Hello welcome to the session data structure gate questions. At the end of this session the student will be able to solve data structure problems. Initially we will put one question try to answer it to implement the castra shortest path algorithm on unweighted graph so that it run in the linear time what data structure will be used. Here four data structures are given Q, stack, hip and B tree. Now this is a shortest path algorithm when we want to reach from A to C then this will be shortest path A to B B to C as it is a unweighted graph. So smallest node will be considered and A to D and D to C that will be longest path. Now here as we have seen that is the shortest path is unweighted graph. The smallest number of edges must be traversed in order to reach the destination in the graph. So Q as it is having first in first out we can keep smallest edges and we can use that deleting smallest edges. So if we use Q we can get the shortest path in linear time. Next question number two. Suppose a circular Q of capacity n-1 element is implemented with an array of n element means the Q is of n capacity and we can keep from 0 to n-1. Assume that insertion and deletion operations are carried out using rare and front as array index variable respectively where initially rare is equal to front is equal to 0. The condition to detect Q full and Q empty are now here some four conditions are given where we have to find out which is correct answer for full Q and empty Q. Now we will see the circular Q, this is a circular Q, this is a linear Q where we are having rare and front here we are having rare and front and once we are full again we are reaching to the 0th position. After finishing the n position we are reaching again to the 0th position but in the linear Q we have to go from 0 to the last and we cannot come to the 0 though it is a empty. Now we will see this head it is always point to the location from where next deletion takes place from the Q. So head or front is the pointer where the location from where next deletion will be take place and rare or tell is pointing to that location where we can insert a new number. Now in the circular Q as I said we can use this wrap around features in the circular Q when the tell or head is at the index last index n minus 1 next operation will be bring to them to the index 0 and we will reserve one empty spot in order to detect the overflow and under flow conditions.  So this is the wrap around condition now here we can see that when nothing is there when it is empty. So at that position front is equal to rare. So this is the empty condition. So we can write empty condition is equal to front is equal to rare. Now we will start to include some values insert 14 the rare will be now next it is showing which is the next position where we can insert the value. So here your rare is there I am inserting here 22 again your rare will be next 13 is included like this we are incrementing the rare and when I am deleting in this case now front 14 will be deleted now front will come to the next value which can be deleted from the Q. So 22 is the next value so front is showing the when I am deleting 22 it will come to the 13. So like this you can increase the front and rare as per the operations. Now in this case when I am inserting all the value that time my rare is reaching to the nearly end condition and front is to the value now it is from 0, 1, 2. Now front is at the second condition and I want to insert one more value so I can wrap around condition. So here the rare has come to the 0th position now it can be come to the next position it is showing that is the first position. Now here it is a full condition now if we can see that is the full condition. So if I am incrementing rare by one I am reaching to the front when I am doing rare plus 1 mod n, n is the capacity so this is the full condition and empty condition as we have seen at the start when it is a empty rare is equal to front. So A is a correct answer a priority Q is used to implement a stack S that stores character push C is implemented as insert in the push we are pushing C and in the insert we are having that Q C is the character we are pushing and K is the appropriate integer key chosen by the implementation. Now pop is implemented as delete mean means minimum value has to be deleted from the Q for a sequence of operation the key should be chosen and which key should be appropriate for this. Now here we are implementing a priority Q first that we are using stack and that priority Q is on the basic or base of minimum should be deleted first. So in this condition which will be the appropriate option non-increasing order, non-decreasing order, strictly increasing order and strictly decreasing order. Now as here we have seen that implementing a stack using priority Q here it will be stack implementation is always last in first out order. So in stack last element is pushed should be popped out first in the priority Q minimum element is given the highest priority. So it should come out first minimum value. Now whenever we call delete minimum it will be popped the element with the minimum value then the minimum element should be inserted last or inserted should be in the decreasing order means in the stack it should be insert into the decreasing order and it should be strictly decreasing order. Why non-increasing order that will also work but that will be one disadvantage that for four two elements when they are equal value the priority Q will pick any one of the randomly. So which will not be case in the stack so we have to implement with the strictly decreasing order. So as we have seen this question is priority Q and we have to implement using the stack and we have to push that in strictly decreasing order so that when we are deleting that value the minimum value should be come out first as it is having the highest priority. Thank you.


Hello and thank you for watching Nursing School Explained. Today's topic is plurial effusion. So let's look at how this happens. So remember that normally we have about 5 to 15 mL of lubricating fluid between the visceral and the parietal pleura. So these are the different layers that surround the lungs that allow for expansion of the chest and the lungs with inhalation and exhalation so that there's no rubbing against those two cavities and everything happens smoothly. So that's just like oil in a car allows for lubrication and smooth movement. Now an effusion basically means an increased fluid in that space. An effusion can apply to anything. For example, you can have a joint effusion in your knee if you have an injury and that fluid escapes the joint capsule. So an effusion is always an abnormally high amount of fluid in a specific place where it doesn't belong. And so a plurio effusion means an abnormal amount of fluid in the pleural cavity. So normally the way that this fluid is regulated is a nice balance of hydrostatic pressure, oncotic pressure as well as capillary membrane permeability. So what that means is the hydrostatic pressure remember is the pressure that's exerted against the blood vessels by a fluid as well as the oncotic pressure which helps to draw fluid into the blood vessels and that's usually done with the help of plasma proteins such as albumin and then capillary membrane permeability basically meaning how likely is the capillary bed to let things seep through the membrane and regulate the fluid that way. So now when this regulation is out of balance then we'll have a plurio effusion. So this abnormal regulation usually happens because of increased pulmonary capillary pressure, decreased oncotic pressure or increased pulmonary plurio membrane permeability or obstruction of lymphatic flow. That can be another reason. And plurio effusions there are two different types. One of them is exodative and the other one is transudative. So exodative think about exodate as in pus and that usually is because of inflammation. So some sort of inflammation is happening which makes all the inflammatory cells attracted to that site and increases the pleural cavity permeability and that is usually because of infection or malignancy and that fluid is then usually cloudy and yellow thick kind of pus look in exodative type of fluid. Where in transudative plurio effusion those are non-inflammatory conditions that cause that. And so when the hydrostatic pressure increases the blood pressure increases the heart works harder. It causes heart failure and therefore all that fluid is back and up into the lungs causing the plurio effusion as well as when we have decreased oncotic pressure. So decreased blood albumin usually because of liver and renal disorders but will have transudative plurio effusions and that fluid is usually clear and very pale yellow not so inflamed infected looking as in the exodative. And that's just kind of a background so that you understand how these mechanisms happen. And mostly the most common causes for plurio effusions that I've seen in my practice was heart failure, liver failure as well as malignancy so tumors can cause that. So now let's look over here signs and symptoms. So now if we have increased fluid in the pleural cavity where there should be gas exchange the patient is going to be feeling short of breath. They might have a cough remember in a plurio effusion pulmonary edema that cough can be pink and frothy that's kind of a telltale sign. The patient a lot of times will have sharp non-radiating chest pain that increases with inhalation so every time the lungs expand in their pleural cavity it puts more pressure because now that fluid has been displaced and causes pain. The patient will have decreased breast sounds because now we have fluid and not air in that pleural cavity that we can also hear by dullness on percussion. So usually lung percussion should be resonant nice hollow sound but now if we have fluid in that cavity where it doesn't belong it's going to be sounding more dull such as if you're percussing over an organ like the liver. Now diagnostic tests will be chest x-ray or chest cat scan to really see the extent of the pleural effusion and the location specifically and we'll get into that when we talk about treatment. So treatment here is always treating the underlying cause. So if this is due because of heart failure we want to treat the heart failure by getting rid of some of that fluid with administering diuretics as well as placing the patients on a low sodium diet and if it's cancer then we certainly want to treat that cancer in whatever way would be recommended and then in order to get rid of this pleural effusion we a lot of times a procedure called a thoracentesis is recommended and think about synthesis means removal of fluid in this case it's from the thorax so it's a thoracentesis if we have an effusion in the knee then we talked about before so increased fluid in the knee that would be an arthrocentesis so and removal of fluid from the joint so synthesis meaning removal of fluid and so the we this is usually something that the physician the provider will do sometimes it's done in the interventional radiology department and the best position is the patient dangling at the edge of the bed usually supporting themselves over a bedside table so that the intercostal spaces here open up given the physician or the provider easier access to that area and certainly they are going to check the results of the radiology studies to see the location and where they need to put this tool so it is much like the insertion of an IV catheter remember an IV catheter has a needle as well as this plastic cannula so in order to get the needle in the right spot first of all they'll numb the patient up with some local lidocaine and then they will insert the needle into the intercostal space again usually it's on the lower lungs because fluid will usually settle down with gravity and then there's a tube so basically they'll use that needle to guide that tube just into the right space and then they withdraw that needle just like in an IV insertion and the tube will remain in that plural space and that's usually a pretty long tube that is connected to usually a one liter of kind of a vacutainer so that's a similar mechanism as when you get your blood drawn so that this vacutainer just draws the fluid out by creating this negative pressure and sometimes more than one of these vacutainers will be needing depending on the size of that plural effusion now when it's all drained we will have to remove that tube and that will again be the physician or the provider and we'll have to put a sterile occlusive dressing there because it's a direct line into the plural cavity so we want to make sure that we don't cause any infection there from the procedure now keep in mind usually about one liter to 1200 milliliters of fluid are removed it is not really recommended to remove more volume than that because removal of large volumes or rapid removal of fluids remember whenever you lose fluid your overall blood pressure can drop and that is mostly if we are talking about hydrostatic and oncotic pressures here so we're removing some of the fluid we have low albumin already now we're not having enough fluid in the intravascular space causing hypotension patient can also become hypoxemic as well as that pulmonary edema can expand so again it'll be up to the provider or the physician to determine how much fluid they want to drain from that patient's plural space but whenever there's more than this volume keep in mind that you have to stay with the patient and really observe them for these things and nursing care here involves monitoring vital signs after the procedure every vital sign all the five vital signs including pain and for sure the O2 sat and also monitoring the patient for signs and symptoms of respiratory distress and usually because this is considered a semi-surgical it's not really an OR type procedure but like I mentioned it can be done in the interventional radiology department so a lot of times nursing care and monitoring of vital signs involves maybe monitoring the vital signs q5 minutes for the first 15 minutes and then q15 minutes for an hour and then q30 minutes for the next two to four hours so depending on how the patient is doing now this can be done as an inpatient as well as an outpatient basis so some patients who might have this chronically from a lung tumor for example they might come into the interventional radiology department and have this done on a semi-regular schedule so thank you for watching this video on pleural effusion and the mechanisms and pathophysiology if you have need to review these topics of hydrostatic and narcotic pressure I would recommend that you watch my other videos on fluid volume excess and deficit as well as the basic IV fluid videos that explain these principles thank you for watching nursing school explain and I look forward to seeing you again next time


Welcome. My name is Dillis Row. I am from the International Institute for Environment and Development, a research institute in London in the UK. I've got a brief presentation to give you some context about why we're discussing communities and illegal wildlife trade. But also to talk about the wider project in which this dialogue sits. Dw i chi'n amlif enzymes, gan beth o gyntaf ar y por excellen unionidol, ac mae'r Challenge Fund, a too supported by GIZ, the German Development Corporation Agency. It's running from 2018 until 2021 and implemented by my organization IID, together with the IUCN Sustainable use and likelihood specialist group TNRS here in Tanzania, the Zambian CBNRM Forum and the Nomebian Nature Foundation. The project has three key components. The first one is around building the evidence base on the effectiveness of community-based approaches to tackling illegal wildlife trade. The second one is about enhancing community engagement in national level policy and programmes. So we've got a specific focus here on Tanzania and Zambia at the national level. Then we're also working on the same thing, trying to enhance community engagement in international policy processes that deal with illegal wildlife trade. So including cites, but also the intergovernmental illegal wildlife trade conferences which have happened over the last few years. And then the third and final component is encouraging peer-to-peer learning between communities and between countries, so running multi-country learning events and exchanges. So just to give you a bit of detail on what that means, in terms of building the evidence base, we've established a database of case studies of how communities have been engaged in tackling illegal wildlife trade. You can see the website here, www.peoplenotpoaching.org, and I strongly encourage you to go and have a look at the wide variety of case studies that are there on that website. There are over 70 of them at the moment. And you can look for case studies by searching by country or searching by the type of species, or searching by the type of community engagement strategy. So that includes things like ranger patrols, but also community incentives for conservation, tackling human wildlife conflict, and so on. Thinking about the second component of the project, the national dialogues. So we've got the one here today in Tanzania, and another one planned in March next year in Zambia. And these national dialogues, as I said, are really to help explore how communities can be better engaged in tackling illegal wildlife trade either through improved policy provisions or through the programs and projects that are implemented in the country. So the dialogues are underpinned by baseline assessments which have been funded by the project. And I hope these are going to be presented to you today, but there have been a number of assessments that have been done. The first has been looking at the extent to which national illegal wildlife trade, conservation policy, species strategies such as African elephant, range state strategies, et cetera, what attention do they pay to community engagement? The second baseline has been looking at your existing illegal wildlife trade projects and programs and exploring what attention do they pay to community engagement. How important is it in those projects and what types of strategies are being employed? And then two other baseline assessments have looked at perceptions. So the first one has been a community survey looking at what communities feel about their level of engagement in tackling illegal wildlife trade. And the second one has been a survey of policymakers on their perceptions of the value of community engagement. So I hope TNRF will present these to you later in the dialogue process so that you can see the starting point against which we hope to measure progress as the project progresses over the next two years. The third component, the peer to peer learning and voice. This is how we've been trying to really promote community voices in international policy processes and regionally. So we organised a community voices event in London last year immediately prior to the London Intergovernmental Conference on Illegal Wildlife Trade and a statement that was produced at that community voices event was then presented to the plenary of the London conference and was the first and only time that communities have been directly present in one of these intergovernmental conferences on illegal wildlife trade. Similarly, the project has supported community representatives to participate in the IECN Regional Conservation Forum in South Africa earlier this year and also in the CITES Conference of Parties in Switzerland in August. At a regional level, we held our first African learning exchange in Kenya just last month. Colleagues from TNRF were present at that meeting, which was an exchange between Tanzania, Kenya, Mozambique, South Africa and Namibia. All sharing experiences of community engagement in tackling illegal wildlife trade. What's worked? What hasn't worked? What key policy messages can we generate from that? And then we have a final learning exchange planned to be hosted by Namibia towards the end of the project, so late 2020, early 2021. Here's an excerpt from the community statement that was agreed immediately before the London conference and then presented to the London conference, which emphasises the importance of communities in international and national policymaking processes. Stepping back a little bit from the project, why do we want to engage communities in tackling illegal wildlife trade in the first place? Well, there are a number of reasons. The first is if you look at any response to wildlife crime, illegal wildlife trade at the international level, all of the policy prescriptions that are out there, the various declarations, whether they're from the United Nations, the African Union or whoever, they tend to emphasise three key approaches. The first is law enforcement and strengthening that. The second is reducing demand for illegal products, so working in the countries that are using illegal wildlife products more so than the source countries. And then the third one is supporting communities and their livelihoods, those communities that live alongside wildlife. And what we've noticed is that there has been a huge amount of attention to and investment in law enforcement. A reasonable amount of attention to reducing demand for very little focus on how best to support communities who live with wildlife. So there's a problem with this. First of all, if we just rely on law enforcement to stop poaching, it's difficult, it's expensive and it's only very rarely effective, as we can tell from continued poaching going on across Africa and in other countries of the world. Important to remember is that a huge amount of wildlife is on community land, so it's not in government-controlled protected areas. One quarter of the earth's land is managed by communities. 40% of that is set aside as formal conservation areas. Community members who live with and near wildlife are often actually involved in poaching themselves. So even with the best way in the world, the best resourced law enforcement will struggle without community buy-in because the wildlife is on their land and because they have a vested interest in being involved. Another issue is that communities have long borne the costs of conservation and it's unfair and unjust for efforts to tackle illegal wildlife trade to make this worse. So there's been a historical record of dispossession and exclusion, particularly from protected areas. Anti-poaching efforts, particularly ranger controls, quite often target Indigenous peoples and local communities, quite often unjustly. They're usually not the key players, but they're quite often easy and vulnerable targets. Communities have lost lots of livelihood options through tightened access to resources that they've depended on. So if they're not allowed into protected areas, no longer able to access resources that they used to be able to access to meet daily needs, firewood, medicinal plants, et cetera, then it has a big impact on their livelihoods. And also if young people are caught and penalised for being involved in illegal wildlife trade, this has huge social repercussions associated with the killing and incarceration of young men in particular, but quite often of family breadwinners. So it loses the ability of that family to meet their day-to-day needs because they're paying high fines for illegal wildlife trade or because a key income earner is in prison and therefore no longer earning income. And finally, there's a long, lots of evidence of human rights abuses being meted out in the name of conservation and particularly in the name of tackling illegal wildlife trade and evidence of local people being beaten, raped, tortured, having their livestock killed, their houses burnt down. On a more positive note, communities can be very powerful and positive agents of change if they are engaged. So they know what's happening on the ground because they live near or with wildlife, so just as they can be easily involved in poaching because they know where to find wildlife, they can also be the eyes and ears of law enforcement agencies. They can be highly motivated when they've got stewardship rights over land and over wildlife or when they gain tangible benefits from conservation. And there are lots of examples of communities taking a lead themselves in tackling illegal wildlife trade or forming effective partnerships with law enforcement agencies to do so. And many of those case studies in the people not poaching database are examples of communities engaged in and supporting formal law enforcement efforts through community ranger patrols and so on. Finally, if we empower communities and increase the value of wildlife to them, it can have much broader conservation benefits than just simply the benefits from tackling illegal wildlife trade. So the biggest threat to wildlife is habitat loss and degradation, far more so than illegal wildlife trade.  Again, with some species and in some places this can account for far more deaths of wildlife than illegal wildlife trade. So if people value wildlife more and benefit from it more, they feel more incentive to maintain their land for wildlife and not to lose habitat and convert it to other uses such as agriculture and they also feel less inclined to engage in retaliatory killing and there's lots of evidence that backs up these conclusions. So community-based approaches to conservation more broadly and to illegal wildlife trade specifically can really help to build support for wildlife as a key land use and to build tolerance for the impact of wildlife and the impact of conservation on local livelihoods. So there have been a huge number of international meetings about illegal wildlife trade starting with the African Elephant Summit in 2013 and the most recent being the London Conference in 2018 and all of these have emphasised the need to engage local communities and support local communities' livelihoods. So the types of commitments that have been made in these policy statements can be grouped into seven clear categories. The first is the need to tackle the negative impacts of illegal wildlife trade on local people themselves. The second is to support sustainable livelihood opportunities, whether that's linked to wildlife or alternative livelihoods. The third is to support community-led conservation. The fourth is to recognise local people's rights to benefit from wildlife. The fifth is to involve local people as key law enforcement partners. The sixth is to reduce the costs of living with wildlife and quite often we think about the need to generate benefits for local people from wildlife but we forget about the fact that living close to dangerous animals also brings with it a high cost and we really need to find ways to reduce that cost. And the seventh is recognising this need to really support information sharing about community-based approaches. There's a resistance to engaging communities because there's no blueprint way to do it and you need different approaches in different contexts. So the more we can share information about that, the more we can learn from what's worked in different places and try and apply that in the context in which we're operating. So again our people not poaching database is very specifically intended to help support this. There has however, despite all these great commitments in these policy statements, been far less progress on the ground in countries where illegal wildlife trade is happening. So this graph shows you an analysis of funding for illegal wildlife trade between 2010 and 2016. It was compiled by the World Bank and it shows you that a huge amount of that, a huge proportion of that funding was allocated to law enforcement and protected area management and only a very small proportion to promoting sustainable livelihoods. So less than 13% of the total to date has gone to supporting communities and supporting sustainable livelihoods. Similarly, this graph shows you an analysis that IIAD did for the WWF just prior to the London Conference last year where we looked at projects which have been funded since this World Bank analysis was done in 2016 and we identified over 450 new projects globally and of those 380, 83% of them have a law enforcement component compared to only a third having a livelihoods component. So there is a real lack of balance between funding and the investment and the numbers of projects focusing on law enforcement compared to supporting communities despite all this policy rhetoric to the contrary. This is an analysis of commitments that have been made and progress that has been reported against them. So these were commitments that have been made at the various illegal wildlife trade conferences in London in 2014, in Botswana in 2015, in Vietnam in 2016 and then this report was compiled for the London Conference in 2018 and it shows you in the downward column the number of countries that have reported actions against each type of commitment and then anything coloured in orange is where progress has been made. Now you won't be able to see the detail of this table but this is the table for progress against law enforcement commitments and you can see that there are quite a lot of countries reporting progress and quite a lot of sales of the grid coloured in orange which indicates that progress has been made. By contrast these are the countries that are supporting progress against community commitments that have been made in those same conferences and you can immediately see that first of all fewer countries are reporting progress at all and then secondly this grid is far less orange than the law enforcement one. There's the law enforcement one, here's the community grid. So there's far less progress reported overall and the column which does have the most progress reported against it is surprise surprise the column that's about involving local people as law enforcement partners. So where community engagement has happened and communities have been supported again there's been much more emphasis on the law enforcement side of that rather than the other commitments around tackling negative impacts, supporting community led conservation, reducing the cost of living with wildlife and so on. So how do we engage communities in tackling illegal wildlife trade? It's actually a very simple equation in theory and essentially the equation just says that the net benefits of conserving wildlife have to be greater than the net benefits of poaching it which would seem very obvious. So net benefits we need to emphasise the net here so to work that out you've got to think about what are the benefits from conserving wildlife so that might come in the form of income, jobs, food, empowerment, cultural benefits but what are also the costs of conserving wildlife in the form of human wildlife conflict or loss of access to land and resources and you have to take away those costs from the benefits to work out the net benefits and then what are the benefits of poaching well first of all you've got income and then you quite often you've got social status associated with poaching but then the costs of poaching are the fines, the prison terms, the risk to life from the wildlife itself or from anti poaching patrols so quite high potential costs associated and again the net benefits of poaching are the gross benefits minus the costs so it's these four boxes which have to balance out with an overall favour towards the net benefits of conservation in order for community engagement to work. So there's four primary pathways by which you can engage communities this is an outline of a theory of change for engaging communities I won't go into the detail of it but it highlights these four key pathways which can be used in various combinations and through various steps through activities to outputs to outcomes all eventually leading to this impact that we're after of decreased pressure on species from illegal wildlife trade. So the pathways are first of all to increase the costs of participating in illegal wildlife trade so that is the fines, the increased law enforcement efforts using cultural taboos as well as conventional fines to really maximise the negative side of participating in illegal wildlife trade. The second one is to increase the incentives for wildlife stewardship through wildlife enterprises such as tourism and trophy hunting through other ways in which communities can generate tangible but also intangible benefits from wildlife. The third one is to decrease the costs of living with wildlife particularly through tackling human wildlife conflict and then the fourth one sort of slightly different is to actually reduce dependence on wildlife totally whether it's through conservation or through poaching and increase non wildlife based livelihoods so that people don't need to turn to poaching for their livelihoods. Each of these pathways seems similar but is progress along these pathways towards this ultimate impact of decreased pressure from illegal wildlife trade is underpinned by a huge number of assumptions that we quite you know we have to be clear where we're aware of and that we're tackling and that we're building into program design. So how do these pathways initially link to this equation that I first showed you? Well pathway A increase in the disincentives that links to the right side of the equation decreasing the net benefits of poaching. Pathways B and C which are about increasing the incentives for stewardship and decreasing the cost of living with wildlife link to the other side of the equation which is about increasing the net benefits of conserving and then finally as I said pathway D supporting non wildlife livelihoods reduces overall dependence on wildlife conservation and on illegal wildlife trade. Thank you very much so thanks for your attention I hope that was useful in setting this dialogue in context and I look forward to hearing the outcomes of your discussions. Thank you.


From around the globe, it's theCUBE with digital coverage of Red Hat Summit 2020, brought to you by Red Hat. Last year in 2019, IBM made the biggest M&A move of the year with a $34 billion acquisition of Red Hat. It positioned IBM for the next decade after what was a very tumultuous tenure by CEO, Ginni Rametti, who had to shrink in order to grow. Unfortunately, she didn't have enough time to do the grow part. That has now gone toward Arvind Krishna, the new CEO of IBM. This is Dave Vellante, and I'm here with Stu Miniman, and this is our Red Hat keynote analysis. This is our seventh year doing the Red Hat Summit, and we're very excited to be here. This is our first year doing Stu the Red Hat Summit post-IBM acquisition. We've also got IBM Think next week, so what we want to do for you today is review what's going on at the Red Hat Summit. Stu, you've been wall-to-wall with the interviews. We're going to break down the announcements. IBM had just announced its quarter, so we get some glimpse as to what's happening in the business, and then we're going to talk about going forward what the prognosis is for both IBM and Red Hat. Well, and Dave, of course, our audience understands there's a reason why we're sitting farther apart than normal in our studio, and why we're not in San Francisco, where the show is supposed to be this year. Last year, it's in Boston. Red Hat Summit goes coast to coast every year. It's our seventh year doing the show. First year doing it, all digital. Of course, our community is always online, but real focus, we're going to talk about Dave. You listen to the keynote speeches. It's not the, as we said in our preview, it's not the hoopla. We had a preview with poor Cormier ahead of the event. They're not making big announcements. Most of the product pieces were all out front. It's open source anyway. We know when it's coming for the most part. Some big partnership news. Of course, strong customer momentum, but a different tenor and the customers that Red Hat's lined up for me to interview, all talking, you know, essential services like medical, your energy services, your communication services. So, you know, real focus. I think Dave, both IBM and Red Hat, making sure that they are setting the appropriate tone in these challenging times. Yeah, I mean, everybody who we've talked to says, look, if employees and safety comes first, once we get them working from home and we know that they're safe and healthy, we want to get productive. And so you've seen, as we've reported that, that shift to the work from home infrastructure and investments in that. And so now it's all about, how do we get closer to clients? How do we stay close to clients and be there for them? And I actually have, you know, business going forward. You know, the good news for IBM is it's got strong cash flow. It's got a strong balance sheet, despite, you know, the acquisition.  So I think IBM is going to be fine. It's just, there's a lot of uncertainty. But let's go back to your takeaways from the Red Hat Summit. You've done, you know, dozens of interviews. You got a good take on the company. What are your top three takeaways, Stu? Yeah, so, first of all, Dave, you know, the focus everybody has is, you know, what does Red Hat do for the cloud story for IBM? OpenShift especially is absolutely a highlight. Over 2,000 customers now from some really large ones.  You've got, you know, Ford and Verizon up on stage for the keynote, strong partnership with Microsoft talking about what they're doing. So OpenShift has really strong momentum.  Not only are they, you know, other than Google, the top contributor really there, but from a customer standpoint, the experience, what they've built there. But what I really liked from Red Hat's standpoint is it's not just an infrastructure discussion. It's not, oh, VMs and containers and there's things we wanna talk about, about VMs and containers and even serverless from Red Hat's standpoint. But Red Hat, at its core, what is it? They started out as an operating system company, RHEL, Red Hat Enterprise Linux. What's the tie between the OS and the application? Oh my God, they've got decades of experience. How do you build applications? Everything from how they're modernizing Java with a project called Quarkus, through how they're really helping customers through this digital transformation. I hear a similar message from Red Hat and their customers that I hear from Satya Nadella at Microsoft is we're building lots of applications. We need to modernize what they're doing and Red Hat well positioned across the stack to not only be the platform for it, but to help all of the pieces to help me modernize my applications, build new ones, modernize some of the existing ones. So OpenShift, a big piece of it. Automation has been a critical thing for a while. We did the Cube last year at Ansible Fest for the first time. From Red Hat took that acquisition and has helped accelerate that community in growth and they're really pulling all of the pieces together. So it's what you hear from Stephanie Sherris who ironically enough came over from IBM to run that business inside of Red Hat. Well, now she's running it inside Red Hat and there's places that this product proliferates into the IBM portfolio. Next week when we were at IBM, I think I'm sure we'll hear a lot about IBM Cloud Packs and look at what's underneath IBM Cloud Packs. There's OpenShift, there's RHEL, all those pieces. So I know one of the things we want to talk about Dave is what does that dynamic of Red Hat and IBM mean? So OpenShift, Automation, the full integration both of the Red Hat portfolio and how it ties in with IBM would be my top three. Well, Red Hat is now IBM. I mean, it's clearly part of the company. It's the company strategy going forward. The CEO, Arvin Krishna is the architect of the Red Hat acquisition. And so, you know, it's all in on Red Hat. Dave, I mean, just the nuance there of course is the thing you hear over and over from the Red Hatters is Red Hat remains Red Hat. That cultural shift is something I'd love to discuss because, you know, Jim Whitehurst, now he's no longer a Red Hat employee. He's an IBM employee. So you've got Red Hat employees, IBM employees, they are keeping that, you know, separation wall, but obviously there's flowing in technology, some people in technology. It's not even close to what VMware is. VMware is a separate public company, has separate reporting, Red Hat doesn't. I mean, yes, I hear you. You know, you got the Red Hat culture and that's good, but it's a far cry from a separate entity with full transparency on the financials and so I hear you, but I'm not fully buying it. Let's get into it. Let's take a look at the quarter because that I think will give us an indication as to how much we actually can understand about Red Hat and again, my belief is it's really about IBM and Red Hat together. I think that is their opportunity. So Alex, if you wouldn't mind pulling up the first slide, these are highlights from IBM's Q1 and you know, we won't spend much time on the IBM side of the business although we want to bring some of that in but the key here is you see Red Hat at 20% revenue growth. So still solid revenue growth, you know, maybe a little less robust than it was, you know, sequentially last quarter but still very, very strong and that really is IBM's opportunity here, 2200 clients using Red Hat and IBM container platforms. The key here is when Ginny Rometti announced this acquisition along with Arvind Krishna and Jim Whitehares, she said this is going to be cash flow, free cash flow are creative in year one. They've already achieved that. They said it's going to be EPS accretive by year two. They are well on their way to achieving that. Why? We talked about this, Stu. It's because IBM has a huge services organization that it can plug OpenShift right into and begin to modernize applications that are out there. I think they cited on the call that they had 100 ongoing projects that is driving immediate revenue and allows IBM from a financial standpoint to get an immediate return. So the numbers are pretty solid. Yeah, absolutely, Dave. And talking about there is a little bit of the blurring of line between the companies. One of the product pieces that came out at the show is IBM has had for a couple of years thing called, you know, MCM, multi-cloud management. There was announced that there were actually some of the personnel and some of the products from IBM have come into Red Hat. Of course, Red Hat doing what they always do, they're making it open source and it's advanced cluster management. Really, from my viewpoint, this is an answer to what we've seen in the Kubernetes community for the last year. There is not one Kubernetes distribution to rule them all. I'm going to use what my platforms have and therefore, how do I manage across my various cloud environments? So Red Hat, for years, is OpenShift lives everywhere. It sits on top of VMware virtualization environment. It sits on top of AWS, Azure and Google or it just lives in your Linux farms. But ACM now is how do I manage my Kubernetes environments? Of course, super optimized to work with OpenShift and the roadmap as to how it can manage with Azure Kubernetes and some of the other environments. So, you now have some former IBMers that are there and as you said, Dave, some good acceleration in the growth from the Red Hat numbers. We'd seen like right around the time that the acquisition happened, Red Hat had a little bit of a down quarter. So, you know, absolutely the services and the scale that IBM can bring should help to bring new logos. Of course, right now, Dave, with the current global situation, it's a little bit tough to be going after new business. Yeah, and we'll talk about that a little bit, but I want to come back to sort of when I was pressing you before on the true independence of Red Hat. By the way, I don't think that's necessarily a wrong thing. I'll give you an example. Look at Dell right now. Why is Dell relevant in cloud? Why? VMware. If Dell goes to market and says we're relevant in cloud because of VMware, well, then why am I talking to you? Why don't I talk to VMware? And so, my point is that in some regards, having that integration is a real advantage. Now, you were at EMC in the time when they were sort of flip-flopping back and forth between integrated and not and separate and not. It's obviously worked out for them, but it's not necessarily clear cut. And I would say in the case of IBM, I think it's the right move. Why is that? Arvin Christen talked about three enduring platforms that IBM has developed. One is mainframe, that's going to stay. The second was middleware and the third is services. And he's saying that hybrid cloud is now the fourth enduring platform that they want to build. Well, how are they going to build that? What are they going to build that on? They're going to build that on an open shift. There are other challenges to sort of retool their entire middleware portfolio around open shift, not unlike what Oracle did with Fusion when it bought Sun. Part of the reason it bought Sun was for Java. So these are key levers, not necessarily in and of themselves, huge revenue drivers, but they lead to awesome revenue opportunities. So that's why I actually think it's the right move that what IBM's doing. Keep the red hat sort of brand and culture, but integrate as fast as possible to get cash flow accretive. We've achieved that and get EPS accretive. That to me makes a lot of sense. Yeah, Dave, I've heard you talk often. If you're not a leader in a position, or hear John Chambers from Cisco when he was running it, if I'm not number one or number two, why am I in it? How many places did IBM have a leadership position? Red Hat's a really interesting company because they have a leadership position in Linux, obviously they have a leadership position now in Kubernetes. Red Hat culturally, of course, isn't one to jump up and down and talk about how they're number one in all of these spaces because it's about open source, it's about community. And that does require a little bit of a cultural shift as IBM works with them, but interesting times. And yeah, Red Hat is quietly an important piece of the ecosystem. Let me bring in some ETR data. Alex, if you pull up that second slide. And I've shown this before in breaking analysis. And what this slide shows in the vertical axis is shows net score. Net score is a measure of spending momentum, spending velocity. The horizontal axis is called market share. It's really not market share. It's really a measure of pervasiveness. The mentions in the data set. We're talking about 899 responses here out of over 1200 in the April survey. And this is the multi-cloud landscape. So what I did here, Stu, I pulled on containers, container platforms, container management and cloud. And we positioned the companies on this sort of X, Y axis. And you can see here, you obviously have in the upper right, you got Azure and AWS. Why did I include AWS in the multi-cloud landscape? You've answered that question before, but.  And they've shifted on hybrid. Expect them to adjust their positioning on multi-cloud in the future. Now coming back to this data, you see Kubernetes is on there. Kubernetes I know is not a company, but ETR actually tracks Kubernetes. You can see how hot it is in terms of its net score and spending momentum. Yeah, I mean, Dave, the obvious thing to look at there is you see how strong Kubernetes is. If IBM plus Red Hat can keep that leadership in Kubernetes, they should do much better in that space than they would have on, with just their products alone. And that's really the lead of this chart. They're really cuts to the chase deal. You see Red Hat OpenShift has really strong spending momentum, although I will say, if you back up to say April, July, October, 18, 19, it actually was a little higher, so it's been pushed down. Remember, this is the April survey that was ran from mid-March to mid-April. So we're talking right in the middle of the pandemic. So everybody's down. But nonetheless, you can see the opportunity is for IBM and Red Hat to kind of meet in the middle. Leverage IBM's massive install base and its services presence and its market presence, its pervasiveness, aka market share in this rubric, and then use Red Hat's momentum and kind of meet in the middle. And that's the kind of point that we have here with IBM's opportunity. And that really is why IBM is a leader and at least a favorite, in my view, in multi-cloud. Well, Dave, if you'd looked two years ago and you said what was the competitive landscape? Red Hat was an early leader in the Kubernetes multi-cloud discussion. Today, if you ask everybody, well, who's doing great in Kubernetes? You have to talk about all the different options that Amazon has. Amazon still has their own container management with ACS. Of course, AKS is doing strong and well. And Amazon, whatever they do, we know they're gonna be competitive. Microsoft's there. But it's not all about competition in this space, Dave, because we see Red Hat partnering across these environments. They do have a partnership with AWS. They do have a partnership with Microsoft up on stage there. So where it was really interesting, Dave, one of the things I was coming into this show looking is, what is Red Hat's answer to what VMware is really starting to do in this space? So vSphere 7 rolled out, and that is the GA of Project Pacific. So taking virtualization in containers and putting them together, Red Hat, of course, has had virtualization for a long time with KVM. They have a different answer of how they're doing open shift virtualization. And rather than saying, here's my virtual environment, and I can also do Kubernetes on it, they're saying containers are the future and where you want to go, and we can bring your VMs into containers, really shift them the way you have, really kind of a lift and shift, but then modernize them. Customers, you want to meet customers where they are, you want to help them move forward. Virtualization in general has been a, you don't want to touch your applications, you want to just let it ride forever, but the real driver for companies today is, I've got to build new apps. I need to modernize my environment, and Red Hat is positioning, and I like what I'm hearing from them, I like what I'm hearing from Red Hat's customers on how they're helping take both the physical, the virtual, the containers, and the cloud and bring them all into this modern era. Yeah, and IBM made an early bet on Kubernetes and obviously around Red Hat. You could see actually, on that earlier slide we showed you, IBM, we didn't really talk about it, they said they had 23% growth in cloud, which is a $22 billion business for IBM. You're smiling, look good for IBM, they're going to redefine cloud, let AWS kick and scream, they're going to say, hey, here's how we define cloud. We include our on-prem, we include our portions of our consulting business. I mean, I honestly have no idea what's in the $22 billion and how, if they're growing $22 billion to 23%, wow, that's pretty awesome. I'm not sure, I think they're kind of mixing apples and oranges there, but it makes for a good slide. Yeah, we would say, wait, shouldn't that be $4 billion you added, you only added $2 or $3 billion? Numbers can tell a story, but you can also manipulate that. The point is, I've always said this, near-term, to get return on this deal, it's about plugging OpenShift into services and modernizing applications. Long-term, it's about maintaining IBM and Red Hat's relevance in the hybrid cloud world, which is, I don't know how big it is, it's probably a trillion dollar opportunity. That really is critical from a strategy standpoint. Stu, I want to ask you about the announcements. What about any announcements that you saw coming from Red Hat are relevant? What do we need to know there? Yeah, so one of the bigger ones we already talked about, that multi-cloud manager, what Red Hat has, the Advanced Cluster Management, or ACM, absolutely is an area we should look. VMware, Tanzu, Azure Arc, Google Anthos, and now ACM from Red Hat in partnership with IBM is an area, still really early. Dave, I talked to some of the executives in the space and say, are we going to learn from the mistakes of multi-vendor management? Dave, you think about the CA and BMC, exactly, of the past, will we have learned from those, is this the right way to do it? It is early, but Red Hat obviously has a position here and they're doing it. Did hear plenty about how Red Hat is plugging into all the IBM environments, Dave, Z, power, the cloud solutions, and of course, IBM solutions across the board. To my point of getting a little bluewashed, but hey, it's got to happen. I think that's a smart move. Right, we talked about really modernizing the applications in the environments. I talked a bit about the virtualization piece. The other one, if you say, okay, how do I pull the virtualization forward? What about the future? So OpenShift Serverless is the other one. It's really a tech preview at this point. It's built off of the Knative project, which is part of the CNCF, which is basically how do I still have containers and Kubernetes underneath? Can that plug into Serverless or do Serverless get rid of everything? So IBM, Oracle, Red Hat, and others really have been pushing hard on this Knative solution. It has matured a lot. There's an ecosystem growing as to how it can connect to Azure, how it can connect to AWS. So definitely something from that app dev piece to watch. And Dave, that's where I had some really good discussions with customers as well as the Red Hat execs and their partners. That boundary between the infrastructure team and the app dev team, they're helping to pull them together. And some of the tooling actually helps. Ansible's a great example of that in the past, but others in the portfolio. And lastly, if you wanna talk a huge opportunity for Red Hat, IBM, and it to jump all for everyone is edge computing. So Red Hat, I've talked to them for years about what they were doing in the open stack community with network function virtualization or NFV. Verizon was up on stage. I've got an interview for Red Hat Summit with Vodafone Idea, which has 300 million subscribers in India. And the Red Hat portfolio really helping a lot of the customers there. So it's the telco edge is where we see a strong push there. It's definitely something we've been watching from the big cloud players and those partnerships, Dave. So last year, Satya Nadella was up on the main stage with Red Hat. This year, Scott Guthrie, there he's at every Microsoft show and he's at the Red Hat show. So it is still ironic for those of us that have watched this industry and you say, okay, where are some of the important partnerships for Red Hat? It's Microsoft. I mean, we all remember when open source was the evil enemy for Microsoft. And of course, Satya Nadella has changed things a lot. It's interesting to watch. I'm sure we'll talk more at Think Dave. Arvin Krishna, the culture he will bring in with the support of Jim Whitehurst comes over from IBM compared to what Satya has successfully done at Microsoft. Well, let's talk about that. Let's talk about, let's bring it home with the sort of near-term, mid-term. And really, I want to talk about the long-term strategic aspects of IBM and Red Hat's future. So near-term, IBM is suspended guidance, like everybody. Okay, they don't have great visibility. Some things to watch. By the way, a lot of people are saying, oh, just kind of draw a red line through this quarter. You just generally ignore it. I disagree. Look at cash flow, look at balance sheets, look at what companies are doing and how they're positioning. That's very important right now. It'll give us some clues. And so there's a couple of things that we're watching with IBM. One is their software business crashed in March. And software deals usually come in, big deals come in at the end of the quarter. People were too distracted, they stopped spending. So that's a concern. Jim Kavanaugh on the call talked about how they're really paying attention to those services contracts to see how they're going. Are they continuing? What's the average price of those? So that's something that you got to watch near-term. Okay, fine. Again, as I said, I think IBM will get through this. What really I want to talk about, Stu, is the prospects going forward. I'm really excited about the choice that IBM made, the board putting Arvind Krishna in charge and the move that he made in terms of promoting Jim Whitehurst to IBM. So let's talk about that for a minute. Arvind is a technical visionary and it's high time that IBM got back to it being a technology company first. Because that's what IBM is. And I mean, Lou Gerstner arguably saved the company. They pivoted to services. Sam Palmosano continued that when Ginny came in. She had a services heritage. She did the PWC deal. And IBM really became a services company first, in my view. Arvind is saying explicitly, we want to lead with technology. And I think that's the right move. Of course, IBM is going to deliver outcomes. That's what IBM's heritage has been for the last 20 years. But they are a technology company and having a technology visionary at the lead is very important. Why? Because IBM essentially is the leader prior to Red Hat in one thing. Mainframes. IBM used to lead in database. They used to lead in storage. They used to lead in semiconductors on and on and on servers. Now they lead in mainframes and now switch to look at Red Hat. Red Hat's a leader. They got the best product out there. So I want you to talk about how you see that shift to more of a sort of technical and product focus, preserving the outcome, obviously. But your thoughts on the move, the culture, putting Jim as the president, I love it. I think it was absolutely brilliant. Yeah, Dave, absolutely. I know we were excited because personally we know both of those leaders, they are strong leaders. They are strong technically. Dave, when I think about all the companies we look at, I challenge anybody to find a more consistent and reliable pair of companies than IBM and Red Hat. For years it was Red Hat being an open source company and the way their business model said it, it's not the ebb and flow of product releases. We know what the product's going to be. The roadmaps are all online and they're going to consistently grow. What we've seen Red Hat go from kind of traditional software models to the subscription model and there are some of the product things we didn't get into too much as to things that they have built into Red Hat Enterprise Linux and expanding really their cloud and SaaS offerings to enhance those environments. And that's where IBM is pushing too. So, there's been some retooling for the modern era. They are well positioned to help customers through that digital transformation. And as you said, Dave, you and I, we both read The Open Organization by Jim Whitehurst. He came in to Red Hat, really gave some strong leadership. The culture is strong. They have maintained really strong morale. When I talked to people inside, was there concern inside when IBM was making the acquisition? Of course there was. We've all seen some acquisitions that haven't gone great when IBM has blue washed them. They're trying to make really strong that Red Hat stays Red Hat. To your point, Dave, we've already seen some IBM people go in and some of the leadership now is on the IBM side. So, can they improve the product, include those customer outcomes and can Red Hat's culture actually help move IBM forward? Company with over 100 years and over 200,000 employees, you'd normally look and say, can a 12,000 person company change that? Well, with a new CEO, with his wingman, being Whitehurst, driving that, there's a possibility. So, it's an interesting one to watch. Absolutely, current situations are challenging. Red Hat's growth is really about adding new logos and that will be challenged in the short term. Yeah, Dave, I love you. Shouldn't people let people off the hook for Q2? Maybe they need to go like our kids. This semester is a pass-fail rather than a letter grade. Yeah, great, good point. Yeah, and I guess my point is that there's information and you got to squint through it. And I think that, look at to me, this is like, Arvin's timing couldn't be better. Not that he orchestrated it, but I mean, when Genitech took over, IBM was over 100 billion. I said many times that IBM's got a shrink to grow. She just ran out of time for the grow part. That's now on Arvin. And I think, so he's got the COVID mulligan, first of all. The stock's been pressured down. So, his tenure, he's got a great opportunity to do with IBM in a way what Satya Nadella did is doing at Microsoft. You think about it, they're both deep technologists. Arvin, hardcore computer scientist, Indian Institute of Technology, Indian Institute of Technology, different school than Satya went to, but still steeped in a technical understanding, a technical visionary who can really drive product greatness in AI with Watson. We've talked a lot about hybrid cloud. Quantum is something that IBM's really investing heavily in. And that's a super exciting area. Things like blockchain, some of these new areas that I think IBM can lead and it's all running on the cloud. Look, IBM generally has been pretty good with acquisitions. Yes, they fumbled a few, but I've always made the point they are in the cloud game. IBM and Oracle, yeah, they're behind from a market share standpoint, but they're in the game and they have their software estate and their PAS estate to insulate them from the race to the bottom. So, I really like their prospects and I like the organizational structure that they've put in place. And by the way, it's not just Arvin and Jim, you mentioned Paul Cormier. Rob Thomas has been elevated to senior VP, really important in the data analytics space. So, a lot of good things going on there. Yeah, and Dave, one of the questions you've been asking and we've been all talking to leaders in the industry, what changes permanently after this current situation? Automation, more adoption of cloud, the importance of developers, there's even more of a spotlight on those environments and Red Hat has strong positioning in that space. And a lot of experience that they help their customers. And being open source, very transparent, both IBM and Red Hat are doing a lot to try to help the community. They've got contests going online to help get open source and hackers and people working on things and strong leadership to help lead through these stormy weathers. So, Stu's going to be really interesting decade and theCUBE will be here to cover it. Hopefully events will come back until they do, we'll be socially responsible and socially distant. But Stu, thanks for helping us break down the Red Hat and sort of tipping our toe into IBM more coverage and IBM Think next week. This is Dave Vellante for Stu Miniman. You're watching theCUBE and our continuous coverage of the Red Hat Summit. Keep it right there. We'll be back after this short break.


The proposed method solves the unstructured search problem in constant time by using a non-linearity of the Gross-Bitevsky type and jointly optimizing resource requirements, resulting in an overall scaling of n-1-quarter, which is a significant improvement over Grover's algorithm's n-1-half scaling. This result leads to a quantum information theoretic lower bound on the number of particles needed for the multi-particle, linear, scroting a equation approximation to hold, asymptotically. This article was authored by David A. Meier and Thomas G. Wong.


Hi everyone, welcome back. All right, let's just continue from where we left off. Just to share the screen more time. So we spoke about microphones, we spoke about microphone microphones, a mixing console and what it does and the equalizer console and the amplifiers and what it does. And I'll also share this PBT with you all if you want it, but everything is there in your notes already. So just to continue from what we were talking about after the amplifiers, there are speakers. You know what the speaker does, it just gives the output of everything that is happening without. Every gear, every single gear, think about it is so crucial, isn't it? If you don't have a microphone, you will not be heard. If you have a microphone and you don't have an amplifier or a mixing console, there's nothing to receive the signal that's coming from the microphone. And then if you don't have the speakers and you have the microphone and a mixing console, there is no output, right? So, and these are the basic gears that every church would need to have doesn't matter the size of the congregation at all, like the microphone, the mixing console, the amplifier. If the speakers are not active, then you also need to have speakers, right? So that's where we're at. And this is another important piece of equipment. This is called a snake, right? So this is a snake. So what it does basically now is a person who's in charge of the mixing console who's at the mixing console is far away from the stage, isn't it? And so you need to have, so what this does is this thing, yeah, this part of the snake will be on the stage, right? And because we don't want to have like a 20 odd cables running from stage to the mixing console, we'll have just one big cable, one fat cable that looks like this goes from the stage all the way to the mixing console. And so, you know, there's no much mess around the stage and also coming from the stage all the way to the mixing console, right? Rohit, anything else to be noted about this gear? No, I think that's primarily just to have a clean run. One important thing, the mixer needs to be, the position of the mixer needs to be at a place where you can hear the speakers, which is why you're in front of the speakers. In some places I've noticed they've done it wrong and I don't know how they judge. They are either behind the speakers or on the side or on a different floor, you know? But ideally, you want to be where the center of the hall, where the speaker coverage is best. To reach, for your microphone to reach that position, you need something like this instead of running 20 cables, like you said. Right, okay. And this is also a little dated, isn't it, in terms of, and this is used only for analog mixers, which we discussed, right? So analog mixers have multiple connections like this. A digital mixer would just be one ethernet cable. Just an ethernet cable would go into one of those boxes, just like this. It looks the same, but it's just a single cable. But in this case, you'll have to plug in 20 connectors. Instead of that, it's just one. And so, again, this will turn out to be very expensive and risky, isn't it? Because, so this big fat, what is this tube or whatever, contains all these cables in it, right? All these things, the connectors and whatnot. If one of these connectors or one of these cables that's going through this snake tube, if it gets damaged or whatnot, it's a very time, it's a very painful job to actually open the snake and find out which cable has been damaged and then replace it. It's an expensive affair, isn't it? Quite tedious, quite tedious to figure out where, how, and all of that. And that's why the ethernet cable is a lot better. It's just one cable that runs from the stage all the way to the mixing console. Mixer console, isn't it? Yeah, and that's it. Okay, all right, cool. Okay, so that's the snake and these are all the FX processors, as in that ads delay and some of the things that we spoke about. And this one is what we call as the monitor speakers, guys. On this stage, these speakers will be set like this. So this is for people on the stage to hear what they are singing or what they are playing. This is more, again, old school, isn't it? As in some, not, I don't wanna say old school. This is still being followed, but what we use at APC Central, you will not find these speakers on the stage because we will all have something called the in-ear monitors, right? So we will have, we'll plug in to another cable and we will be able to hear what we are playing or what we are singing. And those are called in-ear monitors. It'll look like your phone, basically. That's why it's called in-ear because it's going inside your ears and that's an in-ear monitor. And these are just stage monitors, right? So again, if you have to invest in in-ear monitors, that's again, buying an extra gear. There's a lot of, again, money involved in that as well. And so I think for starters, we can just start off with the stage monitors, right? If you don't really have the budget for that at the moment, right? So that's the basic information regarding the sound and technology, the gadgets that you can use. But if you just take a look at page 64 in your notes, right? Now we talk about like the online, you know, if you want to record your services or your worship team that's playing, if you want to record some of the gadgets that you will require is what was shown earlier as an interface. This is now a very small interface. It has only two channels to it. That means I can only connect two instruments at a time. Either one microphone, one guitar or one keyboard or two instruments, one guitar, one keyboard, et cetera. And now there are bigger interfaces. Rohit, what's the biggest interface that you've seen as in terms of how many channels it has? You can scale up a lot. I mean, okay, but interfaces, maybe up to maybe 24, 50, 100, it depends on the application. You can go all the way to like 500,000 if the requirement demands it, but yeah. Right, okay. So this, remember guys. Just like that. Okay, yeah. So remember, this is too, if you want to record your worship services in just the audio part of it, right? So you will need to invest in something called a digital audio workstation, very famously known as DAW, DAW. So if you have a laptop and you have all these, some of the softwares that are recommended down, software recording, softwares for recording is Pro Tools, Logic Pro, Cubase, those are all the softwares. It's just not an exhaustive list used to record, okay? So why is this called an interface? It's like a bridge. So you have the laptop, you have this interface and then you have my instrument, say a keyboard or a guitar. So the computer doesn't understand the keyboard language. Computer only understands binary, isn't it? It speaks its own language. And so the computer needs and the instrument needs an interface that will translate, what do you say? Is that right, translate? Interpret that signal that it is receiving from the keyboard and then it changes that signal and it sends to the computer and then computer now understands the language. That's why an interface is important. If you choose to start recording your worship services and some of the brands are suggested guys, some of the suggestions like Scarlett 2.2, PreSonus, AudioBox, those are all some of the brands that you can explore if you want to record your worship services. That's just the audio, but audio is not sufficient these days, isn't it? We also want to record the video. So some of the suggestions that you can invest in is other high definition cameras. You can pick your own brand, some of I've suggested Canon R800, high definition cameras for you to being able to capture the video. And also a tripod stand that goes with it so that you can mount the camera on a tripod, et cetera. And some video editing softwares are also suggested. So that is iMovie, Final Cut Pro and whatnot. Right, you guys are still alive, right? You guys are okay. Okay, yeah, Christopher, go ahead. Oh yes, so in this recording infrastructure, let's just also take care of, particularly in the COVID times where you have people in different locations, maybe the guitarist at home and the keyboard somewhere else and everything. And they are also connected to some, I guess, some software. And then it goes through a mixer and everything. Does this also support this? Yes, that's pretty much what is done, Christopher. So let's say that you have a laptop and you are a guitarist and you have an interface, right? You can play a guitar part with the help of these gadgets. You can record it onto your system and then you can export that file and email it to me. And now I can say a play a keyboard part using the same setup that I have here and record with what you have already played. And that's what was done. That is what is being done as well in terms of, that's how technology helps. Like a guitarist in Australia can record and send it to someone sitting in the United States or in the other part of the world or India or wherever. And then we can record using the same gadgets. And so we can make a song from different parts of the world together. So that is the recording part. I guess we're done for the performance. Can this also support a live performance where the guitarist and the keyboard and the vocalist are all in different locations? I mean, if there is no fiving send, it's just, it's actually happening live. Right. See, I mean, the output will come but there will be, because of internet, there will be latency issues. Ruth, is that right? There will be, it will not be in sync unless, I don't know, you need to have like an amazing internet connection. Like everybody around the world needs to have that. Yeah. So the interface is the only way to connect to instrument and go to Zoom. But for everyone to sing together through a Zoom call, because of latency, it'll never sync together. That's why, like, simple example, have you ever tried singing happy birthday to someone in a Zoom call? No one will be in sync. So, like, that's an example of how that wouldn't work. But yes, the interface will function to do that. Yeah. Okay, thanks. Yeah. Okay, so those are some of the suggestions for audio and video recording cameras and whatnot. But also, the last part of this chapter in page 65, it briefly touches about lighting as well. Lighting kind of, you know, it elevates the whole experience as well. You know, again, please don't get me wrong. You know, it's like something about using fancy lights and whatnot, we've made it all about that, okay, you know, if we are on a stage with all these amazing fancy lights, we've kind of made it in life or we kind of look for that spotlight moment. So worship is not all about that. And in all of these, everything what we're talking about are tools, are vessels to just serve better, to serve your congregation better, to elevate the experience better. That's the whole point of this, right? Nowhere in this is a competition with another church or showing off saying, okay, they have this, we have that, okay, we have ordered to better than that and whatnot. What works best for your church? How can you make your congregation experience the service better? That's the whole point of this, right? And so one of the aspects of that is lighting, right? Lighting systems for use in worship settings. It sets the mood, the atmosphere in the room. The room is bright, it's happier, it's celebratory, et cetera. If the room is, if the lighting is, let's say dull, it's minimal, there's a sense that, okay, it's gonna be more intimate, private and whatnot, right? But having said that, I'm not saying that you can, you cannot have intimate and private moments of worship if the room is bright. So regardless, you need to have that, it's just a vessel that's helping, right? A light should match the mood in the room, celebration as like a high tempo song is being played full lighting, light up the congregations so the congregation is seen, intimate moments, intimate worship, slower songs, lesser lighting will help, right? And I think these are all just suggestions, guidelines. You see what will work best for your congregation for the setting that you are in. One duplicate also is fine if that works for your setting. But that's what it is. And some of the softwares that are used for projection, projecting the lyrics of the songs, as I mentioned over there, which is like ProPresenter, EasyWorship, MediaShout are some of the softwares. What we use at APC is EasyWorship and ProPresenter. At Central, APC Central we use ProPresenter, at the locations we use EasyWorship to project the lyrics of the songs. It's good, those are all good investments to invest in, to make the experience better, right? And some of the resources I mentioned. Okay, so, I mean, is there anybody here? I know, Mangi, you take care of the sound part of your church, is that right? Yes, Pastor, yes, I do. Okay, so do you wanna share a little bit about your experience as in what you do and some of the gears that you have? And also the importance of a worship pastor understanding the sound guy, the sound head. Thank you, Pastor, thank you for the opportunity to share. It is, being a sound guy is overseeing the sound, it's not easy, because... All right, let's pause, okay?  So their job is not easy. Sorry, Mangi, I had to interrupt and go ahead. I feel you, bro. Thank you, Pastor. Because congregation, you have different people, some who have hearing problems, some who just can't hear some frequency. They can only hear low frequency, they cannot hear high and some can hear high and low.  I cannot hear that instrument. Oh, my daughter's voice is not good enough. So yeah, finding balance between all that. It is a challenge. And also, finding balance between buying new equipment and trained sound people or volunteer, that's also a big thing. So you can buy a lot of equipment and if your sound people are not equipped enough and don't have good ears, you have to love that sound and you can have good trained people and if you don't have good equipment for them to work with, it will also be a challenge. So finding the balance between that, that's what the challenge I get. Right, thanks, Mangi. I mean, he's just dropping some truth bombs over there as in you can buy all the equipments, but then if you don't have people who are equipped to handle that, man, Mangi, that's amazing. Yeah, the importance of it. So another question, Mangi, because is there anybody else who works, takes care of the sound in your churches? Okay, Mangi. So initially, as in what would you suggest in terms of say being patient with the senior pastor or whoever that you are, you know, is leading you? As in, so how do you handle situations like you've been asking about for a specific gear to enhance the experience that you've been asking and asking and asking, have you been in situations like that and how you handle situations like that and being patient, what do you do? Yeah, situation like that. At the beginning, it was difficult because pastor didn't see the need for all those equipment and once we insist on buying something, get something new and then they see the benefit that comes with getting new gear, then they create a sense of trust. Right. So when you tell them that we need to ask them for something, they will trust you because now they've, yeah, you've created that's like you say report, they trust you to do your job, you know what you're doing. So trust is the first thing. And the second thing is bringing an expert that's another voice from outside that will tell them, okay, you're getting this for this reason. Thank you. Right, okay. Thanks, Mangi. Yeah, that's wonderful insights there. Rohit, anything that you'd like to add, those challenges? I think from the top down, recognizing it, assigning a budget saying, this is what we want to do, getting an understanding of, I mean, just talking it out, basically. I mean, that just goes a long way. And just having that understanding of what you want to achieve, helping people relate with the tools that you know too well, but helping them understand the importance of it. And then take it from there, whatever your congregation can accommodate at whatever place, grow, keep pushing for more, yeah. Right, yeah. Thanks, Rohit, yeah. Yeah, I think, as in just, I mean, it's just so beautifully put in terms of, you know, winning your senior pastor's trust, as in, you know, we're investing in equipments and most of these equipments, depending on the size of the congregation, it can, the prices will vary, right? You can go and then before investing, they will need to know, okay, is this worth it and why we are doing it and also getting an expert's opinion. It will always help, yeah, thanks for that, Maggie. All right, guys, for everybody else, yeah, if you have questions, I was just gonna say that I wanna have, you know, leave this thing or time open for questions in terms of sound and technology. If you have any questions, you know, just please feel free to go ahead and either type it in the chat section or ask either me, Rohit, or even Maggie will, you know, be happy to answer those questions, right? Yes, Sahi, please go ahead. Thank you, Vasu. I just wanted to ask the place of maintenance of sound equipment, if you could just, what's the role with the worship team and the sound team in terms of maintenance of all this equipment? Yeah, thank you. That's a very good question, I think. So maintenance, maintaining the sound equipments, how does the worship team and the sound team work together to maintain the equipments that they are functioning well, everything is all read and good. Is that right, Sahi? That's correct, yes, that's correct. Okay, yeah, Rohit or Maggie, you want to add to it? Anyone? Yeah, I think first off, value the equipment you do have, yeah. Use it the way it's intended, anything that's pushed beyond limit. I'm talking about a speaker as an example, yeah. If you push too much, you might just damage the speaker and with smaller things like how you handle microphones, be extra careful, careful don't drop microphones. Let's say lyrics stands, if you have a camera, for example, like as you grow, things like that, just being intentional, understanding the value of what you have, yeah. And as you face problems, make sure, again, I think so many of these things come back to communication. If something goes wrong, make sure everyone knows about it on that day, yeah. So that next week when you come, you don't realize like 15 minutes before you start that this is not going to work. And then you're put in a tight spot of what are we going to do now, yeah. So address things as is, as and when they happen, yeah. And yeah, fine. I mean, if you can rectify the problem in-house, yeah, other you can do that. Otherwise you can get technical support from outside and you know, however, you can do regular maintenance as well over periods of time, just check everything, yeah. There'll be, there's always this bunch of equipment that's lying around in my corner that nobody touches, hasn't touched for months, years, whatever, but just occasionally go over it, yeah. Just run through everything you have, make sure everything is working well and you can repair whatever doesn't work, yeah. So I have a periodic check, okay. Maggie, anything that you would like to add? Like Rohit said, it's periodic check. Like what we do is things like a guitar and other instruments we recommend that every musician bring is on. So we only provide drums in the keyboard. So that's my responsibility. I have to make sure that everything it's working, it's tuned and yeah, it's working in the right condition but everything else like bass guitar, the player has to provide his own so that they can look after them and things like sound system, that's my responsibility. I have to go every day, not every day but every Saturday or Friday to make sure that I check everything and double check so that when the band comes in on Sunday, everything is working, so yeah. So everything is maintained, everything is serviced. Thank you. Right, thank you. Yeah, so periodic checks say and also checking and double checking as Maggie mentioned but another thing what we did at APC, Rohit, we had a training for the, I mean where the sound team did a training for the worship team members. They did a training on what this gadget does, what this device does, how to hold a mic, how far a mic should be, all that goes into maintaining so that and how to fold the mic stand, how to set up the mic stand, you don't just bend it, so you have to loosen the nut or the screw and then push it up. Most of us, I think bad habit what we do with the mic stand is we just hold the bottom part and we just push it up and on the long run, what happens, it damages the whatever the thing. But so there's a way to loosen the mic stand and set it up accordingly so that it lasts long. That's all maintaining, isn't it? So having a training, have us, either your sound team can do a training for your worship team members, how to fold the mic stand, how to set up the lyric stand or the music stand and how to roll the cables, it's very important. So at central, APC central, after the service, the worship team members are responsible for rolling the cables and there was a training for that as well. How you fold a cable, it can't be folded like at the end looking like a noodle or whatnot. It has to look beautiful. It has to, so that it lasts long. So training is one thing. And another thing I would suggest, say, is have an inventory of the equipments of your church. Have an inventory. So if something goes missing, you'll know it. And if something has gone for service, you will mark it, okay, get an amplifier has gone for service. So yeah, I hope that helps. That'd be beautiful. Thank you, everybody. Thank you, Pastor. Thank you. Yeah, any other questions? Feel free to ask whatever it is like, if you're silly or small, whatever it is with regards to sound technology, just feel free to shoot it. Don't think you'll get this opportunity again. Sir, a small, after this COVID, ours is a very small congregation around 7,200. We had to invest in a mixer and because we also started to have online Zoom during the services so that only audio, not video. And it's a challenge for me to learn this sound and technology because I was very naive to that in the beginning, but now slowly learning it. I want to master it after listening to you and to find how to take care of sometimes emergency, sometimes the power goes off and immediately how to connect to the different gadgets is a challenge for me. So it's a very good and want to learn more about how it works and all that. Thank you, sir. Hey, Rupa. So, as in, is there's a question there, Rupa, or? I want more clarity about this, how to use this gadgets like mixer and all. Right, okay.  So it's no longer a choice, I would say, that if I should know this or if I should learn in the day and age that we are living in, I would say it's a necessity for you to understand the basics of it. The basic fundamentals of how this online thing works, like how you connect the audio and things like that. It's become a necessity after since the pandemic I would say, so spend time and with the person that who's in charge or if you know of someone who can help you understand this, just spend like an hour or two, that's one thing. And then if you have questions, everything is on YouTube these days. That's another thing, Rupa, I would say. Rohit, is there anything that you would like to suggest? Yes, yes. I'm doing that most of the time. YouTube and yes. Yeah, it's... But once you feel very lost, that's what I wanted to learn more about it. Thank you. You're welcome. Okay, Asha says, how much patience and focus does it require? For what, Asha? Anything specific? Life in general, you need a lot of patience and focus. Faster for the technologies that like the sound system and everything. Sorry, your voice is breaking, Asha, I lost you there. For the technologies that sound, and yeah, how much does it require for us? Like how long should we just stay there and continue? How long should you be there and do the sound thing? Is that what you're saying? To work out faster, like for example, Rohit and Maggie was telling about their technology thing. So, like that, I'm trying to ask like, how much does it require to like, do we have to give the whole like, we have to stay there for a long time, just do it or like, you can just start it and just leave it for a minute. Right, so I think, yeah, Rohit, I think basic setting, like once, I think initially it'll take some time, yeah. Let's say, I'm just talking about like an hour before, so with something like that, to just set things up. But once the balance is there, there's not too much of very tedious tweaking after that. So yeah. Yes, Christopher. Yeah, there are actually two questions. One is one question, which Sister Upa had mentioned with regards to powered outages. So I just wanted to understand this sound equipment. Does it get supported by UPS or do you need a generator, backup generator set to be connected in case powered goes off? And as you know, in Bangalore, it happens quite often. So that was the first question. And the second question is really about, I think more of a question for Rohit is, what is that sort of one piece of equipment that you haven't yet got and which you think will make a major, a huge difference in the sound quality?  Okay, so with the power concern, so you can do UPS or generator, but before you do that, it's important to figure out how much the power consumption is.  So get a ballpark of how much overall power you need and based on that, you can get a inverter as well. So two of our locations. Actually our on-campus Bible college has an inverter. So we've taken into account how much the power requirement is just for the small speaker system they use there. Similarly, in the APC East location also, we have an inverter set up over there. Like you said, frequent power cuts, but now they don't even know the difference. They don't even know when they've lost power. So it's become very seamless there. Yeah, so you can go either way, whichever suits you best. I think an inverter is more budget friendly. A generator would be more of an ongoing thing. So yeah. Piece of equipment. We hire generators for events, isn't it, Roy? Isn't it? Correct, yeah. You hire on like an hourly basis, yeah. So but on the long run, it's never a permanent asset. So if you're not consuming too much power, I think an inverter makes more sense, yeah. They follow a smaller says congregation and inverters better. Yeah, yeah. In terms of equipment that would help APC, I think that curve is, I think we've already, we went through a process actually during lockdown, where quite a lot of things happened. So we're actually on par with industry standard at the moment. We're very grateful for that, yeah. So we had quite a bit of things happening. We initially went to streaming, then we invested in some equipment to better the streaming system. Then we went to cameras, we went to lights. Basically everything you learn today, we did in stages over the two years, yeah. So I mean, I think a good reference would be, just go on YouTube and type APC church service 2020 or something like that. And then watch today's, I mean the service that happened last week. You'll tell, you'll be able to tell, it's very evident the change, yeah. At the moment, I don't think there's anything in the bucket list that's like necessary, necessary. Yeah, I think we're in a good place. Okay, thanks. Need a bigger channel, more channel mixer. But yeah, see, it's amazing, what he mentioned about, we got certain things at different stages. We didn't get all of it at one shot. And also another important word that Rohit used was grateful. We're extremely grateful to be part of a church where the leaders understand the importance of a good sound and investing in equipments that not for the sake of investing, but then understands everything that goes into it. So we are very grateful to have a leadership that understands that. So we are not taking that for granted. I'm certainly not taking that for granted, yeah. Any other questions? Guess, Maggie, do you have a question or Avni or the non tech? I want questions from non tech people as well. Cause this will help you in your ministry in the long run. So just feel free to ask questions. Okay, it doesn't matter. Sir, can I ask? Yes, Ashik. Yeah, yeah. Sir, I just want to know that is there any difference between the normal speakers and the monitor? Or is it just the configuration is different or I just want to know that. Thank you, sir. It's just the purpose actually. So as a speaker, so you can use the same speaker on a tripod stand, yeah, for the congregation, but it's more about the application. So the ones pointed towards the congregation are for them to listen. The one facing the people on the stage, musicians who are or the preacher, it's for them to hear themselves. So I think functionally, there's nothing different with the speaker. I think one thing you'll notice with the speaker is, and if you notice the image, it's cut at an angle. So the shape of the box is cut at an angle. So the point of that is so that it's on the ground, it's not pointing up. It's tilted towards you. It's facing you from the ground up. So I think that's one difference. Yeah, I think we're just going back to the PBT. There you go. Yeah. So it can sit on the ground like this. It's flat, right? So basically it's just the design difference, but application is pretty much the same shape of the box. Yeah, if someone says it's a monitor, like let's say a description on Amazon says monitor speaker, it probably has this shape. But at the same time, it will have the hole for a pole mount. You can put it on a tripod. Yeah. Thank you. Thank you. Thank you. Anything else? Well, okay, then I think we don't have all right. There's a question here from Aasha. Hearing about technology, it is really interesting. I'd love to learn and be involved someday. Yeah, Rohit, there's a volunteer for you who's very interested. So take Aasha as an intern. Yeah, it is very interesting. If you come to APC, APC Central, if you're a student here, this Sunday, I'll be at APC Central, right? I'd love for you to come in a little early and I'll just take you behind the scenes of everything that happens that goes on. So you are most welcome to come and I'll take you on a tour, on a personal tour of everything that happens behind the scenes, okay? But you'll have to come in early, so all right. Great, if there's nothing else, well, if there's anything that you can take away from this today's class is sound and technology are extremely crucial for you to have an effective ministry. You know, and then I hope this has helped you in some way in the long run, right? And Rohit, thank you so much for taking time off, although you have. It's down with the cold. But thank you, thank you so much for just being part of this session. I appreciate your time. I'll see you in office later. Good, guys. Thank you all for joining in. God bless you all. Have a lovely rest of the day. Bye-bye. Bye, guys. Thank you, Pastor. Thank you, Rohit. Thank you. Thank you, Pastor. Thank you, Rohit. Yeah, thank you. Thank you, Pastor. Thank you, Rohit. Yeah, awesome. Bye-bye.