you're doing certain tree arch reports so and so forth. All of these things are labeled and in a way to help you see whether you're getting your value quick enough. One of the ways you can read this is also like, are we clearing a lot of more tasks each month also or each day? So this kind of helps you to get a proxy in terms of like measuring the productivity of your team as well. So the other thing that I have, which I mentioned earlier just now, it's also your roadmaps. So roadmaps can be found on the epics in the roadmap column. And what you can see here is that I did put a few filters. I think the filters are really useful because right now I'm using GitLab.org which has thousands of epics which would probably crash my browser. So having proper labels and checking certain things would help you to actually see some of your epics or track your progress of a certain task across time a bit better. So over here, you can see that the label that I'm looking at is advanced. So personally, I've been helping out with the product team or like the developers in terms of like the elastic search integrations with GitLab at the back end. And these are basically some of the things or tasks that we have been working on across time. So over here, you can see how we broken it down like some of the tasks that we have like first search ranking, so on and so forth and how we have progressed about it. So over here, you can see like over here we have 50% of it done out of two tasks underneath and you can actually rank some of these tasks at level of importance. And this helps you to kind of track in terms of time how your tasks progressing across time. At the same time, over here at the top you can actually see these lines and these lines actually coincide with milestones. So for GitLab, we see it as like we coincide with a product release milestone. So every time we have a product release what are the epics or what are the issues that we have fixed? If we have fixed them, we then push it into release by that milestone release at the same time. So in line with that, you can kind of click and do it as well. So for example, if I were to look at something that was we are in 13.10 right now that was just released yesterday if I'm not wrong or two days ago, you can kind of see a little bit more into what this looks like. And especially for teams that are more involved in the idea of like your burn down charts or trying to measure, especially from a gel methodology, you can kind of see like how many tasks are being completed compared to the tasks that are being raised at the same time, right? So again, a proxy for how you can see your productivity of your team and how you in a way get to value a little bit quicker. Some of the dashboards available here, I don't have actual data because I only have a test environment here but some of the amount of deployment. So this is in line with like your Dora form metrics that you can actually see. Insights over here, as I mentioned, kind of a proxy on how fast or how many issues you are fixing a month. So over here, you can see like ish bugs that are created per month by priority. So you can rank them accordingly and by severity. You can have multiple different ones as well. And these are all customisable via the XML tool that you can have in the backend of GitLab. And you can have all of these reporting dashboards to teams that need to know, right? So at the backend, you can also have a lot of these things such as, for example, I'm only looking at availability issues. So having the ability to actually customize on this dashboard with the appropriate filters, that's really useful from what we've been hearing from a lot of our customers. So yeah, something like releases, again with the Dora form metrics, we can see the releases over time with the project, how many percent of them are actually releasing. Again, this is very, very initial. We are gonna flash it out with a lot more features available, but this is what we have now in terms of like supporting some of the Dora form metrics as well. Right, so I think with that, it kind of is everything I needed to show today. It is really kind of a very high level overview at the beginning right now. The next few webinars that we're gonna have, it's gonna be a little bit more in depth into specific topics such as like, into different stages such as your create stage or in the CI stage or your security stage. But this is kind of the first webinar for the year if I'm not wrong. And then we will go from there. So thanks everyone. Awesome, thanks for that Jonathan. Thanks for the very insightful presentation. We don't have any questions that came through the Q&A. So I know everyone's time is quite precious. So we'll probably end it there. Once again, thank you to everyone for tuning in today. Hope you found it very valuable. A reminder that the presentation will be shared with you via email in the coming days. They'll give you access to all the different information that Jon had provided. So yeah, so we have lots of virtual events coming up in the next couple of months. Things like workshops and our flagship APAC GitLab Connect event where we'll bring together a range of speakers to share their knowledge and all things DevOps. So keep an eye out on an email information, invitation for that. Again, thank you everyone. See you next time. Thanks everyone. Just had a question from Samuel come through mentioning events. Yes, we'll shoot through an email to you Samuel for any upcoming events. And we also have a events calendar. I will share with you the link to that now. Perfect. Thank you everyone. See you next time.


So what we're going to talk about today is not just about civics, and here's just a little quick definition of civics as a social science dealing with the rights and duties of a citizen. So you guys talked about rights and duties and responsibilities, which is great. And we're going to talk about some ways in which we can make it a little bit more engaging. So authentic learning, the first place to start is to talk about what is authentic learning. And it's not a huge mystery, you can probably guess from the title itself. But basically the idea of authentic learning is solving real-world problems or role-playing real-world professions, and it's a great way to engage students. So the other piece is trying to find ways that you can integrate into other subject matters. So these are those particular kinds of projects which middle schools, certainly pre-MCAS, have been really good at, which is collaboration, working together, finding ways to incorporate ELA into social studies, which is relatively not that hard. But going beyond that, finding ways you can bring the technology teacher and the art teacher, even PE and so forth and so on, to try to bring that project and have it encompass more than just one discipline. So some of the anecdotal information coming out is that students aren't necessarily prepared to work more independently to solve problems on their own, aren't necessarily quick to come to solutions without looking for assistance. And so that's a real challenge that I think that authentic learning can kind of approach. In our eighth graders, I took two really extreme perspectives on Christopher Columbus, one coming from Howard Zinn, and one coming from a very traditional naval historian by the name of Samuel Eliot Morrison. And they of course had very different views of who Columbus was and how we should remember him. Students did their research. They formed opinions. And in the community that I was teaching at the time, nobody wanted to support the Columbus view, the pro-Columbus view. So we had students take on Devil's Advocate. We talked about what it means to be Devil's Advocate. And we talked about how that can really strengthen our own views, our own opinions. And so what they did is they took it a little step further. So this video is one that the kids really put together themselves with the support of a wonderful coach that we had. And they made this video following the initial debate. It's not that Spain didn't want slaves, it's that they didn't tell him to go get slaves.  Do you have to be ready to accept the consequences of murdering someone else? He brought Europe to America. The Europeans would have been able to go to America and without him. But if he hadn't done that, then the Native Americans would still be here today. Educating you are, you realize that it's wrong and you want to fight against it. Because I think continuously celebrating somebody who committed genocide and all of these other horrible acts says something about your character. And learning about Christopher Columbus, learning what he did, what he didn't do, and learning what he should have done made it to that form of opinion about Christopher Columbus. So it took an entire year, or school year I should say. They started, of course we did the Columbus debate in October. And by March, through all of this work that they had done, this was their result. Well, Daniel was a majority vote by the town voting members here at Amherst to make that name change. Now, it was already approved by the school committee to change it on the school calendar, but now the town will recognize it as well. Well, it all started with just another unit in social studies. What was really sticking out for me in that experience was not just the fact that the kids were able to make that presentation to the town meeting and had that voice be recognized, but also got to see the fact that there was opposing points of view and that those opposing points of views were being delivered respectfully. They used evidence and they used appropriate merits to bring in their side of the argument. So they got to see that this was not necessarily had to be a deeply divisive or contentious experience, but that you could actually have a forum in which you could have your voice heard.


My name is Ann Daniel. I am the president of the Friends of the UC Davis Arboretum and Public Garden Organization and we're delighted to be here at Sudwork. Sudwork is a great partner for all the nonprofits in Davis and in the area and we're here to talk about our various events and our plant sales and our activities that we host in the Arboretum and we welcome everyone to come out and participate and hope that we see you soon.


I can't control what I do in your dreams. And I'm not a beer. Fine, I'm just going through the doggie door. Okay, yeah, I ain't fittin' through that. Question, does your husband leave little love notes around the house for you to find when he's gone? Mine does, and he's really great at it. Every day around the house, I find these little treasures that just remind me of him. I like to think he's at work wondering if I've found them all yet. I'm just really so glad that after all these years, he still puts in the effort. It's these little nuggets of joy that never let me forget. Say, I love you, I care for you, I wish the best for you, but I'm not chasing you. Why would I chase you when I could be with somebody that wants to be with me? We could be happy right now, but you playing games. Who'd your home pass be? What do you mean? Like, if I was allowed to cheat on you with one person and get away with it, it'd be like a young daddy Yankee. I guess mine would be like a younger version of your mom. Are you f***ing kidding me? What? That's f***ing disgusting! That's my f***ing mother! Why is that disgusting? What do you mean why is that disgusting? That's my mom! Okay, okay, I'll change it.   Forget which f***er. The blue one with the Vulcum sign? Did you change your mind? Yeah, the red one. For those of you who don't know, it is Ramadan. I am not Muslim, but my fiance is. During Ramadan, he has to fast during the day. So he can eat late at night after the sun goes down and early in the morning before the sun comes up. Being the health conscious person that I am, I like to make him food that is packed with carbs, protein, and fat. So today, I am making an egg bake. Basically, it just gives him the vitamins and energy he needs to make it through his day. For this one, I am doing eggs, red onion, hash browns, and bell peppers. Preheat the oven to 400. Add the hash browns in first to make a crust kind of on the bottom. Mix together the eggs, bell peppers, and red onion. Pour on top. Oven for 20 minutes. After 20 minutes, take it out, add some cheese on top. And back in for 5 minutes. Do you want to know how I keep my man happy? I let him play with the babysitter. Yeah, I am not kind of way. Texting my wife she is gone? Come over now.   Oh, she is mad. She is mad. Oh, really? She is gone and come over now? What? Nobody. I am not texting anybody. Nobody is coming over now. I have nowhere to go. Nobody is coming over. No, I have nowhere to go now. You can go to Target. Just go to Target. Nobody is coming over. Hey, babe. I need to have a talk with you. About what? I am not comfortable with you handcuffing other women. Oh, yeah? I didn't do any of them today. I think it's time for you to quit your job. No, you didn't. It's not happening. Sorry. Are you going to stop handcuffing other women? No. What? Fortunately, that's part of my job. You don't love me? I do love you. Serve him a tiny bit of food to get his reaction. Babe, come here. What is this? Why are you laughing? You said that you weren't doing pretty, so here. I'm starving. You never said that. You're not saying something. Okay, I think I get what you're doing with this. I know I started my diet today, but this is not the way to go. That's a bite. Why are you laughing? It's not funny. Where's the rest of the food? Let me see your plate. Where's your plate? I'm not eating that. For my husband's lunch today, I'm going to start by packing in some cut up pineapple and apples. The parchment paper is just to make sure that the fruit juices don't spread along the bottom of the lunchbox. Next, I have some walnuts, and then I'm going to add a soft boiled egg, and then I also made those ranch pickles that everyone was talking about, so I added in those as well for him to try out. And for the main portion, I'm going to make some chicken salad.  Cut up apples would be really good, or if you're one of those people who just like throwing in raisins and everything, we may not be able to be friends. I'm just kidding. Anyways, back to the lunch. I went ahead and put the chicken salad on some bagels that I got from our local bakery, and yes, I did eat the extra piece that didn't fit in there. Now that the lunch is ready to go, I'm packing it all up, and of course, including a note from my husband. Okay, addressing this comment because I get not this exact comment, but versions of this comment all the time.  Boom, I can't figure out what everyone is missing. My husband is super hot. That was him when we met, and no, he has not let himself go. Hold on. And he is still super hot. Like, what am I missing here? Okay, so he's got a dad bod now. I don't have the same body. I had it 20 years old. I've had three kids. It does not look the same. I don't expect him to look like he did when he was 20. He's a gorgeous man. He's a good dad. He's a great husband. I am very lucky to have this human in my life. Slow, slow, slow, slow, slow, slow.  Hey, sleepy head. Hey, sleepy head. Hey, Mary-Catherine. Time to wake up. What are you? Hey, rise and shine. Rise and shine. You always sleep in. You're always sleeping in. Oh, my God.


The new climate economy report was launched at the UN in September and of course It's not limited to land use, but that is the part that I was involved with and that's what I'll be addressing today but You could say that the the new climate economy took a deep dive in three sectors primarily energy cities and land use and Land use even more than energy in cities brings in a lot of complications It it is really the interface if you like of climate change with the poor macroeconomic modeling really across the board Shows quite clearly at the ones that really have skin in the game So to speak our poor rural people in the tropics Those are the ones who really will be hurt in the first instance by climate change both through their livelihood their entitlements the ability to grow things raise things and also through what they have to pay for subsistence and One of the other aspects of land use that I think was surprising to my non land use colleagues in NCE and I'll try to build this case is that you can get fairly fast immediate progress in Climate mitigation through land use by actually doing what you need to do for resilience and for productivity and You can in fact get a third of the way. I'll try to build this case Realistically by 2030 a third of the way of where you'd have to be to get to a two-degree pathway For global warming. So that's that's what I'm going to try to do and we'll see if it works Let me go Straight to the inconvenient facts as Tom says just to set the stage and then then get as quickly as possible to what we might do One of the inconvenient facts is that agriculture is one of the big perpetrators in greenhouse gas emissions really the the motor of climate change and I have to tell you I'm actually a livestock guy from Arizona originally. So I have to tell you a third, you know, you've Agriculture is more important to greenhouse gas emissions even than cutting down forests and environmentalists typically have always worried about Rainforest and the tropics as they should But agriculture on a global scale is actually accounts for an even higher share a share Maybe about 13% agriculture alone of greenhouse gas emissions from all sources, which is on a par with transport So and of agriculture really a lot of that comes I mean 30% of all agriculture and land use emissions at least 30% comes from from Livestock and four-fifths of that are ruminant related and we'll come back to that So as one of the great ruminant producers and exporters of the world Actually a very efficient producer in terms of greenhouse gas emissions per kilo of beef There's Ireland knows a lot about how you could have a huge impact on reducing greenhouse gas emissions Simply through technological change in other countries That Sort of gets the figures out there again. I don't want to dwell on them, but I'll come back to that oops, sorry one of one of the things that you know, I moved from the World Bank to an environmental Institute where I proceeded to Really raise the mean age when I joined and also the mean body weight and one thing I found about my environmental colleagues who've been very very welcoming is that Everyone not only is focused on forests being cut down, but they're not terribly focused on why they're being cut down and You know if you want to do something about something you have to know why Wood removals are projected to triple by the World Wildlife Fund Which is one of the few organizations actually sponsored modeling, you know in-depth database modeling of this and Although that's a contested figure. It's in an upper bound By volume terms. That's six times the projected rate of growth of cereals production Consumption I should say by 2050. That's a huge increase in the OECD Demand for wood products and pulp is going down. Everyone's using their iPad. They're not reading newspapers But in places like China where they're packing that iPad in a box and where newspapers are going up in India and so forth They're soaring demand for all the bricks all the emerging developing countries huge growth in demand for wood and That's not going away. This is one of the things that we have to understand the why to know what to do Now I come from an agricultural background So I've always bridled at the fact that everyone is sure that those Aggies are behind it In fact, this is a very reputable study by Gabrielle Kissinger and her friends Looking at the drivers of deforestation Now one thing that the lay audience I didn't know before I got into this but deforestation Literally doesn't mean cutting trees. It means changing land use land that was forest become something else and In fact agriculture both subsistence but primarily commercial Depending which part of the world you're in is the primary driver of change and land use which means That trees were there. They were cut and then something else started happening there We will see though that doesn't really get to the carbon loss and explaining the drivers of carbon loss There's something else going on Removal of trees removal of biomass. However, these are the same authors again Africa Latin America The primary reason the trees are cut down is to get logs and pulp except in Africa where the primary driver is still fuel wood fuel wood or charcoal and The issue is if you don't want people to cut trees down You've got to address What are you gonna do instead? For for the use of those products I'm not arguing for the use of paper. I'm just saying it's gonna happen paper happens. It does happen I've got a hair trigger here so In the realm of inconvenient facts before we get to solutions Let's look at reality. We're looking at 9.6 billion people or their bouts by 2050 according to the UN we have we have Potential demand for calories will go up faster than demand for cereals because you have diet change and when you go over two dollars a day in 2005 purchasing power Dollars you start diversifying your diet, which is a good thing at that for most people You have so that means two times as much meat and dairy three times as much Log and pulp demand you've got you've got a lot of new pressures on resources And we don't have these resources. That is the problem We always have some resources at the margin, but on the whole things are getting tighter Food loss and waste. I mean that's huge in the developed world Particularly and at the retail side and the developing world more at the farm side and the early storage side But a quarter of the food we produce actually is never eaten At least a quarter maybe as much as a third This is a sorry picture from the stopping toms and my old stopping grounds but in the Sahel According to the FAO a quarter of the world's farmland is severely degraded to the point that you can't use it and maybe another 8% is on its way and moderately degraded and Independent estimates of this in a number of countries really estimate the cost of this It's you know, it's significant cost like up to 7% of world production at least Every year and the cost the cost this cost is much greater than the cost of remediating it by several orders of magnitude So this this is one of the greatest human tragedies that we can deal with and So when we go to countries that look like this and we say we're here about climate change mitigation They say get a heck out of here, you know But this is this is the reality we're dealing with So now now we'll get away from from hopefully not from facts, but at least inconvenient ones and let's talk about What can I this is a slide by the way from Ethiopia where you've got some forest restoration? Going on and if you notice those cattle don't look half bad I can't imagine for my days traipsing around northern Ethiopia seeing anything that looked like that, so rural resilience to the poor is really the issue for the poor for climate change if You know that that is as I say the issue of the day If you're going to have climate change and if you're the one that really is affected by it Your ability to be to have your livelihoods the livelihoods of poor rural people in places like Burkina Faso and Niger are shown there and one of the earlier slides of degraded land is absolutely key and Really the literature is very clear To get resilience you have to sequester carbon in the soil because most of these degraded soil When a forester says lands degraded means the biomass has been cut when an Aggie says lands degraded It means the soil has really lost the ability lost fertility and typically it means it's lost organic matter it's leached out or it's acidified and Poor countries know this but climate change in the whole domain of climate finance for a variety of complicated reasons adaptation as always the poor cousin and Climate adaptation for agriculture is really pitiful. I mean we're talking about disbursements of something the order of 50 million dollars a year if all told and It's not that funds haven't been set up It's just that we haven't we just don't have the the pipelines set up to really handle this And that means that we're there's we're just so far behind the curve It's really needs a total rethink and a total recommitment And I certainly for one hope that understanding of this comes along through Paris and that we get the kind of consultation we got for dealing with the food crises after 2008 and get some forward movement To really move forward in developing countries with whether whether you're you want to save forests whether you want to protect the livelihoods of the poor it all comes down to Really establishing the productive landscape and supporting it There are all these competing demand and supply issues. There's all this poverty. There's all these Other concerns, but at the end of the day you keep on coming back to the three aspects of climate smart agriculture or climate smart forestry basically productivity resilience and Sort of a byproduct of most mitigation those three go together and One of the problems of land use compared to the other sectors is there's tremendous skepticism by the main stakeholders that in fact The three go together people think yes productivity. We want it Resilience clearly, but you know mitigation that someone else's someone else caused the problem. Why are we going to get involved in that? in fact the three go together and For productivity the game has changed now Compared to the Green Revolution era where you were basically Picking the low-hanging fruit so to speak by taking dwarfing varieties of the main cereals So that they wouldn't lodge in the tropics and so they could use fertilizer better and water better Nowadays, it's much more about traits and including traits climate change adds the need for drought resistance other kinds of traits pest resistance You have to use all the tools in your box to speed things up including marker-assisted selection, which is not transgenic It's conventional breeding, but it just makes it happen a lot faster and That is happening now It's particularly happening for rice, which is still what feeds almost all of Asia is fed by rice I can go into this for any skeptics later in the question period if they want but That's my belief Ruminant and related emissions are more than 6% of global greenhouse gases and they can be cut by about half According to FAO estimates and we know how to do it We know the kinds of pasture improvements to do it grazing now if any farmers here Are there any farmers here a farmer would say? Okay, but who's gonna pay me to do that if I've got to spend money I'm not getting any premium for doing it your way or the other way or whatever and that's that's a reason That's actually not entirely true because if you're being more productive Some of some of this according to FAO estimates will pay for itself But by and large if you're talking about Indian dairy or so forth, you know, that's a valid question and You know, we spend 600 more than 600 billion a year in fossil fuel subsidies primarily in developing countries That's a lot of money and As the fossil fuel prices are happen to be low right now There should be a discussion of if you're going to subsidize stuff what you're subsidizing what you're trying to achieve with that kind of fiscal incentive For the livestock guys, these are the FAO figures the figures you see are the kilos of greenhouse gas and CO2 equivalents Per kilo of beef produced by region Ireland's one of the one of the stars here low low amount of emissions per kilo because you're very efficient beef producers And you have very good pastures and so forth but there's a tremendous amount and if you if you could apply even even Marginal changes in the rest of the world where the livestock industry is rapidly shifting you would have tremendous savings of greenhouse gas and and Where the the good producers have an awful lot to offer to the less good producers and particularly Although Ireland is a great exporter Believe me livestock industries are going to be growing elsewhere Particularly dairy will be growing elsewhere and there's there's a tremendous benefit for Ireland being more involved in that process Governance intent. We're in a new world of technology Brazil has really done marvels at stopping Deforestation on larger plots simply because starting in 2004 Brazilian government decided that the advantages of stopping illegal logging in the Amazon were much better than the than just not doing it and with the Satellite overhead pictures being freely available the Brazilians set up a shed with a hundred and fifty analysts in it and they got the The monthly satellite overpass things from the from the US and they examined them by 150 analysts every month and they could see where Deforestation was occurring it went to the police police and out helicopters. They stopped it and in Brazil there was a tremendous Decrease about three quarters in deforestation at least on larger plots at least it's Maybe it's shifting to smaller plots the satellites couldn't see But now the satellites can see down to six hectares Resolution in fact they can see down to a meter if you're talking about military satellites, but the commonly available ones Six hectares and if you go and this is a plug for my own Institute which houses a thing called global forest watch a Global forest watch org anybody can sign up for an alert in In in every 16 days for deforestation on any plot of six hectares or smaller So that means that Wilmar which handles 40% of the trade world trade in palm oil Can actually check up on its suppliers and it means that if civil society wants to hold Companies responsible they can do it and the companies can make commitments because they can enforce them and that's what they're doing That's what you know liver is doing. It's what Wilmar is doing others. They can actually they can actually make sure they don't get embarrassed so technology the technology of transparency is going up and That gives a lot of hope for dealing with the governance issues in land use that we're producing Things like illegal deforestation. Why are you going to do things sustainably if you can do them for free on public land and do It unsustainably one of the one of the key solutions That we can commit to is to restore 150 million hectares of degraded agricultural landscapes. That's a big area There are basically two ways to do it the way that we used to do it in the World Bank when I was there Which is big capital and skill intensive projects. Jürgen Vogelay who spoke to you is probably one of the world's experts in this He did it. He he was the young TTL who started something called the China's Los Plateau project in his day and At the very most you could get a million hectares a year from this. So it's capital intensive skill intensive Or you can go a different route, which I'll talk farmer managed natural regeneration, which I'll talk about in a moment This is the Los Plateau in 1990 and now more or less now you see it can be done It's absolutely amazing. You get the triple wins. They're measured There's there's really One of the things people don't know about this by the way is that it was a livestock project And that's where you get real gains in this business is where you associate There's something in it for the farmer These people here had goats which produced that But they couldn't they couldn't make any money really and they could barely survive They're gonna have to leave the land all together Now what they they don't have goats anymore because they're prohibited They had to be confined, but they have confined dairy and they have Confined cashmere sheep and they're in the wool business and they're doing quite well and their incomes went up economic rates Return were quite high for this project even with all the capital intensity So it shows that when you get your act together everybody can be better off In Latin America you had silver pastoral systems Which in Central America I should say which again, it's raising cattle in forests. It's actually a very capital-intensive Venture from the farmer's standpoint. It's not something that just happens by itself But as once once the system is put in place again, there's something in it You've you've internalized the value of ecosystem services from that forest And you're getting a good chunk of that back in the farmers pocket And so people comply and it actually works and everyone's better off This is Niger 1980s. That's the same the same landscape in 2013 That has and it's that's not a before the rainy season after the rainy season picture Which is the usual way of doing this but it is it is really it is Amazing what happened there. There was a change in the forest code that that meant that instead of farmers Sneaking out at night and cutting down state trees to the root They actually had some advantage in letting them grow keeping them there and that re-greening got the cereals yields up by a hundred kilos Hector and it had a lot of other advantages now You need to put a lot of acreage under that to get any real impact At scale for climate mitigation, but you can do this on hundreds of millions of hectares and The total investment in this from the fiscal point of view was 20 US dollars a year over about a 30-year period It was not a huge amount So this is this is the way of doing it on the cheap But you can do it on very large areas You have to take all the themes that you have really Another solution now getting back to forests where you get the big biomass the immediate big impact You have the New York Declaration on forests that came out in the summit in September and The whole the whole issue with forest policies the opportunity cost of land land is not free You know one of the problems with a lot of the stuff that we put out on the sort of environmental Advocacy stuff we always assume that that land resources are free. They're not they they have value to people particularly poor people and Many of the benefits that come from taking land that's not for us now and restoring it is in fact Ecosystem services that are a benefit to a much broader group than the local community To make something like the New York Declaration work It has to really be a mix of agroforestry a mix of mosaic That is you reforest the degraded upper slopes that you have water better water retention for low-down and it has to be There is a component of full forest It can be done Oops I'm ending up now. I want to this is what I wanted to to really get across this this I'm getting the negative influence of McKinsey you see in my slides It's sort of beginning to creep in but really the the three things on the left is where you get you get the big impact This is the 2030 those are gigatons of co2e that is a measure if you like a greenhouse gas mitigation and You have lots of things from agriculture from food waste prevention and things that make a difference but those that's those are feasible ranges from cutting down on on Illegal logging forest restoration Agricultural land restoration these are things we know how to do they can do we just have to do them and they pay for Themself mostly and though here's from the NCE main report These are that's the same information in inside the red circle. You saw detailed in the previous slide You'll see how land use stacks up relative to all the other things you can do in this globe To go from the 68 gigatons Baseline which is projected what you will have it's not what we have now But what we'll have under business as usual by 2030 to get it down to what you need the red line That's what is projected for a two-degree pathway by 2030 and you see that land use really has to be part of the solution Land use interventions are between 15 and 35 percent of the mitigation you need There's no way to just sort of say well, we're gonna talk about something else or we'll kick the can down the road You simply cannot reach a two-degree path now without a greater push on land use you may still not reach it but but there's no way to reach it if you don't have a big push on land use and If you've got the develop you've got most of the land in the world in developing countries that say it's not our problem for our Agriculture, why should we why should we sacrifice productivity and resilience to worry about your problem here a climate change? you've got a problem because and Really the only way around that problem is to do things in the way that they have to do them anyway and help them do them to really have productive landscape Restoration which is what they need for survival anyway the details You see new climate economy report this if you leave off the upslash part You don't have to look at just land use but you can find the entire report or If you have any problems send me an email. I'll send you a link. Thank you


with me are three amazing guest panelists. What are the things that we can do today with data that we say weren't able to do maybe five years ago? Yes, certainly. I think there's lots of things that we can integrate specific actions, but if you were to zoom out and look at the big picture, our ability to reason through data, to inform our choices with data is bigger than ever before. There are still many companies that have to decide to sample data or to throw away all their data, or they don't have the right data from external companies to put their decisions and actions in context. Now we have the technology and the platforms to bring all that data together, tear down silos and look at 360 of a customer or entire action. So I think it's reasoning through data that has increased the capability of organizations dramatically in the last few years. So my line, when I was a young pup at IDC, I started the storage program there many, many moons ago. And so I always pay attention to what's going on in storage, back in my mind. And S3 people forget sometimes, that was actually the very first cloud product announced by AWS, which really ushered in the cloud era. And that was 2006, and fundamentally changed the way we think about storing data. I wonder if you can explain how S3 specifically in an object storage generally, would get put really transformed storage from a blocker to an enabler of some of these new workloads that we're seeing. Absolutely. I think it has been transformational for many companies in every industry. And the reason for that is because in S3, you can consolidate all the different datasets that today are scattered around so many companies, different data centers. And so if you think about it, S3 gives the ability to put unstructured data, which are video recordings and images. It puts semi-structured data, which is your CSV file, which every company has lots of. And it has also support for structured data types like Parquet files, which drive a lot of the business decisions that every company has to make today. And so if you think about S3, which launched on Pi Day in March of 2006, S3 started off as an object store, but it has evolved into so much more than that where companies all over the world in every industry are taking those different datasets. They're putting it in S3. They're growing their data and then they're growing the value that they capture on top of that data. And that is the separation we see that Snowflake talks about and many of the pioneers across different industries talk about, which is a separation of the growth of storage and the growth of your compute applications. And what's happening is that when you have a place to put your data like S3, which is secure by default and has the availability and the durability and the operational profile you know and can trust, then the innovation of the application developers really take over. And one example of that is where we have a customer and the financial sector and they started to use S3 to put their customer care recordings and they were just using it for storage because that obviously dataset grows very quickly. And then somebody in their fraud department got the idea of doing machine learning on top of those customer care recordings. And when they did that, they found really interesting data that they could then feed into their fraud detection models. And so you get this kind of alchemy of innovation that happens when you take the datasets of today and yesterday and tomorrow, you put them all in one place, which is S3. And the innovation of your application developers just takes over and builds not just what you need today but what you need in the future as well. Thank you for that. Mark, I want to bring you into this panel. It's great to have you here. So thank you. I mean, Tableau has been a game changer for organizations. I remember my first Tableau conference, passionate customers and really bringing the cloud-like agility and simplicity to visualization just totally changed the way people thought about data and met with massive data volumes and simplified access. And now we're seeing new workloads that are developing on top of data and snowflake data and the cloud. Can you talk about how your customers are really telling stories and bringing to life those stories with data on top of things like S3, which Mylon was just talking about. Yeah, for sure. Building on what Christian and Mylon have already said, our mission at Tableau has always been to help people see and understand data. And you look at the amazing advances that are happening in storage and data processing. And now the data that you can see and play with is so amazing, right? Like at this point in time, it's really nothing short of a new microscope or a new telescope that really lets you understand patterns that were always there in the world that you literally couldn't see them because of the limitations of the amount of data that you could bring into the picture because of the amount of processing power and the amount of sharing of data that you could bring into the picture. And now, like you said, these three things are coming together, this amazing ability to see and tell stories with your data combined with the fact that you've got so much more data at your fingertips, the fact that you can now process that data, look at that data, share that data in ways that was never possible. Again, I'll go back to that analogy. It feels like the invention of a new microscope, a new telescope, a new way to look at the world and tell stories and get to insights that were just, were never possible before. So thank you for that. And Christian, I want to come back to this notion of the data cloud. And, you know, it's a very powerful concept. And of course it's good marketing, but I wonder if you could add some additional color for the audience. I mean, what more can you tell us about the data cloud, how you're seeing it evolving and maybe building on some of the things that Mark was just talking about, just in terms of, you know, bringing this vision into reality? Certainly. Yeah, and the data cloud for sure is bigger and more concrete than just the marketing value of it. The big insight behind our vision for the data cloud is that just the technology capability, just a cloud data platform is not what gets organizations to be able to be data driven, to be able to make great use of data or be highly capable in terms of data ability. The other element beyond technology is the access and availability of data to put their own data in context or enrich based on the knowledge or data from other third parties. So the data cloud, the way to think about it is the combination of both technology, which for Snowflake is our cloud data platform and all the workloads, the ability to do data warehousing and queries and speeds and feeds fit in there and data engineering, et cetera. But it's also how do we make it easier for our customers to have access to the data they need or they could benefit to improve the decisions for their own organizations. I think of the analogy of a set-top box. I can give you a great, technically set-top box, but if there's no content on the other side, it makes it difficult for you to get value out of it. That's how we should all be thinking about the data cloud. It's technology, but it's also seamless access to data. And my luck, can you give us a sense of the scope and what kind of scale are you seeing with Snowflake on AWS? Well, Snowflake has always driven, as Christian knows, a very high transaction rate to S3. And in fact, when Christian and I were talking just yesterday, we were talking about some of the things that have really been remarkable about the long partnership that we've had over the years. And so I'll give you an example of how that evolution has really worked. So as you know, S3 has the first AWS service that's launched and we have customers who have petabytes, hundreds of petabytes and exabytes of storage on S3. And so from the ground up, S3 has been built for scale. And so when we have customers like Snowflake that have very high transaction rates for requests for S3 storage, we put our customer hat on and we ask customers like Snowflake, how do you think about performance? Not just what performance do you need, but how do you think about performance? And when Christian and his team were walking through the demands of making requests to their S3 data, they were talking about some pretty high spikes over time and just a lot of volume. And so when we built improvements into our performance over time, we put that hat on for where Snowflake was telling us what they needed. And then we built our performance model not around a bucket or an account. We built it around a request rate per prefix because that's what Snowflake and other customers told us they needed. And so when you think about how we scale our performance, we scale it based on a prefix and not a bucket or an account which other cloud providers do. We do it in this unique way because 90% of our customer roadmap across AWS comes from customer requests and that's what Snowflake and other customers were saying is that, hey, I think about my performance based on a prefix of an object and not some arbitrary semantic of how I happen to organize my buckets. I think the other thing I would also throw out there for scale is as you might imagine, S3 is a very large distributed system. And again, if I go back to how we architected for our performance improvements, we architected in such a way that a customer like Snowflake can come in and they could take advantage of horizontally scaling. They can do parallel data retrievals and puts and gets for your data. And when they do that, they can get tens of thousands of requests per second because they're taking advantage of the scale of S3. And so, when we think about scale, it's not just scale, which is the growth of your storage which every customer needs. IDC says that digital data is growing at 40% year over year. So every customer needs a place to put all of those storage sets that are growing. But the way we also have worked together for many years is this, how can we think about how Snowflake and other customers are driving these patterns of access on top of the data? Not just the elasticity of the storage, but the access. And then how can we architect often very uniquely as I talked about with our request rate in such a way that they can achieve what they need to do not just today but in the future?  Mark, I wonder if we could come to you. During the data cloud summit, we've been exploring this notion that innovation in technology is really evolved from point products, the next generation of server or software tool to platforms that made infrastructure simpler or called functions. And now it's evolving into leveraging ecosystems, the power of many versus the resources of one. So my question is, how are you all collaborating and creating innovations that your customers can leverage? Yeah, for sure. So certainly, Tableau and Snowflake kind of were dropped at natural partners from the beginning, right? Like putting that visualization engine on top of Snowflake to combine that processing power on data and the ability to visualize it was obvious. As you talk about the larger ecosystem, now of course Tableau is part of Salesforce. And so there's a much more interesting story now to be told across the three companies, one and two and a half maybe, as we talk about Tableau and Salesforce combined together of really having this full circle of Salesforce, with this amazing set of business apps that so much value for customers and getting the data that comes out of those Salesforce applications, putting it into Snowflake so that you can combine that, share that, process it, combine it with data, not just for across Salesforce, but from your other apps in the way that you want and then put Tableau on top of it. Now you're talking about this amazing platform ecosystem of data coming from your most valuable business applications in the world with the most sales opportunity objects, marketing, service, all of that information flowing into this flexible data platform and then this amazing visualization platform on top of it. And there's really no end of the things that our customers can do with that combination. Christian, we're out of time, but I wonder if you could bring us home and I want to end with, let's say some people here, maybe they're still struggling with the cumbersome nature, let's say they're on prem data, warehouses, the kids just unplug them because they rely on them for certain things like reporting, but let's say they want to raise the bar in their data and analytics. What would you advise for the next steps for them? Yeah, I think the first part or first step to take is around embrace the cloud and the promise and the abilities of cloud technology. There's many studies where relative to peers, companies that are embracing data are coming out ahead and outperforming their peers. And with traditional technology, on prem technology, you ended up with proliferation of silos and copies of data. And a lot of energy went into managing those on prem systems and making copies and data governance and security. And cloud technology and the type of platform that Snowflake has brought to market enables organizations to focus on the data, the data model, the data insights, and not necessarily on managing the infrastructure. So I think that would be the first recommendation from our end, embrace cloud, get into a modern cloud data platform, make sure that you're spending your time on data, not managing infrastructure and seeing what the infrastructure lets you do. Okay, this is Dave Vellante for theCUBE. Thank you for watching. Keep it right there with more great content coming your way.