Mae gwaith o'r pwysig y gweithio yng Nghymru sy'n gweithio y Comisi ar gyfer yn y fawr o'r gweithio yng nghymru, fel gyda'r Gawd ddangos mewn mahlaboni, i'n ddiddordeb. Mae gweithio yng Nghymru yn ymdillu'r ddiddordeb sy'n gweithio'r gweithio yng Nghymru i'r gweithio yng nghymru, sefydl yng nghymru yma.  Mae'n gweithio sydd o gŵr, oherwydd mae'r cyfrifiad mwyfyr, mae'r cyfrifiad Moustafa Ou-Dou, yn darparu y hof y Llyfrgell prifonol y bydd yn gymryd o ffathys yw ymbryd cyfrifiadau moetwyr. The young people have now resolved to constitute in new caretaker an extraordinary convention planning committee that we hold a convention in February. You should begin to support young people who are confident and bold enough to stand up to the older people who have destroyed this great country in Nigeria.  Only young people can get us back on track. We have the capacity to do it and we are ready to do it. Other members of the group say they are ready to fight Governor Boone's wrong, but they want him to resign as the caretaker chairman of the party. I want him to resign because he has overstayed his welcome. He was supposed to spend six months. He has spent one year and another six months. A party like APC should not be having the kind of problem we are having. Since they have come in as caretaker, aside from the own dosate election, we have lost every other election. Clearly we need a leadership that is well put in place, not a caretaker party, I mean a caretaker leadership. Join the APC. We did not join with any social contract with the president. We joined because we believed Nigeria needed change. We joined because we believed in the vision of President Mohammed Buhari, but unfortunately for us, the party has been hijacked. The party has been hijacked, so as founding members of the APC, we are back here today to say that how we have taken our party back. From today, inshallah, the CECPC, the Extraordinary Committee that was set up to embark on planning the convention, we've decided to sack them. Power belongs to the people. We live in a democracy. It is ready. We take the lead now. It is either now or never. We are not trying to fight the establishment of the APC or the establishment of other organisations or leadership, but we are trying to encourage more youths to be part of the movement and then to be part of leadership. Honestly, the 35% affirmative action has not been given for a very long time. It should be taken. That is why we're here. But I believe that now is the time. The youth believe it's time for them to take over, and they're banking on the majority of the APC's membership, being young people. Y Llywodraeth Cymru.


I'm going to give the bears the first two candles of the day to seize control. If they don't seize control in the first two candles of the day, then obviously we'll start looking on the upside. Welcome to Access to Trader, the number one community for those who are committed to taking control of their trading in order to achieve success, profitability, and longevity. Thank you for joining us. Here's Dan Shapiro to help you find your edge, master your process, and own your future. Hey, guys, good evening, everybody. Welcome to a Wednesday edition of the Access to Trader.com that we wrap up show. Happy Hump Day, everybody. Hope everybody is doing well. So let's talk about the tape. Last night, if you remember the video, we talked about, first of all, a very, very aggressive session. Yesterday, the downside, a lot of names got hit. The video was definitely the biggest mover. Tesla got hit yesterday. Netflix got hit. Zoom got hit. There was a lot of macro breakdowns. And when we talked about yesterday, it was a big rally into the day, right? To the end of the day that really screwed up a lot of sell setups. What would have been for today? In other words, if we would have closed at the lows or anywhere near the lows yesterday, we would have had a really big premium session today to the downside. And my comments were if we could get a gap up and these things get stuffed into supply, if they roll over, things are starting to get hit. But I did believe there was other value in other places going into today's trading days. For example, we talked about energy names yesterday, like a P-T-E-N, right? We talked about P-T-E-N yesterday. We talked about Johnson & Johnson. What a letdown.  This is the only one that didn't work for me. Not even a big loss. It wasn't even the point of a big loss. I bought it off that 68 area. Stock closed 77 a day before. So I only wanted to lose like 20 cents in the trade. But the point is, when you have a setup like this and you have a multi-month top, literally multi-month top, and you have a very, very aggressive move through that area, I mean, this thing went up, what, 25 cents when we were in this thing? So I was like, look, this is where you turn around and you say, I know what I'm good at. I know what I'm not good at. I know what I shouldn't be in, right? This is why I trade beta. This was a setup on Tesla. There was a multi-month consolidation and break above this channel. This candle would have been above my monitor, okay? It would have been up here. It would have been in my roof. But again, not everything is beta. And that's the whole point. My comments today, especially in the morning was, I didn't want to be long anything. It was really nothing that I wanted to be long. I felt like it was a sucker's rally into supply. And then slowly, but surely the only thing that I really wanted to see today was kind of reversal, because if things started reversing back down, I knew we were going to catch some value. And what we didn't accomplish or more or less into yesterday's close, we got that close today. We'll get into tomorrow, for a second, in tomorrow's session in a second. But what I liked about today's session was, again, we didn't deviate from the plan, right? I actually started out today's morning strategy, and I said, look, if I have to, there's no beta, unless we come in, which we did after it was a couple of good, really good pivots. But I said, if there is no really downside continuation from a lot of these beta names today, I would have no problem sitting it out for one day and getting more clarity. And luckily, we did get some clarity. We got some clarity very, very quickly. Stocks got hit into supply instantly, right? Instantly right out the gate and slowly, but surely we started coming in and yada, yada, yada. There was some pivots to the downside. We'll get to that in a second. But more important, we're getting the setup that I wanted to see last night before we had that short covering rally. We're getting it tonight. So if you look at where we were, right, where we are today versus yesterday, we had this really exaggerated candle to the downside. We didn't take out the highs, didn't take out the lows, half the volume bar. So that is an inside days from yesterday's sell-off. But more important on just on the individual names, what they couldn't do, right? Amazon got hit yesterday, couldn't rally, went down lower.  Just needs one more day, hanging on for dear life here. Roku, you know, couldn't rally and not only couldn't rally, took out the previous days low and now we're setting up macro ahead of earnings, right? Not really a good side. You got Netflix that broke down yesterday and now went lower today, took out yesterday's low. It's setting up macro for tomorrow. You see where I'm going with this? Look at Tesla, right? Not only did it, it didn't rally today, right? Didn't rally today after yesterday's breakdown. Again, the only reason Tesla held up yesterday was that Bollinger band that held it up. So not only could it not reclaim yesterday's level, but it got rejected off the five-day moving average and putting its lowest close in this whole formation, the first close below the supply zone here. And now it looks like it's going to retest this level. And there's a lot of charts like that, right? There really are a lot of names like that. Zoom looks like it wants to go before earnings as well.  You'll realize it's not going to take you long to get your research for tomorrow. And I'm going to give the bears every opportunity, like literally every opportunity to succeed for tomorrow's session. And the one thing that I do but know about the market is number one, yes, I'm so biased for tomorrow, right? I am definitely so biased on technology for tomorrow, but I'm not naive to think that, hey, you know what? Guess what? The stock market can't go higher. Of course it would go higher. That's the whole point. You have a plan, right? You have a plan and you're waiting for that plan to play out. Now, if the market in the first two candles does not want to crack today's lows and it doesn't want to reclaim today's levels, then yes, maybe we'll start looking back to the upside for some sneaky channels. But your goal is to do the research, put in the work that you are prepared for tomorrow. So just in case we do rally, we'll have a plan B, right? But I'm definitely so biased for tomorrow. I want to give the bears every opportunity to succeed. I want to see if the bulls can wake up tomorrow and start reclaiming some levels. Okay, that's fine. I'm okay to be wrong, right? Again, if you're in this business and all you want to do is be right and get the likes and get the shares and get the thumbs up and the smile. You're in the wrong business, right?  Let's just leave it there, right? I said too much already. Okay, you got to have a plan. You got to have an opinion and you have to wait for that plan to play out. If it doesn't play out, guess what? There's plan B. You're allowed to shift gears and wait for the tide to turn. I'm going to give it for you guys who are joining us on the feed for the first time. There's only 60-minute candles for my day. I'm going to give the bears the first two candles of the day to seize control. If they don't seize control in the first two candles of the day, then obviously we'll start looking on the upside. Again, I'm pretty self-biased for tomorrow. I would love to see the market move up a little bit at the open. Kind of the same thing today. If, once again, they do get rejected into 60-minute supply, we'll definitely start looking at some downside channels. Pretty basic for tomorrow. Again, sometimes you don't need to overthink. You don't need to dissect too much information. Just right in front of you in the name of the game is wait for your value to confirm. Like we talked about last night on the video, I thought there was going to be value in other places that had nothing to do with beta. It actually played out.  When it went red, I lost 20, 23 cents on the trade. I was gone. I had no problems. Not about the money. It's the fact that these damn New York Stock Exchange stocks, they just cannot go. It's not. They're not Tesla. They're not Netflix. They're not Amazon. They're Johnson & Johnson. No matter how good a stock looks, you always get enticed by the chart. And then you realize these things go, you know, once in a blue moon. Like literally once in a blue moon. This is why I just don't trade these things anymore. And today it was kind of a reiteration to myself. I just leave them alone. So let's talk about today FedEx 305-5306 needs to build. FedEx is just an absolute monster. Congratulations to all you guys who caught this move. So here it took out this 305-306 level and just exploded. Went to 310, just a big monster. FedEx has been delivering results, right? Yeah, I said it, right? Cleveland Cliffs got rejected at 21. There was nothing there. Johnson & Johnson, you could go fly a kite. God bless. 260 Sigma, never built. P10, right? We talked about P10 last night in the video. New daily base needs to build 760, 775. Nice little move on P10. For all you guys who are still in this thing, nice looking chart, right? It got above the 760, 775 level. Traded first close over $8. You know, nice little move here. It looks higher for tomorrow. Hexo. I still like this little Hexo for tomorrow. There was a lot of... Some headlines came out about some clearing firms. I don't remember. It's such a long day. But anyway, on the POT stocks, Hexo 697 needs to build. I still like it for tomorrow.  Nothing crazy. It closed at the high of the day. It took out that 697 closed at the high of the day at 707. You know, this thing does look higher tomorrow. If God forbid the POT stocks have a day. Two crocs 105 needs to build. Here was crocs, right? If you guys noticed, very little technology stuff. So it took out the 105, traded all the way up to the 108 area. So that... And again, here's my words. You know, if you're trading beta today, just understand. There are no men's land, right? That's what we talked about last night in the video.  Anything you do has to be for quick cash flow trades. And I warned this. It's very, very important to understand these guys. For anybody who trades options, especially for the newer trader, you guys need expansion channels. You guys need a clear path to the goal line. There's no way your premium succeeds if your stock is going and it goes up a dollar and it dies. Your premium is going to die right away with it.  And here's kind of my point of a couple of pivots to the upside. They were just very quick, right? You had Roku, 325, 36. Again, only went up a couple of bucks and then it died. Nvidia upgraded for experienced traders only. 588 needs to build for cash flow, right? Right up like four or five points. Was it a big move? No, and then it died, right? They got pulled $10. And once I started seeing Roku die, once I started seeing Nvidia die as well, it was just a matter of time that we were going to start getting some downside pivots. And here they were, right? Here they were, and Amazon had one spike also. Went up like 10 bucks. Went up 10 bucks off this pivot as well. So I said it, look, Nvidia, take on the way up, right? Again, we're not expecting anything big. Take on the way up on the video. Crocs, take on the way up on Crocs, right? Target, again, not a big move. Went up, what, 50 cents? I still like Target. Target is actually higher after the close. Costco had some pretty decent numbers. So Target's above the 213 level, looks higher. But again, these New York Stock Exchange Stocks, they're not tradable. You got to be an investor of it. You have to be multi-day, multi-week investor of it. I just don't have the patience. Why love beta? It's instant gratification. You're going to get big channel expansion. You don't need to fight with the specialists. You don't need to fight with retail. It's institutional money flow that's driven in the options market. And this is why I pretty much 90% of my trades are beta. I traded Tesla today, 672 for Builds Below Can Flush. Right now, like four or five points. I still like it for tomorrow. There is a macro channel coming. But again, here's the 672 on Tesla, right? Here's the 672 on Tesla, right over here, right?  Yeah, not a bad scalp at all. I still like it for lower levels. Here comes P10 new highs. And this is where things got really aggressive. So we're sitting there in the squawk box, breaks the news that, hey, oh, by the way, if you guys remember the day before, we traded Pelletone to the downside off that 94 breakdown, right? Only went down like a dollar, dollar and change. So in the middle of the day, he just sits there and he goes, oh, by the way, there was a recall on Pelletone treadmills. And we got that news very, very quickly. And it broke that 9,270, 9,250 for Builds Below Can Flush to say that it was a flush as an understatement. Congratulations for all you guys who caught the Pelletone. He was the 9,270, 9,250, just got absolutely destroyed, absolutely destroyed into the 80, into the low 80s to trade it only down to 81 and change. So again, the bias is definitely to the sell side. You can see there's so much effort to these tech stocks to start making its way up that as soon as they get any type of supply, they get smack right back down. These bids get hit faster than you can bling. So again, the point is when you have your game plan, just let it play out, right? What's the worst case scenario? You miss the trading day, let it play out. Don't deviate from your plan. Let the other side of the market tell you you're wrong before you start flipping your bias. It's very, very important. So yeah, bingo. They got absolutely smashed, huge, huge move there. Tesla take on the way down, $8 on deck on P10. Yeah, I mean, for exception of Johnson and Johnson, right? Tech looks like it's going to resume selling for tomorrow. That's a big premium. This is five hours ago. This is before they started cracking, just because I noticed it just couldn't go up. And then they just started cracking all the way into the close. So that's it, right? That's it. So we're set up for tomorrow. I would love to see a market gap up a little bit tomorrow, just because it could create some eager, out-of-control longs to buy stock and to supply. And if they get stuff that we get a repeat performance of today, yesterday's prime setup before that rally back into the close is going to be in our lap for tomorrow. We'll see, right? We'll see, set the buy, man. Anyway, guys, have a great night. That's it for me. I'm going to go get some relaxation, go get some rest, and hopefully with God's help, I'll see you all tomorrow. Take care.


our pace defensively offensively you know we were just getting up and down taking good shots taking care of the ball the ball was moving side-to-side you know Dilo did a good job just facilitating care said a good job facilitating and we were just you know going giving up good shots for great shots the ball was really moving around and then defensively we were just sound you know we were in good positioning for them pretty much the the entire evening but especially in that third quarter you feel like you did a better job in that second half of finishing those defensive positions great defense throughout but keeping them on give up too many offensive rebounds in the first half and that was a point of emphasis start of the third and obviously you always want to come out with that energy you know make up for the 50-50 balls the household plays and you know the point of emphasis was definitely to keep them off the glass about the message on the offensive and you had good looks in the first half collectively they just didn't go down yeah like everything was staying consistent with it you know staying consistent with the process the trusting in the offense you know we knew the shots were gonna go like I said just us moving the ball giving up good ones for great ones you know they're bound to start falling how good was it to see Shabazz and Ronde out there it's great you know starting to work you know more healthy bodies into the fold you know we've seen these guys just putting in that work on the side especially you know Ronde and Vaz have both been out for a while and see them come in play well kind of start to find their rhythm you know it's always encouraging to see you guys have been battling back from injury and what ways are you guys just scratching the surface of your potential you know it's a great question I mean you know I think it really would have boils down to is just trying to be as consistent as possible you know we're trying to build on games like this you know the defensive outing that we had you know we're trying to take this to New Orleans you know it's gonna be a difficult test for us just with the way that they've been playing offensively but you know you guys stay consistent with your habits and deliberate in the practice and you know fully we can keep this thing going


I was thankful today to participate in Texas Tribune focus and chat on the future of Latino health along with great experts Dr. Amelie Ramirez and Dr. Esteban Lopez. The focus today was really on the future of Latino health but you can't talk about the future unless you have a good understanding of where we are right now. And we have tremendous opportunities with the Affordable Care Act with so much that is going on. We also have great hindrances and barriers because of the decision making of Governor Perry to not expand Medicaid. That's a million work and adults in this state and who we would primarily benefit would be working Latinos who don't have health care coverage through their employer but are making less than $32,000 a year. That's a really tough decision. But we also talked today about health care professionals and the need for cultural competency and understanding language barriers and how best to get information and education to our Latino communities. The importance of decision making not just at the state level or federal level but at school boards, at the planning commission, at our local city councils and our neighborhood associations because health plays an important part. It's not just health care. The real focus should be how do you keep well and to keep well you need healthy communities. So the focus I think was on the future, understanding that we've got some genetic at play with high incidence of diabetes, alarming rates of cervical cancer for Latinas, twice the rate of non-Hispanic whites. Those are the types of things that the statistics tell us are a growing trend and we need to address. But I think today's discussion and hopefully will be an eye-opener to folks who don't think they're in the health care framework but they are. If housing has a great deal to play with this. Community planning, the walkable communities, those what we call food deserts where you cannot buy fresh fruits and vegetables because it's all about staying well and then having the access to health insurance so that you get the preventive services and when you do get sick that you can get appropriate quality treatment at an affordable cost. Addison High School in San Antonio now the district has made the decision to put the lights on in their practice field there at night. I was driving by at nine o'clock at night and couldn't even get into the parking lot. I didn't know what was happening but then when I looked it was the car parking lot was packed with cars of people who at nine o'clock at night were walking the tracks. That goes to show you there wasn't anything in that community at night that people could go walk and who's going to walk in the middle of the day with a hundred degree weather. Those are the types of decisions. They may mean a small thing but for those communities and for those people taking advantage of that that's going to benefit their health.


Good morning, I'm Mary Ellen and I have now been on YouTube for nine years today. I want to talk about my Experience doing YouTube videos for that long. I want to review a few skincare items I purchased I want to announce the winners of my last giveaway and throughout this video I'm going to put you know a few second screenshot Hopefully side-by-side of the last eight years that I have you know been filming one thing I noticed in all of them. I am never perfect. I am I have always have something wrong and It's okay. It I am like in real life. I'm a perfectionist But since I started doing YouTube, I really have given myself a break I have there were there things that I have put up that I thought you know what that was the best I could do that day another day. I may do better, but I have given myself a break I know in 2014 2015 and 2016 and these are going to be put up in order I don't know if I'll be able to put the dates with it But you'll know that the first one is 2014. I was coloring my own hair and I hated coloring my hair I had done it for probably since I was 45 and in 2017 I have on pink pajamas and I don't have on any makeup And my hair was cut short That was the first time that I had my hair done at the salon And I have not done it myself since and she does a much better job than I ever did I go four times a year I go every three months and she does my roots and then once a year. She she does highlights, but I'm really happy with the color of my hair from 2017 on. I'm happy with the color of my hair That happened to be of the videos I picked out That one was the only one that I didn't have makeup and there was something I noticed My eyebrows I have gotten them so much thicker since I started using grande brow and also derma rolling my brows I noticed that and then this scar Is probably 65 years old because I got it when I was four years old I don't have any makeup on today besides mascara and lipstick and Navy eyeliner, that's all and it's just so much lighter than it was My most popular videos on YouTube are skincare and they're my very least favorite to film It all depends on like today. It's sunny out. I have to have my door shut So my light is never consistent So it's really hard to do comparison photos But I know and I think you'll be able to tell through some of these some of these videos I look younger some of them I look older, but I really feel like the skin care I've done and done pretty consistently has paid off. I Was 60 when I started filming and I'm 69 now. So I think that's Pretty cool. I also noticed that with when I have the longer hair in 2022 and 2021 my hair was too long for my face and this length or even a little longer or shorter is a better length for me Figured that out. You know, I you don't ever really stop and look at yourself I don't anyway and I noticed that my very favorite videos to film are When I talk about really good deals I get on things I like to use what I like to use but I don't want to pay as much for it And I don't have to speaking of good deals. There are gonna be good deals around Memorial Day They'll have something on Father's Day. They'll have good They'll have sales on 4th of July just around any holiday So those are the times that you need to be looking for great deals I loved filming videos using Ulta reward points because I haven't gotten since the pandemic I have not gotten a 10 times points from Ulta, but that's how I could get some of my very best deals I'm sure they're probably having problems, but I have gotten some for five times points I also like to share with you just really random things that have made me happy And I brought one in here to show you today. I use half and half and this is a carton of half and half and For the last few years when I open it It's kind of hard to do so I always just hold this back like this and then I can open it Well, lo and behold, there's somebody out there that realized That that can be a problem and this is how they make it. This is a Brynn dairy half and half But just look they already have that taken down and all you have to do is reach it and go like that So I save these cartons so I could show you but things like this really do make me happy today Is my 665th video that I've uploaded on YouTube and there are 663 still up I've only removed two videos even though I would love to remove a bunch of them I just thought that's who I was that's what I thought at the time and and I'm not going to take them away It was when in the beginning before I started using retina and the skincare that I use now I used philosophy and the two videos were about morning and evening skincare and I was getting questions on them I thought well, I don't do any of that anymore So I'm going to remove that so I'm kind of proud of myself that I haven't deleted more because believe me I'd like to Now I'm going to talk about some of the skincare items never in my wildest dreams that I ever think I would pay For water for my skin. Well, what I love is discontinued and I still have a Bottle without that much left in it. I mean, it's almost full I have a few of the smaller bottles but I was wanting to find something that was very similar to this because I'm afraid that even if it cosmetics comes out with a Reform related miracle water. It may not be the same and this is called a three-in-one tonic Well, I have four items. I purchased trying to find something similar to this The first thing I ordered was from refer our e PHR they're known for their brushes I had never tried anything from that company and they had some skincare and this is called a Rebalancing essence and I'm not going to go into what's in these products and when what isn't but what I will say is This did not take the place This is kind of a creamy formula It feels wonderful, but it is something that I don't want to put on my face in the morning And I will use it up. I mean, I've put it on sometimes in the afternoon after I've done my red light therapy and It just it feels really good, but this is a knot in the running the rebalancing Essence, but it was good. It and it also was the same cost The it was thirty eight dollars. This is thirty eight dollars and they both had the same amount of ounces The it miracle water is four dollars and forty seven cents an ounce The retail was thirty eight when it was her sale and that's the same here I bought this for half price, but I'm not going to go into, you know, that part I'm just going to talk about the retail price This one I heard about from so many people and I've heard about it for years It's a bioderma the sensitive which is a pink cap. It's a micellar water And I liked it and what I would do is I would put the it miracle water on one half of my face And I would try these for several days at, you know, do it day by day by day And just see how it made my skin feel and how it made my skin look. This is a very reasonable price I think you can get it for about thirteen dollars for the eight plus ounces, which makes it a dollar some per ounce Which makes is the least expensive. I liked it But it did not make my skin feel as good as I wanted it to the next one I know who I heard about this from and this is from Laura Ray Beauty is When I heard mention this what it says on the bottle is time revolution the first treatment essence And I really liked it it came as close as anything I've got one more item I like to talk about the time revolution is $27 and it has like 5.07 ounces in it So that brings it I think to about $5 and 32 cents if that's not right I'll write the correction in here So this is the most expensive but it's good and I heard about this from Penn Smith it is a Skin conditioner made in Japan. It's a urea Moisturizing serum and I haven't used this as much but I really like it I think I've used it probably for a week at a time I used it on one half and I used it on this half for one week and I think this is the one I'm gonna go with I'm not positive that all of them are good and what made me happy I spent $20 for this there's six and three-quarter ounces and that made it less than three dollars an ounce I'm really pleased with that. I'm not gonna have any trouble when I'm done with this I'm gonna go ahead and rotate these that I can tell you the time revolution and The urea moisturizing lotion are my favorites Okay, leave it to it cosmetics to change something else For years I used the it secret sauce and I loved it It just whenever I needed a moisturizer. It was perfect for me I believe the retail price used to be sixty four dollars and of course I always caught it on sale They have reformulated it and now it's eighty four dollars or eighty two dollars And I'm not really interested in trying trying the reformulated version I don't really have much luck with it So I'm and I'm not willing to pay that much if I can find some things that I like a bit or less expensive So the first thing I bought and I bought this oh Last fall or longer the dermatology peptide night cream No scent whatsoever When I need a moisturizer, I will use this at night and I really have enjoyed it I think this is forty six dollars for two ounces, which is the same size as the it I Always have a twenty percent off coupon code and I can get it for less than thirty seven dollars and sometimes when I say watch for sales Sometimes they'll be having larger sales. I'll sometimes see twenty five percent or thirty percent So but I know I can always get it for twenty percent off Well skin diva came out with a moisturizing cream and this is called the hydrating diva moisturizer no scent I Don't know I've used this probably for a couple of months and I don't use moisturizer every night And but when I use moisturizers, I've used half and half and to see which one I like this one I believe is my favorite. I think it's around twenty five dollars I can always get twenty percent off. So that makes it twenty dollars for two ounces I will use both of these, but well, I'm not gonna spend eighty some dollars. Even if I can get it at half price It's more expensive than these products and I really do like them This past winter. I really did anticipate that my skin would start getting drier That I'd have dry patches when I ordered the previous skincare item from refer. I saw this tube of intense hydrating cream 1.0 Has a little key on the end of it. I Really liked it it very very emollient But I won't repurchase this because if I get dry spots, I like to use the aqua for advanced therapy healing ointment It does better some people can use just plain old Vaseline It tends to clog my pores I can use to use a very small amount of this or I always keep some timeless squalane oil pure squalane oil It's derived from olives those if I have a little dry area somewhere. I can use oh so I'll use this But I won't repurchase Now I want to announce the winners of my last giveaway and I have three winners I went through random comment picker. I can't pick a word anymore It won't unless I pay for it So what I do is I just load the names in random comment picker and then I hit select and Then I'll look and see the word was happy that was supposed to be in the comment that that was left So I'll kind of just have to change my qualifications what I need for you to do later And I'll be talking about that in just a few minutes the very first name that popped up was Peggy s Congratulations Peggy The next name was Cindy Forrester Congratulations Cindy And the last winner is Shannon Flannery Congratulations Shannon Make sure you all leave a comment below and I'll let you know how to get in touch with me and those prizes Were are being sent to you from skin diva and from dermatology So you'll get two separate boxes So I'm excited for you But I'm more excited right now about my giveaway for today because I think this is the biggest giveaway that I have done Pretty sure it is. I always put back a certain percent of money that I have made from YouTube So I can do giveaways because if you didn't buy things from my links or you didn't watch my videos I wouldn't make a cent so I do love having giveaways and I think you know what well I wish I could give away $900, but I can't but I can get I'm gonna give away $500 I'm gonna have five winners and you're gonna be able to get a hundred dollar e-gift card To wherever I can buy them wherever if you want it and I can buy it you can get it from there Or I can deposit a hundred dollars in your PayPal account Since this is a giveaway. I can't reply to comments here on this video, but you can go to Absolutely any video and you all have been doing that and we've been having some good conversations And you can leave a question or a comment there and I can easily get back to you no matter how old the video is I get notifications of Comments on any video and all you have to do to enter my giveaway is you have to be over 18 years old I think we are pretty safe and What I want you to do in the comment section and this will not have any bearing on who wins or not I'm just kind of interested in how long you've been watching me If you know how you found me that would be nice because there are people that I remember how I found them I remember who mentioned them or what I was looking for So if that if you happen to remember that fine if this is your very first video just say this is the first time I've watched you. It is hard to believe. I've been here nine years Everything I learned I learned from YouTube. I had Well, I won't go into that but I mean everything I learned about doing a video. I learned from YouTube How do you do this? How do you do that it anyway? I just So thankful so many of you Have chosen to watch me and you know what it is all good as long as I have got in my life It is all good and it's been such a pleasure getting to know so many of you. I appreciate you I thank you and I'll see you in my next video. Take care To super and what else do I want to do and throughout this film and there's always you know After from 20 But I have a few that white with You take care and


It is hard drive replacement day, which has also been for a little while because this is labeled. We'll talk about that label in a second here. And these have the fancy label that says spare drive. These are the spares that we are going to swap out and I'll walk through this process. And that process started when a notification was sent to me from my TrueNAS. Now I did correlate this with logs that I have because I sent all my TrueNAS server logs to Greylog and it did have a bunch of VDev write errors. The notification, it stopped writing to the drive because it said, hey, there's too many errors on this drive. So I'd actually take the drive. I want to try it in a different slot. So I actually erased the drive and put it in a different slot, tried to re-silver it and that resulted in more errors. So that pretty much concluded and I feel as though I did my due diligence making sure that drive was good. So now I want to walk you through the process for how you replace these drives. And one side note, if you're wondering how hard it is or challenging it may be to find a drive, the way the 45 drive server works with all the drives basically going straight down into the system, all these serial numbers are right on top, making them pretty easy to read. That being said, they're still kind of small. So I put a little piece of blue tape. Maybe I can quickly identify the drive that was giving me problems. So when I moved it from one slot to another, I didn't have to try to remember in case I accidentally grabbed the wrong drive or if I had one of my staff do it, I'm like, hey, go get that drive with the blue tape and pull it out if I need to have them do that. Now we're gonna be doing this in TrueNAS Core 13.0 U31, which is the most current version here in January of 2023. But this is the TrueNAS Scale 22.12 system. And I wanna first show you where the menus are inside of TrueNAS Scale for the same thing, essentially. We're gonna go to storage. And if we wanna see the manage disk menu, that's under storage and manage disk. And this is gonna be the same view you're gonna see when we go back over to TrueNAS Core. Of note, storage. And if you would like to see the topology of devices, which is gonna be under status for TrueNAS Core, but here we just click on the drives and the same menus to take it offline right here or edit and replace the disk here and the same dialogues come up. We're not redoing it on a TrueNAS Scale system, but I didn't feel like making two videos. So I'll show you that the process is pretty much the same for either one of these. Now, before we go over to TrueNAS Core and show you how to do this, let's talk about the smart error and how to find that. Now, I like doing this from the command line because I find it easier to read. We're just running smart control dash A dev DA12. Dev DA12 is the one that I received in the email. So I know this is the drive that's given me the problem. Go ahead and press enter. It scrolls by real fast with all the data, but we wanna focus on this right here, relocated sector count. It's funny because every time I look at this, this sector count gets just a little bit higher because the drive is continuing to fail. Now, right now the drive is kind of correcting itself because there's not much going on in terms of rights to the drive. So the pool at the moment shows clean. So if we go back over to our TrueNAS Core system, we're gonna storage, then pools. The system is showing with a green check mark here. If we go here to status, we can see that all the drives are showing online. Now, let's take a moment over here at this. Now, one thing I do is customize, and this is the same on both systems as well. And add the description right here. This makes it easy to find drives I've put labels in, such as problem drive. You can do that just by clicking the edit button and putting in and filling a description here. That being said, all these belong to pool trinity. And we can sort by clicking on pool. We can see that these two drives show up at the top are two extra drives that I have in a system, DA27 and DA28. By the way, the serial numbers are right here. Once again, makes it easy to sort and find which drives are which. But we're gonna go ahead and replace the problem drive out by going back over to pool, going here to the status and finding DA12, which is right here. Let's go ahead and replace it. Member disk, DA28. Now, I'm gonna go ahead and check force, but hopefully I don't need to. I don't think there's anything on these drives. Force is just a way to forcibly erase over that drive in case there was something else on there. I don't think I have anything else on that particular drive. So we'll go ahead and replace disk. And now it's gonna go through the replacing process. Now we have successfully replaced disk DA12. So we'll hit close and we'll go back up here to the top of the status. And it did this automatically, kicks off the re-silvering. Time remaining about 13 minutes, seven minutes, four minutes.  Now, one more thing I will note is that you actually can wipe drives that aren't attached to anything right from inside of TrueNAS. So if you see these drives, you notice that ones that are not part of any pool have the wipe option on them versus the ones right here do not because it won't let you wipe a drive that's part of an existing pool. So it's just something to note if you needed to wipe a drive that you would just put in because you had something else on there, I'd recommend you do that that way you don't run into any potential hiccups. And that's all there is for the process for replacing a drive in TrueNAS. It's relatively simple. Now, you could if you don't have time to get out to a place or you want it to do it automatically, there are ways to set up strategies where you can label something specifically as a hot spare. What that will do is if a drive becomes unreadable and fails, it can grab the spare and automatically put it in play. Now, doing it that way has a couple other caveats. If you have a hot spare, it doesn't leave it in place. It's kind of like a temporary until you get another drive or you can promote that drive essentially from hot spare to normal member of the VDev. It's kind of interesting that it puts the hot spare and it re-silvers it and it becomes completely usable. You don't have to do anything further but it's technically labeled as a, as if it's a temporary replacement, I would say. So you have to actually say, no, this is no longer a hot spare because normally you replace it and it goes back into the hot spare. Also, the hot spare is on a per pool basis, not a multiple pool basis. So even though I had multiple VDevs, the hot spare would have fell into whichever VDev needed it but if it was multiple pools, the spares are assigned to the pool. So that's something to consider when you're setting these up. If that's even a need for myself, I leave those couple extra drives I had because of the layout we had didn't accommodate them. We only had 29, not 30 drives. So I just had two of them as spares because one of them had already went bad as soon as I had set the system up if you're wondering what happened to one of them. Cause when I originally did a review yesterday was 30 drives. We had tried a lot of different configurations and then things happened cause that's how life goes occasionally. And that's why we have these RAID systems with ZFS for resiliency. But having it being RAID Z2 means up to two drives could fail before I'm in trouble. So one drive failing, not a big deal. That's why I waited a couple of weeks to do it, mostly so I could do a video on it. I could have just went in there and replaced it right away but I'm like, I'm gonna do a video on this and just had to find time. Leave your thoughts and comments down below or head on my forum for a more in-depth discussion. And thank you for making it all the way to the end of this video. If you've enjoyed the content, please give us a thumbs up. If you would like to see more content from this channel, hit the subscribe button and the bell icon. If you'd like to hire a short project, head over to laurancesystems.com and click the hires button right at the top. To help this channel out in other ways, there's a join button here for YouTube and a Patreon page where your support is greatly appreciated. For deals, discounts and offers, check out our affiliate links in the description of all of our videos including a link to our shirt store where we have a wide variety of shirts that we sell and designs come out well randomly. So check back frequently. And finally our forums, forums.laurancesystems.com is where you can have a more in-depth discussion about this video and other tech topics covered on this channel. Thanks again for watching and look forward to hearing from you.


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Computational Sciences Campaign is a cross-cutting campaign. We work with the subject matter experts in the four fundamental campaigns to be able to find solutions using a high-performance computing and other computing methods. We have multiple focus areas within the Computational Sciences Campaign, the first of which is predictive sciences. Predictive science is really all about how do you enable quick decisions in a complex environment. So for the soldier, how can we leverage both predictive models as well as sensor information that may come in, historical data, combine that together to make a decision? If you look to the future of computing, what you'll see is that we're quickly approaching a wall. It's a physical wall as to how small we can make transistors and how much power we can fit into an area of a computer chip without it melting. We still want to develop systems that go fast. The question is how do we do that? And the answer is you need to progress for individual types of problems. When we say or talk about emerging architectures, we really mean specialized computers that work in a very unique kind of way to solve a specific problem very efficiently. We're interested in bringing advanced computing capabilities to the soldier in the battlefield using devices that operate within extreme size, weight and power constrained environments. Machine learning and artificial intelligence. So for example, your phone may last a day whereas the architectures we're looking at may last up to a month. The last area is new methods for data intensive sciences where we develop methods to manage process and also to reduce the large volumes of data that are coming from the battlefield and also from experiments within the laboratory to be able to understand those. Some of the building blocks, whatever we do have are rightly aligned to really support some of the ERAs. Some of the ERAs we're going to make a big impact are in the areas of artificial intelligence and machine learning. The computing architectures and the edge with low power is going to create a scenario which is essential for the AI machine learning ERA. Similarly, with the cyber and EW plot scale modeling is going to be an essential area for research component under the ERA. We aim to ensure that the Army maintains information dominance. The fastest device is the best algorithms and is able to deliver the appropriate information to the decision maker the quickest.


All right, we'll get started. Good morning. My name is Nikki Acosta. This is a digital transformation discussion. I've been fortunate enough to be involved in OpenStack since the early days back when I worked at Rackspace. Then I left Rackspace to work for a fantastic startup called MetaCloud that was acquired by Cisco. And I currently serve as an evangelist for the Cisco Cloud stuff and host a podcast called Cloud Unfiltered. And with me today are some amazing panelists. I'll let y'all introduce yourselves. Rafi. Hi, everyone, I'm Rafi Cardian. I was CTO of MetaCloud. So I've been with Cisco since 2014. But before that, MetaCloud was founded in 2011. So actually the first summit we attended was Boston in 2011. So this is sort of full circle for us. Nice. I'm Al Sadoski. I work for 451 Research, I responsibility for our infrastructure services channels. I have been covering OpenStack since the Grizzly release based in our New York office. And I'm Thomas Cameron. I'm a digital transformation strategist with Red Hat. I've been with company for about 12 years. Just went to the dark side, moved into engineering. Previous to that I was field services chief architect. So I'm a technical guy and now I'm getting to play with strategy, which is a pretty cool stretch. So thank you all for coming, by the way. I know it's the last day, first session. So thank you for being here. We will take some questions here in a bit. So if you have a burning question, there are microphones on either side and feel free to walk up and ask a question if you have one. So let's get started. We were going through some kind of interesting stats this morning and talking about what we wanted to talk about. And there's so many cool things that we could talk about. But let's start with just digital disruption in general. Between 1955 and 2015, of the Fortune 500 firms, pretty much all of them are con. There's 12% that remain. The lifespan currently in the S&P 500 is 17 years. It used to be 61 years. But do you expect that this is only going to accelerate or are we seeing kind of the days of enterprises numbered at this point because of digital transformation? It's certainly accelerating. I think that you're seeing a lot of consolidation for one thing, a lot of the Fortune 500 companies that have been absorbed by other ones. But yes, I think with the rate of change and innovation that digital is enabling, yeah. I mean, you're seeing the waters being disrupted by predators coming up from the bottom that you didn't even know about. And all of a sudden, boom, they're in charge and they're the apex. And it's an incredible time to be in tech because of those changes. Just think about what took IBM over 100 years to build a market cap. Amazon did it in 10 years. It's the agility, the customer intelligence. It's the technology basically that enabled all these disruptors to displace these legacy businesses and it's gonna happen in every single vertical. And there's examples of every vertical. Yeah, over 20 years in the industry, I think probably the last five have been the most transformative of the period that certainly I have been privy and in the technology space. I think we'll continue to see the disruption occurring but it'll level off. We still have not seen, I would say, the complete fallout as a result of, say, the transformation to cloud and mobile. Those two spaces alone are gonna continue to push change along in the industry for, I would say, at least the next five to 10 years before it tapers off. So a lot more of those enterprises are going to fallout, especially those that cannot adapt fast enough. And you were involved early, Rafi, because you worked for Ticketmaster. Yep. What was that like? So it's interesting, because thinking back to the Ticketmaster problem set of surge traffic and a lot of people don't think about Ticketmaster to say, wow, that's an interesting company. Well, at the time where many of us were there, we were dealing with one of the most difficult problems on the internet, which is where you go from no traffic to unexpected, unpredictable amounts of traffic where any DDoS detection appliance is gonna say, oh, you're being DDoS, not really. That's our standard traffic flow. So even that has changed as a result of technology over the last couple of years because if you think about it, now you can burst into the cloud as you need to, whereas that option did not exist when we were there in early 2000s. Well, and I think if you look at examples like Ticketmaster as these are the right ways to do digital transformation, the road is also certainly littered with cautionary tales. Look at the Codex of the world, right? I mean, they were a powerhouse in photography, but they ignored the change to digital and they ignored what people were doing with, no, I don't wanna have a physical role of film and at their peril.  No, no, we've got the best buggy whips in the world. Yeah. You had an interesting quote from the Patent Office in a presentation you gave yesterday. What was that quote? Yep, so everything that was going to be invented has already been invented. That was the US Patent Office Commissioner in 1899. Right, right. And I think he was slightly off on that one. And I think Apple has over 13,000 at company, didn't exist for 70, 80 years since then, so. Wait, so we're assuming here, and we can all agree that cloud is the foundation for digital transformation at this point. I wouldn't say it's just cloud. I would say mobile is playing a huge part in this. You're seeing more and more transition, they're focused to mobile. So, I mean, having basically a computer that would have been a supercomputer 20 years ago in your pocket is pretty transformative on its own. Yeah, the guy from Digital Equipment Corp in 77 said nobody's going to need a computer in their house. Another short-sighted decision from the founder of a company that basically doesn't exist anymore. But yeah, I worry because I am a cloud evangelist. Very similar to what you do. But the reality is cloud is almost like the new, for lack of a better explanation, the new hardware platform, right? There were years where Cisco servers were the hot new thing and they were awesome and everyone was rolling out Cisco. And then there were years that Dell was killing it. And then there were years that Compact back in the day. And now we're rolling our infrastructure out on cloud. So I don't know that we want to say, oh yeah, cloud is the big differentiator. I think it's the latest tooling that enables mobile, that enables analytics. You cannot discount what's going on with AI, machine learning, right? Looking at trends, looking at how consumers, how our customers are changing their buying patterns and reacting to that in such a way that you don't become Kodak and you don't become, you know, I'm protecting my buggy whip business, you know. But cloud I think needs to be unpacked a little bit because there's what people think of cloud being the hyperscale guys. But there's also plenty of interest and adoption of hosted private cloud. And even some on premise private cloud, but probably that's kind of going away. So I think that kind of needs to be thought of when you talk about that because not everything's just going to the hyperscalers. We think it's going to be a $20 billion business in a couple of years, half of which is AWS, but that's the one-sixth the size of hosting in comparison over time in the same time period. So people still like to hug their servers, but they prefer to be grounded in private cloud because they want to protect the data. They have regulatory issues. So cloud is a general thing that is enabling everybody, but it's across a number of different things. Absolutely, absolutely. While we're on the cloud topic too, I won't say which of you panelists told me this, but one of you told me that, frankly, OpenStack is a box of razors. Another one of you has commented potentially about the longevity of OpenStack in general, given the traction of public cloud and the consistent rollout and speed, a rollout of new features on there. So where does OpenStack fit into this? I'm the independent observer here as an analyst firm. So I've been to every summit since Grizzly and I would say that it's evolved from technical people showing up to a lot more marketing people and suits. There's more money to be made. We have something called the OpenStack Market Monitor, and when we first launched it, there was like 40-something companies that we were getting bottoms up estimates for. Now we have over 80 that are in there. And we expect by 2020 it's gonna be a $5.7 billion business, but that's just services and distributions and IT services and training. It doesn't include the hardware that comes with it. It doesn't include software-defined network plugins. It's growing and there's great examples from every vertical now that are doing OpenStack in some meaningful way. The Fortune One company on the globe has bet their e-commerce platform on OpenStack, for example, for Walmart. So box of razors, I think it's fair. Legos, I say Legos. So here's the key, though. Part of why I think it's gotten that reputation is because of how many organizations went off to do OpenStack on their own. So what you ended up with is a sustained engineering investment, or not, abandonment of the clouds that were built, and then you basically ended up with a snowflake that someone else had to come in and sort out. We see this time and time again. So I think what the vendors in this space, and obviously we are one of them, what help to do is to mitigate that and navigate it such that you're not cornering yourself, number one, from a sustainability standpoint, but also that you're not making decisions and using parts of OpenStack that might not be as robust as others. So there's certainly truth to it, and there's a lot of war stories out there of failed OpenStack deployments, just as a result, again, of what I described. Now, I do think we're also in a trough of disillusionment at this point with OpenStack. For a while, it was overhyped, and now we're kind of going the opposite direction. There's a little bit of pulling back, but what's been happening over the last, I would say, year is really the consolidation that many of us expected would occur before it levels off. So unless you believe that there will be no infrastructure on-premise for any company, I think OpenStack will have a place. It'll be a more focused place than what it's been. I would say the last two years, with BigTent and all the other projects having come in and under the OpenStack brand. Yeah, I was actually the one she was looking at when she said that, because I said that the other day, because there have been so many experiences to your point where folks have gone, all right, we're gonna OpenStack all the things, and you saw the hype cycle of OpenStack for everything, and it's gonna handle everything, and then people would reach in and it would be a big bag of razor blades. I think that it's been really fascinating seeing this year especially at OpenStack Summit, from that sort of crazy, almost giddy excitement about it from even a year ago, that people are looking at it and going, okay, now that the hype has settled a little bit, here are the places where it absolutely makes sense. There are places where it still doesn't. There are those organizations which are going to bypass internal private cloud and go straight to public, and then there are places, there are organizations which I think maybe had unrealistic expectations of OpenStack that, oh, this is gonna be a cheap virtualization platform. Well, yeah. That's true, absolutely. Oh yeah, there are so many customers I spoke to that you could hear the questions, and after three or four questions, you're like, let me just stop you. You're looking for a cheap version of VMware, right? And they'd sheepishly go, oh yeah, and this is not probably the best fit for something like that. But the maturation of the attitudes towards OpenStack has been really refreshing, I think, this year, and it almost feels like people are going, okay, I'm over the giddiness, now it's time to roll up sleeves and actually really start putting rubber to the road, and it's fascinating, and I think it's, for me anyway, more exciting than all of the hand-waving that we saw in years past. And 451 does a ton of research on this. Yesterday you were talking about sort of why CloudStack is not what we're talking about, and it was because of the creation of the foundation and because of how the foundation marketed to OpenStack. Like had that not happened, we may not be sitting here, but what does your research say in terms of how people are choosing to consume OpenStack at this point? Right, so we have that voice of the enterprise, so 30,000, 40,000 IT decision-makers around the globe, and we ask them a number of survey questions and increasingly asking about OpenStack, and there's definitely interest. Mindshare, wallet share still is not there, but what's interesting is a lot of people try it themselves, as you were saying, Rafi, and fail and say I'm running back to my proprietary platform, and then there's others who say, you know what, we tried it, but now we're doing meaningful workloads and we want support and indemnity and things like that. The number one choice is a distro, and then the next is us going to a service provider to just consume it as private or public cloud, and DIY is a lot farther back in the pack, and it's usually gonna be a company that has a big IT organization. The more nimble shops that are disrupting don't have giant IT organizations that are working on keeping the lights on, on code, they're working on how we take this customer data and monetize it and beat our competition. I would add to the, I mean, to sort of go off of that as well in the VMware commentary. When you start with the premise that you're looking for a cheap VMware, not only are you starting by building the infrastructure probably incorrectly, but you're also starting by putting the wrong workloads on OpenStack. So when you start asking for functionality that is very VMware centric, you're already down the path of probably not using the right tool for the job, and that's, I think that goes to the point about using OpenStack for everything versus the much more pragmatic view that's emerging now. For free software, though, it can be more expensive than you think. Oh yeah, we always talk at Red Hat about how free software is free like a puppy, right? It may not cost you anything to acquire, but the care and feeding and maintenance and all that kind of good stuff, it can be a backbreaker.  Love them. So as we're kind of thinking about through this topic, there was an interesting report that came out from DigiSkills, and it said that, this is a recent report from a couple months ago, actually on the Red Hat site, it said that under a quarter of organizations are digitally literate. And I think they wanted to talk about this in the context of culture and people change. Where are we falling short in digital disruption with the cultural aspect? It seems like there's a lot of people that are eager to throw technology at problems, but how long can we go without getting people up-skilled? You're, oh, I'm sorry. I was just gonna say, going back to that, like the voice of the enterprise data, just tangible, quantifiable data, it's not IT. It's non-IT issues that are preventing people from moving forward. It's the org structure, it's skills. It's just prioritizing the new stuff versus keeping the lights on on the old stuff. It's not because containers or virtualization or all these other texts don't work. They're not organizationally set up to do it. Yeah, and if you look at every example, and I don't usually use absolutes, but I think it's true that every example of successful digital transformation has been led by strong executive leadership and buy-in. And this is gonna sound really harsh, but if your CIO is still having his admin print up his emails so he can review them, look for a new job. Because if executive leadership is not bought in 100% and understanding and capable of actually embracing transformation and digital technologies. What if he's using a BlackBerry? You'll say with that? Run screaming in the other direction. Now, I mean, seriously though, you have to have buy-in from the top levels and they have to really grok what they're talking about in changing the way that they do business and digitalization. And if they're not, man, I've talked to way more CIOs than I care to admit who I've looked at them and looked at the way that they're talking about technology and I'm like, I'll be back in two to three years when you have either retired or, I won't be back because y'all are out of business. The other aspect too is just employee retention and we've seen it with a number of customers that they implement a successful cloud, it's going great and all of a sudden the person tasked with leading the charge gets hired away by another company. So I think there's also kind of an aspect of wanting to make sure that if you're providing these types of services that you're keeping your key people on board, which is increasingly hard to do given the lack of expertise in the industry as a whole. Yeah, I mean the excitement of embracing a new technology can sometimes draw away from what you're gonna need to sustain that. And again, that comes back to what we've seen in OpenStack. A lot of organizations built up strong OpenStack teams and then folks moved on where the projects were defunded. So it's really looking at the problem set holistically from a sustainability standpoint, correct workload, correct usage and correct architecture. Who should be leading the charge for digital transformation? People want to see the CIO, I had a podcast guest recently, Tim Crawford, who said, man, y'all need to stop targeting the CIO. You guys are targeting the wrong people with this. Who is it, who should be the people that folks are marketing to and talking to and building solutions for? Well I think the CIO is going to be that change agent, but to use a sports analogy, I think that the CIO probably needs to be more like the quarterback. He needs to rely on marketing leadership. He needs to rely on folks who are dealing with B2B logistics for inventory control. He needs to rely on field folks who can say, this is getting in the way of us generating revenue because you have to have input from all of those areas. You have to have input from all across your enterprise to do the exposure of new lines of business, new revenue streams, things like that. If you count on the CIO himself, you're probably gonna have a bad day, but if that CIO can bring in those other folks and say, what's stopping us? What's making your life difficult? Now let's figure out the technology to solve that problem. I think then you're gonna be successful, but it's got to be across the entire executive leadership team. I spoke to an IT director from a pretty significant airline and his CIO came back from a golf outing with an IT vendor and he said, we need an open stack. And his team had to go implement something, no metrics, they didn't know what they were doing was meeting the business, but they needed it. I think what IT vendors going forward who they're marketing to are developers. I think it's the developers up that are gonna start making the changes within IT groups.  I completely agree, at the same time it's also been a challenge because the IT organizations still own those budgets, especially for on-premise. I would also say though, that it is the developers that are driving it, but part of it is going to be like you said, the quarterback of the organization sort of recognizing this and shifting some of those budgets and empowering those development organizations to be able to make the correct infrastructure and architectural decisions to enable their agility. This is one of the things that I struggle with is that the things that need to be digitally transformed are usually business things. It's again those barriers to doing new revenue streams and things like that. And there are not a whole lot of companies out there who can go to the paint company that we talked about earlier and say, oh well your paint business needs to change these aspects of selling paint. Because I don't know about paint sales, I'm not the right guy for that. So there's so much of what needs to happen to do digital transformation that's business process that's again, why you need that quarterback. But yes, absolutely, I mean we definitely want to make the developers feel like oh yes, open source is 100% the best way to go so that they'll use Red Hat or any open source company. But the challenge is, that's a product. That's a product discussion. By the time you have that product discussion, there's been strategy that's been defined by executive management that we weren't really involved in. And I don't know how to be a part of that conversation. Because those are happening behind closed doors with the CIO huddled with the other folks going, how do we fix this, how do we. So it's a big challenge. What industries are you think are most right? And what is the output of digital transformation in regards to decades old industries? You were talking about one earlier, is it just Khan Academy, tell us about that. To answer your question about which verticals, I think all are right for disruption. I think there's examples in all of them. But in the case of education, you have Coursera and Khan Academy who are basically doing online what traditionally was physical books and physical buildings and all is now just, you're able to reach a global audience where before you reached a neighborhood audience. And knowledge is a lot less expensive than it used to be. I'm convinced that there's nothing I can't do in my house that isn't on YouTube at this point. Yeah, yeah.  I'm gonna do it myself. Just the amount of knowledge sort of on the internet and what that's doing, I mean is there a place for universities? You think in the near distant future, the later on down the line, are universities gonna be around? I hope not, because I got two kids that aren't in college yet. And I'm not sure the way the costs are going. Yeah, I mean that's a really valid point. You're seeing a lot of push to specialized or even vocational education rather than, okay, go do the diploma mill thing and get your four years and show that you've got the stick-to-itiveness. There's a lot of push to, no, look, here's a bunch of information about coding.  Here's how to weld. Here's how to do pipe fitting where you go and you get the specialty knowledge that you need so that you can go and start being productive a lot sooner. So I think universities will always be around, but I think the format will change. I think that the availability will change. You see even because of Khan Academy and because of Coursera and other entities like that, you see Ivy League schools who are making their courses available for free, for credit online now that all you have to do is have a browser and the stick-to-itiveness to get an education just through the net. No question, it's gonna have to change. I mean, I see it even I have young kids and I see things like library trips and I'm thinking how relevant is this, right? Did you walk by the Boston Library, by the way? It's computers everywhere, it's crazy. Yes, absolutely. I think the most important thing out of the universities is that they're structured and they teach you how to learn and how to obtain information, but the content and material is gonna be obsolete far too quickly to maintain the current sort of course structure, so they'll be forced to change over the years too. In fact, they should be changing now, otherwise we're going to be producing folks in the work field, especially in technology that are coming into the market with obsolete information. Antiquated, yeah. So, any questions, by the way? Oh, we got a question, run to the mic. Hi, Bill Mew, I'm an evangelist like you guys and we just happened to be on Red Hat, OpenStack and Cisco hardware, so we're amongst friends here. You started off talking about the Fortune 500 and it's not long ago that the Fortune 500 was dominated by large conglomerates and then conglomerates became a really bad word. We're now seeing an era where there's an e-tailer that is fairly big in cloud and it's got devices and it's got television programs. We've got an OS company that's pretty big in cloud and it's starting to produce devices. We've got a search engine company that's doing a few other things as well, including cars, believe it or not. Are we seeing a new age of the conglomerate or are specialists still the answer or where do we see the future being? Is it conglomerates, specialists or communities? That's deep, yeah. So, I think that if you look at, for instance, there's a search engine company out there that has built a lot of hardware that is dipped into hardware, but look at how many other things that they've dipped into which were not successful and they went, you know what? This isn't successful, SNP, it's dead. I think that's really admirable and I think that technology enables that sort of almost savage, like it's gonna be successful or we're gonna put a bullet in it and we're gonna know within 18 to 24 months. So, I think that the upside is you're seeing some amazing capabilities when you pair that search engine or actually not even search engine, that's not fair, that knowledge management with, you know, the devices that I can carry in my pocket that give me the powers of supercomputers. I think the upside is, holy cow, look at what we've got available to us, like what knowledge we have available to us. I think that the downside is, holy cow, look at what knowledge they have on us. It's all about the data, they want the data. Yeah, remember that if you're not paying, you're not the customer, you're the product. Yeah, I'd say a large part of that also comes back to those organizations that we're talking about are the ones that have transformed or have cultures of technical dominance, they're generally ahead of the market so they're able to embrace and jump into segments and able to disrupt them by virtue of their technical prowess. I still think they'll be specialists as more of the industry evolves. But the main reason you're seeing a handful of companies dominate is the same reason why you're seeing Amazon be so dominant in public cloud. They are just very far ahead in terms of the cultural aspect of it and the proliferation of that culture throughout their entire organization. Speaking of conglomerates and innovation, Jack Ma had an interesting quote, he had a couple of interesting quotes, and he said, in 30 years, the best CEO could be a robot. What do you think about that? I don't agree. I think that the best CEO will use the abilities of AI and machine learning, however you wanna phrase it, decision-making. I think that the best CEOs will be armed with the capabilities of those. But I hope, and this may be naive, but I hope we never lose that human sort of, the ability to do all the crazy decision-making and sometimes just that gut feeling, right? Sometimes CEOs will look at a trend and go, my gut tells me we need to go this way and they turn out to be right. I hope not. We've seen a computer beat a guy on Jeopardy. They had a computer beat all the best go players and use moves that humans never even thought of. So perhaps the idea of using that to help form strategies but tempered by a person otherwise you have the CEO of McDonald's be a computer, they might be serving silicon instead of french fries, because computers don't eat french fries, they like metal. But so you need to be able to temper it but hey, they think a lot different than humans and I'm sure they'll use it for strategy and business decisions but I'm not sure they'll run. He makes the claim that they're more rational, that computer's more rational than human beings. I don't disagree with that but again, look at the- Is it rationality emotional though? Well, look at the business leaders that we think of. When you think holy cow, what a brilliant leader. They weren't necessarily rational. Look at jobs, he was very emotional in a lot of ways and he used that emotion and he used that gut feeling, no that's a bad design choice or yes this is a good one to be really, really dominant in their space. I don't know if a computer can do that. It's a tool. I don't think there's a situation where that role will be replaced by a computer. So you can disagree with Jack Ma on that but here's another quote from Jack Ma that I thought was pretty great. He said, in 10 or 20 years, people will work less than four hours a day, maybe three days a week but until then the world's gonna experience more pain than happiness. Well in this one I hope that he's right because I can see that but I don't know, I don't know. I certainly, I've read articles in a similar vein that say that as people get older, they become less effective in a 40 hour work week. Like as folks get older, they have their insights and maybe it makes sense to drop to a 32 and then a 24 and then whatever. So certainly I would love to see that because I'm not getting any younger but I don't know. I think that raises a lot of questions that are totally outside of tech. Okay, if you're only working three hours a day, like what does a compensation plan look like? Things that are totally outside of the scope of this discussion. I think there's zero chance of that. Realistically if you look at what you can achieve today. You might be on that quote next to the patent office guy based on that but hopefully not. Well here's the thing, as we've become more efficient in a variety of different ways as people, right? As our tools get better, our ability to be productive gets better and becomes more efficient. Have we worked less? Think about how much we can achieve today in an eight hour window versus what we could have achieved 20 years ago. It's incomparable but we're still all working the same amount of time. So we will find new ways to apply our productivity. So no champagne and yoga with my friends. I don't know that we're working the same amount of time. I mean you guys all have the ability to work from home, right? Right. How many folks in the audience have the ability to work from home VPN? Okay, does that mean that you're working less or does that mean that after the kids go to bed you go, oh hey, you know what? I'm gonna catch up on email or I'm gonna work on that report. Raise your hand if you think that that access enables you to work more than you used to. Of course it does. Yeah, so I don't know. Here's that free cell phone paper, good luck with that. I think it's actually the opposite. I think we're so wired all the time that the upside is if you have that spark, oh crap, hey I need to write that down because I'm gonna act on that later on, which is good. But the downside is you have an argument with your wife, oh I'm gonna go work on my email. Write it down, I'm just like, hey Siri, remind me, I shouldn't say that, it's gonna turn on if I do that. I don't even write down reminders anymore. I have Siri do it for me. That's existential man. That's loaded. Any other audience questions? What's his shirt saying? So sort of a high level looking, I'm gonna have you go 20 years in the future and look back. So I'm kind of an old schooler. I've been doing this a long time. I've saw the PC revolution of the early 80s that did the internet boom of 99, 2000, 2001. 20 years from now, what will people call this period that we're going through now? The time you had, that time back in the old school days where you had actually flying on airplanes to get somewhere. Right? Well this, because I think we're going through something kind of unique right now. And I'm just curious because I don't think there's a right answer and I think that anything that you guys will say will probably not be what they call it 25 years from now. But what do you think this period would be called? I think that we've had the industrial revolution. I've heard this era called the information revolution or the information age. Yeah, the information age. I think that that's probably pretty accurate. I think that in 20 years they're gonna look back and go, this is the time when AI and machines making decisions or machines helping humans make decisions really became, went from being nascent to being pretty common. I mean we're seeing data engineers, data analysts, data scientists becoming really critically important to business operations. And so I think this is going to be the age of whatever you want to call it, digital revolution, whatever. I think it's the data rush, you know? If data is gold or data is the new gold, then this is the data rush. And it's kind of scary to think about. Like I was thinking about this the other day, like with the amount of data that people are collecting, what is it gonna be like to run for office? There will be dirt somewhere, you know? There was a candidate really recently, I want to say somewhere on the West Coast who like on his campaign page, it's like about me, about my history, about this. And there was a whole section called scandals. And he said, here's the deal. I've had affairs with married women and I've done this and I've done that because you're gonna find it so I'm just gonna put it out there. That's great. And here's what it is. That's a pressure.  It worked. It's not if people have secrets. Exactly, exactly. What proof do you have of the secrets that you have? We talked internally in a couple reports about Moore's law. Was it just a blip? And we're gonna go like exponentially beyond that and it's just gonna be a footnote in, you know, CPU history 20, 30 years from now. So it's very interesting where we've been but where we're going is, who knows? We're gonna be at the OpenStack Summit on Mars maybe in 20 years and Jeff Bezos is gonna fly us all there on his rocket ship, you know? I hope so. I was promised flying cars by now, dammit. We have time for one more question. So you guys have made mention of basically DevOps, right? You said the bi-section of product and development with IT. I guess I wanted to get your take on how you see that kind of vendor and operator relationship from a CSP perspective shaping up knowing that a lot of the NFV workloads are beginning to come on clouds and wouldn't stack. You're from a telco? I'm sorry. So we've been writing about DevOps for, you know, before DevOps was, you know, sexy, yeah, before it was cool.  There's different orgs and like the flattening of organizations to enable developers to get what they need quickly. If that's not happening then things like NFV at AT&T and the big telcos is gonna be difficult to implement. Yeah, my question is slightly different in the sense that there's a preponderance of stuff that operators buy. So instead of it actually being more of a DevOps bisection and that there's a pipeline associated with DevOps, right? How does that work out with a vendor-based community? Because now we have to be part of the production chain. Right, so clearly I'm biased, right? I came to work for Red Hat because I am an open source guy. I'm not an open source guy because I work for Red Hat. I saw Red Hat out because I came from the open source community. So for me, I've spent the last almost dozen years at Red Hat being totally immersed in the open source community and having our customers and our partners get involved in upstreams like Fedora and the various middleware and things like that. So for me, that's like, that's natural. That's how it should be is that we and our customers and our partners are collaborating on making software easy to consume and finding those bugs fast and things like that. It's been really gratifying to see us go from being perceived as sort of this weird, what do you mean you're doing subscriptions and you're releasing your code out to the universe? Like what the heck's the matter with you? 20 seconds, no pressure. To all of a sudden have other companies, big-stayed, old-school technology companies doing the same thing, you're gonna see more of it. You're gonna see more of those interactions. So final thoughts, I'll give you guys each 20 seconds to say whatever you want. I'll start with you. Yay! I just find it very surprising from our data that only 30% of enterprises have at this point a formal digital transformation strategy. Shocking. Yeah, I think that as I said earlier, if your company is not actively pursuing digital transformation right now and it's not being led by your executive management team, that's a huge red flag. No pressure. Yeah, I mean, I would echo a lot of the same statements that have been made. I mean, at this point, it seems very obvious to say that if you are not in the process of transforming your business and you're not introspecting on everything that you're doing and looking at how you can utilize the emerging technologies, then you're already falling behind. Well, I'm sure I speak for some people in the room when I say I look forward to OpenStack's role in that transformation. Absolutely. Thank you all for coming. Take care. Thank you panelists. Nice to meet you. Thank you. Pleasure. Nice job. It was good to meet you.


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