Tombstone from 1994. Is this the best Western ever made? Hey, what's up guys, it's Josh here. Today I wanna do a little movie review on Tombstone from 1994. Now I had seen lots of clips from this movie. I knew I had never watched Tombstone beginning to end and it was a movie my dad really liked and I remember growing up, I think I was in like seventh grade. People would always reference Tombstone or joke about Tombstone. So I knew a lot about it but I've never taken the time, sat down and watched it beginning to end. And for me personally, it's probably my current favorite Western. All right guys, let's jump into the pros that I had with Tombstone. And the first pro I have is that it's one of the best Westerns ever made. How do I not put that as a pro? Another thing I really liked about this movie is just great acting overall. Like everybody plays their part perfectly. Like there's nobody who even seems like they're acting or seems a little bit aloof. Everybody plays their roles correctly. And I think the for sure standout here is Val Kilmer. Absolutely blew me away. I'm not sure, but I think they might have written him more into the movie because he was so good. By far the person that steals the show loved Val Kilmer in this one. One of the best parts about this movie is the epic scenes. Like there's multiple scenes that you could just go rewatch on YouTube and be like, that's just a badass scene. All right, Johnny Ringo.  Go ahead, skin it. Skin that smoke wagon and see what happens. It's believable, but also very different. And they're all really cocky gunslingers. It's just got multiple memorable scenes, which I appreciate. For me, I really, really liked story. I thought the story was pretty good here and I thought it had a pretty good conclusion. All right guys, let's jump into my mixed aspects that I have with Tombstone. And my mixed aspects are it feels very Hollywoodized. Like the villains are the cowboys. I don't think there was any real cowboys. The okay corral I think is what this is based on. That happens at like 30 or 40 minutes into the movies. And then the actual deeper plot comes in later when the cowboys try to take revenge on Wyatt Earp. So it's just very, very Hollywoodized. I'm putting that in mix because I kind of like the flashiness, but then I kind of don't like how it's just obviously not the original story. All right guys, let's jump into the cons that I have with Tombstone. And the cons is some of the action just isn't as believable as it would be today. I felt that mainly in the opening scene it just felt like people were almost shooting cap guns compared to real guns. At times it wasn't that believable. I would say it's almost the worst in the beginning unfortunately, but maybe this is just me. I just felt like the gunplay and the action at times was a little bit weak and a little bit obviously fake, but this is almost a 20 year old movie at this point. And really the only other con I could think about for this movie is the no, no, no scene. No, no, no. Wyatt Earp is battling multiple people and they're hiding behind trees and he gets mad and he's just like, no, no, no. And he walks out in the middle of gunfire in the middle of everything and everybody misses them. They even joked about it after like I ain't never seen anybody who's ever done that. Have you ever seen anything like that before?  They kind of show that they know how ridiculous it was, but it just didn't need to be in the movie. And there was a couple scenes to where it wasn't bad, but it was a little bit, just a little bit slower off for my personal taste. Overall guys, this is a great movie. I actually don't like Westerns that much. I'm figuring that out now, but I absolutely love this one as a Western and I think it's definitely worth the watch just for Val Kilmer. He's just got a fantastic performance in this one. So if I had to rate this movie guys, I'd probably rate it an 8.5 to a nine out of 10 and by try or pass 100% a buy. This is just one of those classic movies that everybody has to see. Go out and buy it. We're on the road of 50,000 subscribers and I couldn't do without any of you guys' help. You guys are the best. Having a great day out here. Hopefully having a great day at home. See you all in the next video. Peace.


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Hello, everyone. My name is Kaliswillingam. I'm a Principal Engineer at Intuit. I'm going to talk about data governance and compliance initiatives that we have done in Intuit and the learnings from it. So the agenda for this discussion is, I'll start with quickly introducing about what we are doing in Intuit, and I will also quickly talk about the data privacy aspect, what we are trying to solve, and I'll go through the high-level design approach, what we have used, and in that design, what are the challenges that we went through, and we can now finally a Q&A. I'll start with the introduction about Intuit. So Intuit is primarily into financial domain, provides multiple product lines. These are some of the key products that Intuit provide. The number one product Intuit provide is a TurboTax, which provides a tax automation to our customers. The second product that is shown here is the cookbooks which provides the accounting automations to our customers. And the third product is Mint, which provides a personal finance management for our customers. And there are other products. I'll keep this short. Now in all of these products, Intuit uses key financial information about our customers. And recently, we have seen that there are a number of countries have introduced regulations, which provides an increase to the rights to the customers. And that's the topic about data governance and privacy. Now these are the two most important regulations that started the journey. Number one is GDPR, which is Global Data Protection Regulation, which was started by European countries. So this provides the data privacy rights to the customers of European countries. Similarly, a law called CCPA was introduced in California that provided an increased rights to the Californian customers. Intuit being one of the stewards of our regulations, we decided to support these regulations across all the regions where we operate. So what does this mean for us? There are two kinds of requests that Intuit has to enable in order to comply with this regulations. Number one is right to access information. So what does this mean? This means that Intuit needs to enable customers to be able to know what Intuit knows about them. So this might mean that the data that we know about them or the documents or any other information that we have collected through the third party. And how is this delivered to our customers? These information are collected across different places and made in a simple archive so that we can provide this information to the customers in an easily consumable form. And we have to do it in a time-bound manner so that we comply with those regulations. The second rights that is provided by this regulation is right to delete request. Customers can request to delete all of, all or partial of their information from the companies, in this case Intuit. And customer can also selectively choose what offering information that they wanted to delete. And again, even these requests have to be fulfilled in a specific timeframe. So how did we vent about solving this problem? So this diagram shows a very high-level architecture about the approach that you've used for solving this problem. There are four components in this flow. The first component is the request manager. So this manages the request that comes from our customers to perform either of these operations. Now, when the manager receives this request, it employs a queue or a topic where this information is published. And then this is the second component. The third component in the flow is the data manager, what we call it as a data manager. So there are multiple of these data managers that are implied. Since there are many domains within this personal finance product that handles the data of our customers. And individual domains do keep a data manager so that they can focus on their work. The fourth component is the document management platform. These individual data managers as they collect the data, they publish the data to the central doc management platform so that this information can be archived and provided to the customer in the case of an access request. Now, in the case of a delete request, the same flow happens from the request managers to the queue to the data manager. And the data managers in turn connect with their individual services for which they are responsible for and perform the delete operations. So this is the high-level flow involved in solving this data privacy problem. Now what are the top challenges that we went through? This slide shows the top five challenges that we went through. The first one is competing compliance regulations. So since we are in the financial industry, it is not the data privacy is not the only regulation that we have to comply with. There are different kinds of regulations under which our company has to go through. Now, sometimes these regulations are competing with each other. We will go into a little bit detail on as we go into the details of this. The second one is, as we have seen that there are a number of systems involved in solving this problem. So we have to make sure that the status of this request is handled in a distributed manner. And how do we do that? It's the second challenge that we went through. The third challenge that we went through is we employed message bus and message queues for solving this problem. Now, these message queue architectures required specific challenges in terms of how do we scale for the request that is being provided to us. So again, we'll go into the detail as we go through the slides. The fourth one is, how do we organize the content from a different data managers so that we provide usable information to the customer? The last one is a reasonable offline processing. Now you can imagine that there are a number of data managers that provides this information and these informations are to be processed in offline to produce a single archive. While we are producing a single archive, there could be any problems that we can run into. It could be an intermittent network problem. In such cases, we want to make sure that the processing is resumed from the place where it's left. So that's the first problem that we faced. Let's go deep dive into each of these problems. The first one is computing compliance regulations. So in the case of a CCPA, customer can request, he has a right to request to delete the data. Now, let's suppose if the customer has a Cookbooks Capital account. Now, Cookbooks Capital is the one that process loans for our small business companies. Now, when they process the loans, they use certain documents and data in order to process that loan. Now, Cookbooks Capital has to adhere to CCPA regulations as well as it also has to adhere to other financial regulations. In this case, consumer financial protection brews record returns and regulations. So any loan that is provided, where the loan was provided using some of the data and the documents that are provided by the customer, these supporting information have to be kept for certain duration of the time. Now, in this case, there is one regulation that requests us to delete the information and other one requests us to keep this data. So we needed to have special handling. The way we have done that is, we have to keep each data element and the document where we have to keep an attribute that can let us know whether this data is required to be kept for another complaints or not. And when the CCPA request comes in, the Cookbooks Capital in this case offering would request to delete that information. Before we delete the data, we needed to make sure that we have to check whether there's any other complaints for which this data is used. If so, we can keep that data for till the complaints requires that data for it. The second one is distributed status tracking. So as we have seen in the architecture, the delete an access request spans across multiple domains. And each domain in Intuit contains multiple services. The service itself, in order to delete the data, it might require longer time than a timeout that can happen when we make an HTTP call. So what that service does is typically it makes an asynchronous processing in order to fulfill this delete request. So when it does an asynchronous processing, it has to return the status back to the caller. In this case, caller will be a domain data manager. So the domain data manager has to orchestrate between multiple services for which it is responsible and consolidate the status back into the overall orchestrator who calls this domain data manager itself. And the overall orchestrator has to collaborate with 100 different data managers to track the overall request status. So there is multiple places where we needed to make this status tracking available. So we have built infrastructure in a place that where we can kind of keep track of the status to fulfill the complete request for the customer. The third one is specifically around the message distribution and scalability. We leverage ActiveMQ in order to process this work order request. So when the work order comes in, they come into a topic or a queue and they stay in the topic. Now this topic is supported by a distributed set of brokers. So here in this case, there are three brokers that handles this processing. Now in the case of a distributed broker architecture, what happens to the queue sits in each of these processors. Now the consumers who are connected to the topic or a queue are really connected to an individual broker. Now if suppose if a consumer connected to broker one is able to perform the operation very quickly, then the number of messages delivered to that broker's part of queue or the topic becomes a lot more faster and it accumulates more messages in the broker. Now the other brokers, even though there may be consumers to work, they may not be able to perform their work because they don't have enough messages to process them. Now what we have to do is we have to tune this whole system in a way that we compute the consumer's processing speed and the amount of messages that individual brokers can bring in so that we equally distribute this message to all the consumers to effectively process this request. The next problem is how do we organize the content that we are going to provide to our customers? So you can imagine, Intuit provides multiple product line and each product line has multiple data managers and they all in turn have multiple services and all of them bring the data in certain formats and certain structures. Now if we dump all of this data into an archive, it may not be very useful to the customer. So what we do is we organize the contents in folders and subfolders and within the folder where there is a data available, we also provide a readme file. This readme file provides the structure of the individual files content and how this data can be understood is explained in the readme file. So this way it is easier for the consumer to be able to open his archive and read through and understand which place where his content is stored. The final learning that we went through is the resumable offline processing. Now as you have seen, there are 100 different data managers operating on a particular work order. Now this work order might require several offline processing within individual services. Assume this is one of the data manager that is performing an archival process of the files that is received. So in this case, it could have collected millions of files or thousands of files. Now these thousands of files needs to be archived in order to provide the single archive to the customer. Now when we do that, this typically takes a longer time and during the execution of the process, it could happen that there are network fault or infrastructure issues that causes this process to fail. Now suppose if I'm processing like 100,000 files and if my failure happens after the 50,000 and if I don't have a way to start from where the failure happened, I will have to start from the initial file itself. That means again, I'll have to process the 100,000 files one more time. So in order to avoid this, the way we have done that is we extended the status tracking mechanisms not only to the data managers, to the services to even the output records that these services are brought in. So we will be able to track each individual's files status whether it has been successfully archived or not. And based on that, in case if you run into problems, when we have to restart, we start from the place where we have left. So these are some of the key learnings that we went through while we were implementing the data governance into it. With these, our customers are able to give requests to access their data and also delete their information successfully. And this whole process is really liked by our customers. And typically we get number of requests in a day that we process through these systems. Thank you. Thank you very much. That was a very detailed and insightful talk. So are there any updates regarding compliance and the architecture that you've used at Intuit in the past year or so? Anubhash, thank you for asking that question. The architecture that we have designed a couple of years ago when the CCPA came into force in California, that kind of stabilized and is extensively used beyond CCPA as well. We're able to extend that to multiple other compliance needs, AUCDR and GDPR and other compliance needs. So there is not a major changes from the architecture side, but essentially the same pattern is leveraged for multiple use cases.


Until Connecting Culture started reaching out to the New American community, we didn't have a tailored service to meet our need. I can say without mistake that this is the first organization that tailored their services to meet the need for the New American. Connecting Cultures is a program specifically designed for refugees and new Americans and it started out as a mental health program and we start with what's important to you. What's important to you because we believe that the more that we can build someone's strengths, the less that they struggle with anxiety and depression and some of the really intense, challenging emotions that come with some of the experiences. Someone from Somalia might have lived a different experience than someone from Bhutan and having a group that would always first listen, know the culture and tailor their service to meet those needs has always been helpful to us and to the community we are working with. I think it's important to provide mental health services. However, I think it's very important to start with the fact that these are remarkable people and that the resilience and strength is really what shines through. So the students really learn. You really can't just do research on people, you have to do research with people. You know, caring for us is not just a partner, it's like a mentor for all of us. Some people would come completely burnout but after a few months or a few years we see that they say now I'm feeling better. I want to go back to work, I want to help my family. Without doubt, say that this has been a positive experience.


Welcome back to theCUBE, I'm John Walls. We continue our coverage here at AWS ReInvent 22. We're in the Venetian in Las Vegas, wrapping up our day one coverage here in the executive summit, sponsored by Accenture. And with me to talk about Accenture, a couple of guys who are no strangers at all to theCUBE. In fact, I think we got to give you like alumni passes or something. We got to come up with something like that. Miriam Besarovic is with us. Miriam's a global IT at Accenture. Chris Wegman, who's already been on once today, as a matter of fact, so we're going to start charging you rent, Chris, global technology and practice lead with the AWS Business Group at Accenture. Glad to have you both back, and you're welcome to theCUBE anytime, by the way, so don't be scared. Thanks John, great to be back. Let's talk about what you folks have been up to.  You've begun this transformation, you've fully migrated to the cloud, you've learned, right? You've hit all the bumps along the way. So, talk about your journey, and then how you think that experience can be translated to what your clients are going through. Yeah, so I'll hit it from the lessons learned and working together with our Business Group partners. So Accenture's journey to the cloud is complete. We have finished that journey, and as part of that journey, we have migrated all of the services it takes to run Accenture to the public cloud. So now that's done, that was complete. But now it is this cloud continuum living in the cloud. And the thing we talk about, and I'd love to shine a little bit more, is we have built our digital core in the cloud now. We're no longer dependent on data centers, and that has given us tremendous flexibility around how to enable the business, as it has grown significantly since we started this journey a few years back.  We talk to our clients about building this digital core, and we've been through that as Accenture, as a global IT organization, supporting well over 720,000 people. That growth over the last year has been tremendous. So without the strong digital core built on cloud, we couldn't do that. We couldn't add that number of people. We couldn't make the changes we needed during COVID to bring people home, working from home, whether it be the way we changed our business model or things like that. That was all enabled by cloud. It couldn't be done without that. And also the variable in our business, right, is very tied now to our cloud consumption, right? So it goes up, it goes down, right? We've, you know, Mayor and his team have completely built their core with those concepts in mind. Yeah, I mean, you're talking about, you know, 700, 800,000 employees, and how many countries did you say? 130 different countries. 130 different countries. So, I mean, no small task, obviously, to get everything done. When did you start? So our cloud journey, effectively, we started in 2015, and we were done kind of right before COVID around 2019. We took a pause for a couple of different things, but we could have probably done that faster. And if I was to do it again now today, we could probably do it in two to three years flat with everything that we've learned so far. So what's the application into your clients' experiences that I mean, I've been there, done that, right? You can- I mean, you know, we always say that we want to be our best credential, right? And Mayor and his team are our best credential in this space. So, you know, a lot of our customers, you know, struggle making that commitment. A lot of them are past that struggle now. They're committed, they're going. But I talked to a lot of my customers about, you know, do I migrate? Do I modernize? You know, how do I do it? And it was interesting with Accenture, right? It started out very much as a migration program, right? So we made the decision, Mayor and his team made the decision to do a migration and now a modernization, right? And that's proven very effective. It's proven, you know, we've got that core in place, right? We were able to build off of that versus, you know, spending a lot more time just to start with a modernization approach. Yeah, where do you draw the line between the two? Between migration and modernization then?  So you're getting up to speed. But how do you draw that line? And then how do you get people to jump over it? So I'll hit it from how our lessons learned. So when we first started and we did the migrations, it was literally lift and shift. And there was a lot of argument about lift and shift isn't worth it. But we found out it was because it wasn't just about moving the workloads and keeping it like a data center. It was moving the workloads and then optimizing because everything in the cloud was significantly faster. So then I didn't have to consume all the services the same way I did in the data center. I can actually consume them smaller. But also as time went by, what we learned is, hey, now these services are working here. Which ones are actually costing us more money to run? And not that they were costing more than the data center, but it's relative to the cloud, which ones cost more than the cloud. Then we looked at that and said, okay, how do we want to modernize those? And then we modernized as container capability started to evolve and got much more mature. We shifted a lot of workloads to containers. But otherwise, the other principle we push very hard is big consumption of Lambda and serverless capabilities on Amazon. So we have refactored multiple applications to give us that capability to say, we no longer need the IaaS capabilities, those servers, those VMs, and we run on serverless capability. And what's great about that is, now I don't have a server to patch, to scan, to remediate, to upgrade. I've moved away from that capability and the teams can focus more on building the business capabilities that the business wants. Like we did to our pricing team. I don't know if you knew this one, Chris, but all the pricing capability has been redone to be cloud native on AWS. And how do you deal with the folks that still kind of have a foot in the on-prem world? That they're just not ready to give it up. They like the control. They like the self-management. They want to be in charge. Well, yeah, I mean, a lot of our customers, there's a reason why they need on-prem still. And there is on-prem, let's be clear. I mean, it is a hybrid cloud world for most of our customers, right? Whether they've got manufacturing, whether they've got, you know, data that are, you know, SCADA systems or your operational IT systems that have to be close to their execution or to their factories and things like that. So that's going to happen. I think everyone, and I shouldn't say everyone, but you know, most of our customers know they need to get there, right? And are somewhere on their journey, right? Very few have not started at all. But it's about acceleration, right? And I do think we're going to see more and more acceleration. We saw it with COVID, right? And then, you know, obviously, I think we're going to see it again, right? With, you know, kind of what's going on with the economy and stuff like that. It's, you know, it's a great way to push that change there. And I'm really excited, I'll be honest, what I'm really excited about if I look at what Merrim and his team are doing is they're just leveraging that digital core and truly taking the investments that the hyperscalers are making, the AWSs are making and leveraging them. So we're not making that investment, right? We're a capital-wide company, right? So we don't like making good capital investments, right? And we're taking advantage of the capital investments and we couldn't do that of the hyperscales. We couldn't do that without being there, right? We just couldn't do it. And maybe, John, if I can build on that. Sure. One of the things for me when I think about the cloud is I'm not alone, you know, because when you're in a data center, when you're running a data center, you're kind of on an island. And on that island, if you've got security issues, if you've got stuff you're dealing with with attackers, you know, you're kind of on an island, you're alone. Whereas in this world, I am where all the investment is, where all the security capabilities are being built, and I have partners that are there with us that help us when these situations come up. So for me, I'm very grateful that we pushed very hard in the beginning to get here, but I wouldn't have it any other way. Do you want to live outside the fort? Yeah. No, I don't exactly. I don't want to live outside the fort. There are a lot of bad guys out there right now. All right, so the journey is over. You got unpacked your bags and got comfortable, right? Hardly. So what has this done in terms of setting you up for your future plans? So I'll talk about a couple of different things and maybe you can build on it, Chris, from what you're seeing. For us, we got very good. And I hate the concept of just FinOps, but it's the way of being in the cloud. It's different than running a data center. And the way we think about building services, consuming services, allocating services, provisioning services, there's just so much more flexibility there that we can completely fine tune the service that we want to provide. That helps us from when we think about 360 degree value as we talk to our clients for ourselves to say, it also helps just simply on the sustainability agenda, right, because now as Amazon builds their capabilities to be more sustainable, those SKUs are available to us. We can naturally consume those SKUs much more effectively. And then the next thing to me, what I'm especially excited about is all the stuff we're doing around network. So pre COVID, 95% of our traffic was just straight to the internet because we had already finished the journey. So now what do you need a wide area network for anymore? If you're not routing traffic between data centers, what do you need it for? So we have been working with AWS, especially like building these cloud WAN type capabilities and consuming it. So think of consuming network same way as you do the cloud. So I'm excited about that one. Yeah, I'm super excited about that, right? Because networks at the core of everything you do, right? And there's always a lot of concern, hey, when I go to the cloud, my network costs are going to go up, right? But I think we've proven, right? Being able to, those costs can come down, right? And we can have a better experience, deal with the ebbs and flows of our business, whether it's people working from home, people working in the office, are the client sites. We've got that cloud-based backbone that we support. I mean, I agree 100%. I think you and your team have done a great job of cost management, cloud cost management, optimization. You didn't stop, right? You didn't just live after the migration on VMs, right? You went serverless, you went containerization. And that's kept our cloud bill going down, right? Versus going up, right? And I hear from a lot of customers concerned about cloud costs and that type of stuff, but you've proven, right? That you can keep it flat if not going down because you're using those customers. The sustainability is the other thing that I truly, I love, right? Is we're all trying to become a more sustainable organization. We're trying to help our clients become more sustainable organizations. And, you know, your ability to take on Graviton processors, right? Which use less power, right? Overnight, right? Or, hey, I'm using a serverless Lambda or whatever, right? And I'm not running that server. So you're able to show that sustainability gains very quickly, which you could not do, right? In just doing cloud-based migrations. Well, I tell you what I think is impressive is that you put your money where your mouth is, right? Is it that it's, and if I'm going to be a client, not to, you know, give you guys a pet on the back, you don't need it, you're doing great without me. But I'd say, you've been there, you've done that, and so I can learn from you. You understand my pain. You understand my reservations, my challenges, and you could be my headlights here. So, I think great approach, kudos to you and certainly wish you both success. And to your fourth and fifth appearances on theCUBE, we have slots tomorrow if you're available. So, maybe we'll fill it up and bring it back again. Guys, thanks for being here. I appreciate the time. I've been talking about Accenture. This is the first executive summit being sponsored by Accenture here at AWS re-invent 22. I'm John Walls, you're watching theCUBE, the leader in tech coverage.


From around the globe, it's theCUBE with digital coverage of AWS re-invent Executive Summit 2020 sponsored by Accenture and AWS. Welcome everyone to theCUBE's coverage of the Accenture Executive Summit, part of AWS re-invent. I'm your host, Rebecca Knight. Today, we're welcoming back to CUBE alum. We have Kishore Durk. He is the Accenture Senior Managing Director, Cloud First Global Services Lead. Welcome back to the show, Kishore. Thank you very much, Rebecca. Nice to meet you again. Nice to meet you again. And Tristan Morrill-Horsett, he is the Managing Director, Accenture Cloud First, North America Gross. Welcome back to you too, Tristan. Great to be back and great to see you again, Rebecca. Exactly. Even in this virtual format, it is good to see your faces. Today, we're going to be talking about Minav and Green Cloud Advisor capability. Kishore, I want to start with you. So Minav is a platform that is really celebrating its first year in existence. November 2019 is when Accenture introduced it, but it has new relevance in light of this global pandemic that we are all enduring and suffering through. Tell us a little bit about the Minav platform, what it is. Sure, Rebecca. We launched it in November 2019 and it is a cloud platform to help our clients navigate the complexity of cloud and cloud decisions to make it faster and obviously innovate in the cloud. With the increased relevance, and especially over the last few months with the impact of COVID crisis and the acceleration of digital transformation, we are seeing the transformation or the acceleration to cloud much faster. This platform that we're talking about has enabled 140 clients globally across different industries to identify the right cloud solution, navigate the complexity, provide a cloud-specific solution, simulate what our clients to meet their strategy business needs and the clients are loving it. I want to go to you now, Tristan. Tell us a little bit about how Minav works and how it helps companies make good cloud choices. Yeah, so Rebecca, we've talked about cloud is more than just infrastructure and that's what Minav tries to solve for. It really looks at a variety of variables including infrastructure, operating model and fundamentally what clients business outcomes our clients are looking for and identifies the optimal solution for what they need and we designed this to accelerate. We mentioned the pandemic, one of the big focus now is to accelerate. And so we work through a three-step process. The first is scanning and assessing our client's infrastructure, their data landscape, their application. Second, we use our automated artificial intelligent engine to interact with, we have a wide variety and library of collective cloud expertise and we look to recommend what is the enterprise architecture and solution. And then third, before we go live with our clients we look to simulate and test the scaled up model and this simulation gives our clients a way to see what cloud is going to look like, feel like and how it's going to transform their business before they go there. So tell us a little bit about that in real life now as a company, so many of people are working remotely having to collaborate not in real life. How is that helping them right now Tristan? So the pandemic has put a tremendous strain on systems because of the demand on those systems. And so we talk about resiliency. We also now need to collaborate across data across people, I think all of us are calling from a variety of different places where last year we were all at the big cube itself. And cloud technologies such as teams Zoom that we're leveraging now has fundamentally accelerated and clients are looking to onboard this for their capabilities. They're trying to accelerate their journey. They realize that now the cloud is what is going to become important for them to differentiate once we come out of the pandemic. And the ability to collaborate with their employees, their partners and their clients through these systems is becoming a true business differentiator for our clients. Kishore, I want to talk with you now about MyNabs multiple capabilities and helping clients design and navigate their cloud journeys. Tell us a little bit about the green cloud advisor capability and its significance particularly as so many companies are thinking more deeply and thoughtfully about sustainability. Yes, so since the launch of MyNab we continue to enhance capabilities for our clients. One of the significant capabilities that we have enabled is the green cloud advisor. Today, Rebecca, a lot of the businesses are more environmentally aware and are expanding efforts to decrease power consumption. And obviously carbon emissions and run a sustainable operations across every aspect of their enterprise. As a result, we're seeing an increasing trend in adoption of energy efficient infrastructure in the global market. And one of the things that we did a lot of research we found out is that there's an ability to influence our client's carbon footprint through a better cloud solution. And that's what green cloud advisor brings to us. In terms of a lot of the client conversations that you're seeing in Europe, North America and others lot of our clients are accelerating to a green cloud strategy to unlock greater financial, societal and environmental benefit through obviously cloud-based circular operations and sustainable products and services. That is something that we are enhancing MyNab and we are having active client discussions at this point of time. So Tristan, tell us a little bit about how this capability helps clients make greener decisions. Yeah, well, let's start about the investments from the client providers in renewable and sustainable energy. They have most of the hyperscalers today have been investing significantly on data centers that are running renewable energy. Some incredibly creative constructs on how to do that. And sustainability is therefore a key item of importance for the hyperscalers and also for our clients who now are looking for sustainable energy. And it turns out this marriage is now possible. How can we marry the green capabilities of the client providers with a sustainability agenda of our clients? And so what we look in the way the MyNab works is it looks at industry benchmarks and he evaluates our current clients capabilities in corporate footprint, leveraging their existing data centers. We then look to model from an end-to-end perspective how their journey to the cloud leveraging sustainable and data centers with renewable energy. We look at how their solution will look like and quantify carbon tax credits, improve a green index score and provide quantifiable green cloud capabilities and measurable outcomes to our client shareholders, stakeholders, clients and customers. And our green cloud advisor sustainability solutions already been implemented at three clients. And in many cases, in two cases, has helped them reduce the carbon footprint by up to 400% to migration from their existing data center to green cloud, very, very important item. That is remarkable. Now tell us a little bit about the kinds of clients. Is this more interesting to clients in Europe? Would you say that it's catching on in the United States? What is the breakdown that you're seeing right now? Sustainability is becoming such a global agenda and we're seeing our clients tie this and put this at board level agenda and requirements across the globe. Europe has specific constraints around data sovereignty, where they need their data in country, but from a greener sustainability agenda, we see clients across all our markets, North America, Europe and our growth markets adopt this and we have seen case studies in all three markets. Kishore, I want to bring you back into the conversation. Talk a little bit about how Minab ties into Accenture's cloud-first strategy. Your Accenture CEO, Julie Sweet, has talked about post-COVID leadership requiring every business to become a cloud-first business. Tell us a little bit about how this ethos is in Accenture and how you're sort of looking outward with it too. So, Rebecca, Minab is the launchpad to a cloud-first transformation for our clients. Accenture CEO, Julie Sweet shared that Accenture cloud-first and our substantial investment demonstrate our commitment and is delivering data value for our clients when they need it the most. And with the digital transformation requiring cloud at scale, we're seeing that in the post-COVID leadership, it requires that every business should become a cloud business and Minab helps them get there by evaluating the cloud landscape, navigating the complexity, modeling, architecting and simulating an optimal cloud solution for our client. And as Tristan was sharing, a greener cloud. So Tristan, talk a little bit more about some of the real-life use cases in terms of what are we, what are clients seeing, what are the results that they're having? Yes, thank you, Rebecca. I would say two key things, right, around Minab. The first is the iterative process. Clients don't want to wait until they get started. They want to get started and see what their journey is going to look like. And the second is fundamental acceleration. The pandemic, as we talked about, has accelerated the need to move to cloud very quickly and Minab is there to do that. So how do we do that? First is generating the business cases. Clients need to know in many cases that they have a business case. And by business case, we talk about the financial benefits as well as the business outcomes, the green cloud impact sustainability impact. With Minab, we can build initial recommendations using a basic understanding of their environment and benchmarks in weeks versus month with indicative value savings in the millions of dollars arranges. So for example, very recently we worked with a global oil and gas company and in only two weeks, we're able to provide an indicative savings for $27 million over five years. This enabled the client to get started knowing that there is a business case benefit and then iterate on it. And this iteration is I would say the second point that is particularly important with Minab that we've seen impact the clients which is any journey starts with an understanding of what is the application landscape and what are we trying to do with those? These initial assessments that used to take six to eight weeks are now taking anywhere from two to four weeks. So we're seeing a 40 to 50% reduction in the initial assessment which gets clients started in their journey. And then finally, we've had discussions with all of the hyperscalers to help partner with Accenture and leverage Minab to prepare their detailed business case module as they're going to clients and as they're accelerating the clients journey. So real results, real acceleration and is there a journey to have a business case and furthermore accelerating the journey once we are by giving the ability to work an iterative approach. I mean, it sounds as though that the company that clients and employees are sort of saying this is an amazing time savings. Look at what I can do here in so much in a condensed amount of time. But in terms of getting everyone on board one of the things we talked about last time we met Tristan was just how much how one of the obstacles is getting people to sign on and the new technologies and new platforms those are often the obstacles and struggles that companies face. Have you found that at all? Or what is sort of the feedback that you're getting from employee? Sorry Rebecca. Yes, clearly there are always obstacles to a cloud journey. If there weren't obstacles all our clients would be already fully in the cloud. What mankind gives the ability is to navigate through those to start quickly. And then as we identify obstacles we can simulate what things are going to look like. We can continue with certain parts of the journey while we deal with that obstacle. And it's a fundamental accelerator whereas in the past one obstacle would prevent a client from starting. We can now start address the obstacles one at a time while continuing and accelerating the cloud journey. That is the fundamental difference. Kishore, I want to give you the final word here. Tell us a little bit about what is next for Accenture Minav and what we'll be discussing next year at the Accenture Executive Summit. So Rebecca, we are continuously evolving with our client needs and reinventing for the future. For Minav's Green Cloud Advisor our plan is to help our clients reduce carbon footprint and again migrate to a greener cloud. And additionally, we're looking at two capabilities which includes sovereign cloud advisor with clients especially in Europe and others are under pressure to meet stringent data norms that Tristan was talking about and the sovereign cloud advisor helps organization to create an architecture cloud architecture that complies with the green I would say the data sovereignty norms that is out there. The other element is around data to cloud we are seeing massive migration for a lot of the data to cloud and there's a lot of migration hurdles that come within that. We have expanded Minav to support assessment capabilities for assessing applications, infrastructure but also covering the entire estate including data and the code level to determine the right cloud solution. So we are pushing the boundaries on what Minav can do with Minav you've created the ability to take the guesswork out of cloud navigate the complexity we are lowering risk costs and we are achieving client strategy business objectives while building a sustainable earth with green cloud. Any platform that can take some of the guesswork out of the future I'm on board with. Thank you so much Tristan and Kishore this has been a great conversation. Thank you Rebecca. Thank you Rebecca. Stay tuned for more of the cubes coverage of the Accenture Executive Summit. I'm Rebecca Knight.


Everybody forced here up in six box NBA make sure 2223 Don Russo hobby prism draft hobby in choice number eight find these results any time Elite sports cards calm on the results tab Let's get started everybody. I'll drop the personals or not the personals, but the results like and chat and once again Apologies, we only had one box of Don Russo in the shop Our inventory was off the break was already listed spots had come in We're doing to elite in place of one of the Don Russo's so you get an extra box in the break the value goes up in the break Everyone pays the same price. We take down when that's on us Thank you for your understanding. We'll start with the prism drafts Zimbabwe Mojo Then collegiate rules if they're currently playing in the NBA it goes to current team if they are retired or A free agent whatever maybe they will go to longest tenure. So Kevin Durant cards are gonna go to the Suns Charles Barkley Sixers if there's any in here and then obviously Anyone that's currently playing goes their currency We get retired as long as tenure Silver rookie tie-tie Washington junior rookie a Red Anthony black auto number to 199 red black. She's still in Arkansas. Yeah, that is our end all the end She's still in Arkansas hyper Brandon Ingram Blue wave rookie jinn hardy nice color match for the Mavericks 249 the blue prism rookie of Marjahn Bochamp for the the Bucks He's got some promise right there to 199 Did he strike out or something Kyle? What happens? Slover kid cunning amp for the pistons with a red auto of Paul Atkinson jr. It's 199. Well Atkinson jr. He Plays overseas. I believe he's never in the NBA That's gonna be granted all the ends hyper Jalen Brown snakeskin rookie Jalen Williams thunder Whitehead wide-screen Oh, no, honey.  Wait current team capital city go-go It's capitals just for make sure not capitals. That's washington of the wizards I said the other I said a hockey team in the same state That goes uh, that goes uh wizards hyper tie tie blue McGowan's rookie for the Hornets to 199 Come on. Let's see a monster here silver rookie max christie lakers with the A Sasha Stefanovich blue ice auto Number to 75 Sasha Stefanovich Goes spurs unless the fond of itch spurs Plain summer league with them hypercade Purple ice random rookie spurs number to 149 All right, donnie go ahead. So the magic of wizards Let's just say hypothetically we're in hogwarts. Who would perform better? The most magical teams Silver deer and fox for the kings tie tie washington jr mojo auto rockets number six of 25 Hyper rookie nemmar to the pacers blue wave dale and terry bulls To 249 other blue marge on bow champ to 199 again for the bucks Marge on bow champ That's how kyle and I say it Is it Silver rookie jane and ivy for the pistons It seems like the game was set up for it and then they kind of like just like ah, no No, we let's just let's just not do anything to get the game out kind of thing Silver ivy focus on other things Which isn't a terrible idea games no one's going to complain that at the dlc red trint frazier auto to 199 for the uh the aline i there place for strawsborg But Yeah, no mba affiliation ran to all at the end Hyper kairi another snakeskin here rookie dice and tangels. There you go pelicans nice dice on Slower all the depot on the throwback Would you pay ten dollars for footage? Sure Sliver rookie kellyb hueson I would probably wait to see what what people say about it for joining me on that's really like flying by it That'd be a smart way to do it like oh, this is fun if we give you like another 10 fun hours. I'm like, all right, cool. I'm there That's fine Sliver rookie kellyb hueson for the uh magic there hyper vintns. It would chew clue auto It would chew clue Still a usc random to everybody at the end hyper deer and fox Blue kawaii liner goes to the clippers To 199 silver pat ewing Got a blue auto it's a weird Auto's a little boat up there jordan bohanan Jordan bohanan You said it's jordan bohanan 1997 Yeah Iowa wolves would be timber wolves timber wolves on that one hyper rookie jaden ivy Purple ice ron harper jr rookie to 149 Last spot an nc y'all Last spot it's your choice now of prism draft I could see a legal fighting a an ai at the uh At the national rookie silver christian brown for the nuggets silver cream of dual gibbar a red choice auto of germaine samuels to 88 fort wane mad ants going paces Got rated prospect kalal wear red rookie shade on sharp. That's to 88. There you go, uh blazers Kaloko harper and doran Put this one with the those so i can do the All like prospect cars or whatever You guys know what the g stands for in gily? Oh, no Oh, no, I don't know Silver rookie jalen doran pistons silver dwayne wade There he is There he is duke blue devil palo band caro auto Magic red choice 12 of 88 get that one. Of course. You got jake laravia Payton watson rookie to 88 For the nuggets Part of the where they cut the card Bill russell mark williams and james harden Let's do you let's do donner's and we'll finish up with elite Stands for gatorade by the way Is it yeah, I don't know that because I guess it was called for it Yeah, it was called dealie at the developmental league. Yeah, and the gator was like, hey, we want to own it But yeah, it's called glee they're like Like all right. You've got money, right? But yeah, we're gatorade Some people just some regular sports drink But they love it So i'm just gonna jump past all the vets all gonna ship I just want to jump past it get to the good stuff here shade on sharp press refraining rookie blazers Nice one there dyson daniels rated rookie basketball at 75 pelicans Good start to this box rookies of palo bochamp Jaylin williams This is terrible donnie. I know right? Well, now it's end of the eight. So red sox last three outs coming up here Press fruit brandon clark. We got bradley biel wizards hollow laser to 149 purple net marvel as damien lillard blazers Got sohan kaloko matherin tie tie. We'll be topping monta morris wizards purple press proof to 199 rannum williams press for xyre williams magic johnson press for for the lakers net marvel's john marantz purple craftsman lebron james lakers swiney dang shade on sharp and chet holmgren middleton anthony edwards net marvel's diamonds Nice from minnesota christian brown a.j. griffin e.j. ladelle max christie rated rookie press proof lakers Palo ban carol rated rookie blue laser to 49 Color match to go along with the prism draft auto whole leekow collin h No more no more that song. No, we're just gonna tank now for eliminated purple production line Steph curry warriors jade and hardy Daniels nem hard jabari smith They're winning in the break for us. Let's give them a press proof giddy The monos a bonus red laser numbered to 99 with the kings Got walker kessler, whichever keels jail and williams They're winning the break. Wow. He's so much relief as a fan. What? Anthony Edwards press proof for the press proof crunch time Zion purple shack press proof on the throwback Keegan Murray A couple more packs you're still looking for an auto and thawne russe Magic killed it. I wish I could get the magic and breaks Dude collecting collecting young magic players. Not easy right now Not easy. Look at this J dub next day Thunder with a big hit We'll get that mad for you. Okay, see matthew m That's huge too. Press proof din witty. We got gary trint jr Press proof purple to 199 raptors Jalen doran kennedy chandler. That'll do. What a box press proof of coro basketball parallel to 75 is George's knee hang for the for the 76ers purple crunch time john rance agh bhaji jaden ivy Kenneth lotton went for 40 yesterday Oh boy, not looking good. I'm good. Donnie. Not looking good. Are you changing now or? I want to watch them lose That's the spirit See him lose Donny Donnie's favorite song thunder. Yep. Only because you guys say so Jamal Murray to 99 nuggets on the blue.  Yeah, that's the one thing vaughn is like if your team is getting worked at least it's usually a quick game now What's the longest wing is freaking baseball? What is that? That's a good question orange kevin dorant with nets. I don't know it. It's like 20 some odd games There is a class of 2022 rookie auto malachi random spurs. It's a nice hit Always good to get some random ink And oakland and o2 had the the 21 or 22 win streak. I don't know if that's the record though Kamenka blue 99 for the uh for the warriors rookie orange keegan murray kings orange deer and fox kings power formulas John moran spellbound for the guris lee's 1916 new york giants won 26 games in a row So live ball area would be the a's i believe jaylon green clarity trevor keels for the nicks rookie Oh, yeah cleveland did have that long win streak in 2017 orange de rose nicks tanon power formulas orange evin moblie cavaliers Jason the jet terry turn of the century auto mavericks. Yeah, definitely not a walk off It didn't take you guys that long to get her on Hey, the red sox will score tomorrow Derek rose the 99 nicks orange rookie dayland terry for chicago orange power formulas Kyrie everything for the nets anthony everett spellbound tea wolves clippers kawai elite deck rookie jayden hearty mavericks orange macalbridge's sons so kairi inserts Well, I see a big pen pass here. Come on orange yannis bucks turn of the century auto chris mullen for the warriors purple rudigo bear to 49 for the grizzlies or sorry tea wolves tea wolves go bear tea. Let's go bear Can't wait to see how many points he puts up in the in the play and oh Wait Oh, there are the play in The go bears not playing in the play in because he punches teammate. Whoa during the game yesterday Uh star saddus edwards tea wolves Oh, it's only good tea. They were just like they're like argon on the bench orange power formulas, terry's haliburton paces Steph curry, uh Spell bounce Larry bird back to the future celtics What's up dylan? What's up rob? Sohan rookie spurs orange call anthony magic trey young spellbound for the hawks orange demulmury nuggets and turn of the century auto j rich warriors jason richardson Let's do a recap And after the randoms we'll do a recap So many And tea is sold out. That's awesome Oh, so top five spots here. We'll go in this order uh anthony black paul adkinson jr trend phraser vintyte wachukwu and then the fifth spot is going to be all non-auto like prospect cards or like all non-auto non-nba cards essentially All right top five spots there in the random. Good luck everybody two and one three times getting top five one two and three Got wizards Grizzlies Let's show everything we'll go through it So wizards then grizzlies the third one is the rockets bulls And then pelicans get all the non non-nba cards with no autos got them Yeah pelicans last one Recap we got jason richerson chris mullen jason terry malachi brannam Jermaine samuels jordan bohanan tai tai washington jr. Sasha stafanovich travian williams Jalen williams on the next day of rookie auto for the thunder red choice auto to 88 paliban caro magic and blue laser rated rookie paliban caro to 49 magic Big cards. Thanks again everybody moving on


Hello, I'm Rear Admiral Kevin Slates, Director of the Navy's Energy and Environmental Readiness Division. Today, the Navy releases the final Environmental Impact Statements that will allow us to continue training and testing in the waters off the Atlantic and Pacific Coast, Hawaii, and in the Gulf of Mexico. This is a major milestone in our mission of operating forward to keep the Global Commons open and accessible while respecting the environment. Many adversaries have modern, quiet submarines that can pose serious threats to the lawful use of the sea, the global economy, and the safety of our forces. Active Sonar is the most effective means available today to detect, track, and target submarines and other threats. While we use simulators and simulation for some training, Active Sonar operation and underwater explosive ordinance handling are perishable skills that require training at sea under realistic conditions. Newly developed systems and ordinance must also be tested in the same conditions under which they will be used and employed. The best available science in more than 60 years of similar training and testing demonstrate that our proposed activities will continue to have minimal effects on marine mammal populations. We've coordinated with regulatory agencies and adopted standard operating procedures to protect marine species and the environment wherever possible, such as the use of trained lookouts to avoid marine mammals while underway and reducing or halting sonar if marine mammals are seen within certain safety zones. With the care and diligence of sailors like you, we've been able to protect marine life without jeopardizing our ability to conduct essential training and testing. For years, the Navy has partnered with universities and researchers around the world to study marine animals and to share that information. As we learn more, we will keep working with regulators to refine and improve our analysis and our protective measures so we can continue to train and test. Thank you for what you do on a daily basis to ensure that we remain ready and are good stewards of the environment.