a very good afternoon to all our attendees. We are here at the next episode of Resilience series, showcasing the resilience of some of our EV manufacturing players. And today, we have with us three interesting players from the industry. We have Raja Gayam, founder and CEO of Gayam Motors. We have Indra Veer Singh of EVH and we have Deepak M.V. from founder of Ethrio Motors. Thank you gentlemen for joining us today at this afternoon. And today we are going to discuss about the new policy which has come in place about India declaring its intention to make all your vehicles electric by 2030 and how these manufacturers are making the difference in this space. We all know electric vehicles have created a lot of buzz over the last few years with air pollution and climate change becoming burgeoning environmental problems. It has become imperative to come up with sustainable environment friendly solutions for public and private transportation. Additionally, PM Narendra Modi led government's aspirational goal of selling only electric vehicles by 2030 with a large percentage of EVs on the road has paved the way for EV companies in India today. So today these companies are not just determined to fly, just fly the Atman-Irbar Bharat flag. They are also going to see India as an exporter of EVs in the coming years. So welcome gentlemen. I am happy to hear your thoughts about the growing ecosystem in this space. Thank you for joining us today. So we will first start with you, Raja, talking about your journey in the EV space. How much time you have spent, your idea of taking the company global, if you could give us a brief. So we are an electric mobility company based out of Hyderabad. So our primary product is an electric freewheeler. Our customers mostly include last mile delivery services like transporters of Amazon, BigBasket, Flipkart, Delhivery, all the last mile delivery service companies. And most of these companies are shifting to electric because it makes economic sense in addition to being environmentally friendly for them to make the switch to electric vehicles. And so last few years it was mostly pilots and deployments in one or two cities. So now we are expanding to multiple cities with the same clients. In addition to this, we also started exporting our products to countries like UK, France, Portugal, Japan, Lebanon and Uganda as well. So there is a significant market in the electric freewheeler space. So when we produced our vehicles, it was mostly for the developing countries. But we are surprisingly seeing a lot of traction coming in from developed countries who also require an efficient means of last mile delivery. So that is our current progress in terms of deployments. And in future we are planning to deploy our vehicles throughout the country. Okay, great. So in the week, if you could give us a brief about the state at what stage the startup is in right now. In the week, can you hear us? I think there are some connectivity issues at the end. So coming back to you, you have plans to take the company's operations to UK and Europe. So tell us about the international expansion plans. And like you mentioned that it's not just developing countries which are opening up to the developed market also, who are taking this forward. So how has been the experience like if we compare developing and developed countries both? So when we produced our product, it was primarily for developing countries, countries like India, Bangladesh, Ethiopia, Indonesia. So prior to coming into electric freewheeler, we had the experience in the freewheeler segment petrol and C&J freewheeler segment that we exported some of these vehicles to countries like Bangladesh, Indonesia, Ethiopia. So based on that market feedback, we realized that the petrol or C&J segment is a pretty saturated segment and we took a conscious decision to get into the electric vehicle segment where we believed that we have a chance of becoming a market leader in that segment. So this was around 2014 also, we took this decision and there were two parts that we could take. So the first one was getting into the E-Rickshaw segment, which is dominated by mostly Chinese companies. Second is getting into an electric freewheeler segment that you can create your own market and try to replace the traditional auto rickshaws which are Bajaj or Piajio diesel vehicles as well as petrol freewheelers. So with that in mind, we set out producing a vehicle which was meeting the customer requirements. They wanted a vehicle which had speeds of about 55 kilometers per hour. They wanted vehicle which could accelerate from 0 to 30 in about six seconds or so. So with that feedback, we produced an electric freewheeler that was meeting the customer requirements. But what we realized was at that point of time, we used to import most of the components. The issue was we didn't have control over the warranty as well as price of those components. So we started indigenizing the components one by one. And by 2016 also, we had a product which was meeting the customer requirements as well as which was in the price point where we could sell these vehicles in mass. So we approached some of the last mile delivery companies because it was much more easier for us to get into that segment and also it was easier to set up charging and stopping infrastructure. So our first customer was big basket. So once that happened, people started seeing our vehicles on the road and other customers also started adapting our vehicles. Apparently, we had inquiries from various locations like Uganda, Japan from the UK and Europe. So we recently got our product certified for Europe as well. So now we have been able to expand to multiple locations and during the pandemic that was extremely helpful because if there was one particular area where we were seeing a lot of demand, it was coming in from Europe because financing and all are a started problem there. And that was helpful for us during the time of pandemic. Interesting. So I think Deepak has also joined us. Deepak, can you hear us? Yeah, I can hear you. Yeah. Hi, Deepak. So Deepak, if you could introduce our to our audience about the growth of ATRIO in the last few years and where do you stand currently in the ecosystem? Thanks, Munita. So ATRIO started in 2017 and we started with a different model. So ATRIO is not a typical EV company. 2017 is when we started and we started with a conversion of an ice vehicle. So essentially, we started by taking an existing ice vehicle. In this case, it was a Maluti Alto, which we took in 2017 and successfully made it into fully electric, got a certification from ARAI and pioneered the space of how do you, you know, in a standardized, organized way, how do you create a conversion of the existing ice vehicle? So that's how ATRIO started from being a conversion expert. Of course, you know, as a startup, we also had our big learnings where we maybe, you know, where we began with a passenger car segment and we converted Alto, Wagoner, Desire and also introduced these vehicles in the market. And this was a time when we were the third company after Tata's and Mahindra's to put a certified electric car on the road. And but when we introduced, we understood that passenger car EV adoption is going to take some time. There were various challenges. And that's where we shifted our focus sharply and took various strategic decisions to focus on the intracity logistic segment. And we then picked up a Tata Ace, the successful Tata Ace. So we picked up Tata Ace, made it into electric.  Today, this vehicle is running across the e-commerce logistics ecosystem. It runs across five cities with all the major e-commerce players like Amazon, BigPass, Cape, Flipkart, IKEA and so on and so forth. And this success essentially helped us in creating the next level of growth for us by foring into the new electric vehicle space. So while we started as a conversion expert, today we have transformed into also a creator of new electric vehicles. And we are in the process of launching new electric vehicles in three wheelers and electric bikes in the coming few months, by cycles in the coming few months. Okay. So that's been the only manufactured by you. Yeah. So what we did is today, we have a portfolio of vehicles right from a 75 kg to a 700 kg payload. So this gives us a portfolio of EVs, which are tailor made for the intracity logistic segment. And this is what we are bringing in our focus is to electrify intracity logistics. And today in the B2B space, we work with all the majors. And we are taking this story forward to now introduce our new electric vehicles in three wheeler space and by cycle space. So that's where we are as an organization. So I think Indavir has also logged in. Can you hear us, Indavir, now? Yes, yes, hi. Okay. So Indavir, if you could give us, give our audience a brief about what the company does and where it is right now in the growth segment. Yeah, hi. So EVH started off 2014. You know, we have been a poorly mobility tech company. Our focus is on creating technologies and, you know, all of our genesis is currently to create a strong research and development setup. And that's what we did over the last five years. And in that frame, you know, we were able to put together a great team of aerospace engineers working for us and create a structure which is lightweight height. And now as we move forward, we are closing in on our product launch in the next couple of months. For the 40 electric vehicles, you know, our focus, that's what we have been up to. It has taken us, you know, six to seven years to develop this particular vehicle. We are proud of the technology and that's what we have developed. Everything has been poorly developed in the last couple of months. And that makes us as EVH a very unique proposition because perhaps in the larger part of Southeast Asia, having such a, you know, scope of technologies and products which are ground built in the market. So Raja, my question is to all three of you, when we talk about the outlook for EVH space, has it changed post COVID-19? What are your thoughts on that? So I think COVID has accelerated the adoption of EV in some of the countries, especially Europe. We see a lot of demand coming in post COVID compared to the situation that existed pre COVID. The number of orders has increased. The only issue was there was disruption in terms of production due to supply chain issues that we face during the pandemic. But post that, we see a lot of demand coming in, mostly in the last mile delivery space, because that is one space where it is proven that it is economically cheaper to operate an electric vehicle compared to a petrol or diesel vehicle. Okay, sure. Yeah, so Puneetha, you need to take a step back and understand the adoption of EVs is a subset of some a lot of technology convergences that are taking together. And I believe it is the right time this next two to three years when we will see mass adoption of EVs globally. One side, we have the consumer behavior that is changing and which has been shot forward because of COVID because people millennials first time saw blue skies during the pandemic. So that has given rise and the millennials Gen Y, Gen Z now have a mindset to go clean and sustainable. So that is the consumer behavior changing. Apart from that, the battery packs are going to get more economical as we move forward. Technology is evolving at a very fast pace. We are akin to what the smartphone era was when the ICT convergence has happened in the mid 2000s. We are in the same era for electric mobility. And we'll see the battery prices coming down, electric motors becoming more and more efficient, control engineering and other engineering aspects are getting more and more solvable, which makes putting a vehicle together far more easier. And you know, it's going to help, you know, propel the affordability of EV. Until five years back, the only EV we had was $75,000 Model S, you know, or $100,000 Model X, you know, so which is changing and the results are there to be seen globally. You see Volkswagen is coming in with the ID for and the trend has changed. Instead of going from, you know, high performance ultra luxury cars, they're going to the affordable segment. That's what they're targeting with the new EVs. You know, so, so these technological convergences, plus the the COVID factor, the pandemic, of course, supply chain will be issue at least next three, four months still, it'll take some time to stabilize. But once that happens, I think we are in the era of smartphones, you know, for EVs.  That that's my view on this. So according to you, the consumer is also starting to wake up to the distribution that vehicle electrification is going to bring about. Yes, yes. So Deepak, what are your thoughts on it? Yeah, so, I think, taking forward with what we said is that, specifically on the India story, I would like to highlight that TV has been a buzzword for long.  There were multiple bottlenecks. I think with COVID happening, and suddenly, you know, the whole action kind of seizing. And now when we see the new reality emerging, we definitely see that EV is definite is is there now, the movement of reality is has started for the country. I say that because of two factors, like in the reset one on the consumer side, the customer side. Of course, when I talk about EVs, we have to be very conscious that EV adoption story is going to be segmental. In terms of you need to look at different segments to see which segment will grow faster, which will be the who will be the for them in terms of EV adoption. So is it going to be passenger car? Perhaps not passenger car. If you see the penetration till last year, it was still, I think 0.5 or 0.5 below a 1% level. If you look at two wheelers, it is slightly above 1% or in and growing faster. Now, if you look at three willers, informal figures, because three willers, we have a very strange market in India where electric three willers have informally overtaken the, the ice or the normal market of three willers in the country. So what I'm saying is on one side, we see different kind of segments having a different kind of pace in terms of EV adoption. On the other side, we see the customers. So for example, Raja was talking about the e-commerce segment. So e-commerce today the mandates of the Amazons or the flip cards of the world, the big baskets of the world is very significant. The basket already has a flip which is electrification of their fleet is beyond the 10%. Amazon handmade firm commitments, flip card is very easy because we work with all of them. So you see action thickening in terms of intracity logistics, whether it is a cargo three wheeler or a four wheeler. So you are seeing consumers, customers, whether it's business customers, whether it is a retail customer slowly coming to the EV world now. On the other side, like has been mentioned earlier, we already see the total cost of ownership because see the EV story is going to only take off if the product in terms of our technology competence in terms of reliability in terms of the total cost of ownership for the end consumer, whether it's a business customer or a retail customer. So the total cost of ownership competitiveness is significantly increasing with diesel prices going up on one side, BS6 being expensive on on the other side, the battery prices coming down, localization happening, India emerging as a manufacturing center slowly and it will take some time, take a long time. But India is slightly now slowly emerging. So all these factors along with the government support, we see definitely the, you know, the balance is tilting towards EVs in some segments where these segments, EVs will become a market leader in these segments. Three wheeler is going to be a four wheeler in here. So according to you, I mean, when we compare the kind of auto wheelers, whether it's three wheeler, two wheeler or four wheeler, three wheeler is the ones which is going to rule the space. Definitely, if you see the metric, if I say the ratio of normal vehicles versus EV vehicles or EV as a percentage of the total market in that segment, three wheelers will be the leader without a doubt. Okay, so Raja and Inder, do you buy into that? Yeah, so, you know, Deepak already mentioned that there is traction on the three wheeler front and you cannot deny the fact, you know, however, a contrary view that we have is, as an industry in India, we don't have reliable four wheelers on road. So it's going to be a coexistence of all the vehicle segments that will work out. At some places, they're going to be the two wheelers that are going to be more cost efficient. And we need to understand, we are in the logistic sector. The factor over here would be cost per delay. So, you know, there would be a system of data, you know, and we have put our money on a four-wheel, so we definitely believe there is a vacuum in this particular second in and there are decent volumes to to offset that off, you know, if you look at the small commercial vehicle segment, it's almost a half a million vehicle market in India right now. Electrifying that market is a huge opportunity. And just to add to what Induvi said, in fact, that's exactly the opportunity which we latched on to, I mean, of course, Induvi and EVH is doing it in a altogether different level and scale. What we did is we took the most successful product of this segment that is and electrified it even before the OEMs could do that and bring in. So today, in the electric small truck segment, you know, we have perhaps the maximum number of vehicles running across the country. And that's where Induvi is very right that this segment has the potential to also explore going forward. Yeah. Rajav, which segment according to you is going to see the maximum traction? I'm in the segment which we always knew that it would see the maximum traction. So we started off in 2016 with our product and we see that everyone is moving towards this segment at this point of time. So that validates our belief that was there about five, six years ago. And since we were an early player in that segment, we have been able to indigenize most of the technologies and bring it to a price point and performance level, where it makes economic sense and as well as we are able to provide a durable product to most of our customers. So three wheeler is the segment we would continue to be in. Okay, okay. So coming to the manufacturing side of it, since all three of you know a lot about the space and already into it. So has the manufacturing process changed? I mean, is it now more robotized? Or has it simplified requiring less labor? Give us some insight into that. Uh, so automation is is a phase wise thing that we have taken up. So compared to when we started off, there is a bit of automation, semi automation that we have done so that the dependence on dependence on the problem with people is some sometimes they are available, sometimes they are not and a lot of things affect your production. So you want to move your supply chain available supply chain availability from dependence on people to more of a process oriented kind of mechanism. So going forward, I think there will be a lot more automation, but when it comes to testing and the tuning of the vehicle, I think there is human dependence and it'll continue to be that way for at least the next five to 10 years. Okay. Okay. Sure. So in the video, do you think is it gonna create much more jobs or is it gonna be more robotized? I think, you know, I have a pretty much different approach to manufacturing as compared to a standard we, you know, and that's what makes EVH different as a company. We didn't only spend time making the vehicle, we have spent a lot of time on the processes as well. So that's a bit about what we are doing. It's different. We need to understand that the approach to buying vehicles is going to change. It is already there. We pride in ourselves of having co created our vehicles with our customers, you know, the trend currently is you have a single platform mass manufacture it and hope that with volumes with scale comes economies of scale, you know, that's the whole price of automotive manufacturing till now, you know, you see the big three they make numbers annually, which is equivalent to India's car production. There's just a single model selling. So that is the whole premise of how automotive industry works, you know, but we need to understand and that's what we learned over two years. We just did not research on what the vehicle will do, what the technology will do. We also put the center of our company as the consumer, the customer, you know, we have the fleet operator on one end, and then the end end user, you know, which could be, you know, digital commerce platforms, you know, FMCG companies. And when you analyze the requirement of each of them, it will be separate. Somebody supplying white goods would need a different set of vehicles. Somebody supplying consumer products, they would be different on the digital platforms would have a different requirement, you know, and that suffices all these needs. So it's a trade off for the customers. And customers these days are more demanding. They would need highly customizable vehicles as we move forward, you know, and our focus is to create one by design a platform which is highly modular to focus on creating micro factories, which can create agile manufacturing systems. And that's a India first, we are bringing our batch sizes one on our production lines, you know, and you know, so so create micro factories which will have small number of semi automated operations with highly skilled manpower. The auto plants of the past used to run into customers for each customer. So that is the future of manufacturing. Okay, I tried. Is this better now? Hello. Is this better? Yeah. Yeah. So the point I'm trying to make is customers who need highly customized products in the future. And we need to create agile manufacturing systems. And that's what we are creating. We are trying to create small micro factories, where we'll have semi automated operations, small number of people with highly skilled process operations, you know, that is what our take on manufacturing is. And this is set to change. And I can spend more time one, you know, because that's what we do essentially. But, you know, the old model of mass manufacturing is going to change in a huge way. And Corona only helped us. I think we lost in the week's voice in between. He has finished, I think. Yeah. So Deepak coming to you, what are your thoughts? Am I audible? Yeah. So Deepak coming to you, I mean, when we compare the automation versus having jobs and manual requirements in this space, what are your views on this? So I would subscribe to what Indra we said earlier, I think that's the philosophy which is there internally in terms of one in terms of see automation versus manual is definitely a question where as the industry evolves as the organization evolves. So for example, for us as you do, we started with assembly, we have gone into manufacturing today, we are looking at a, you know, spread out manufacturing process, we work very closely with our vendors. And we are looking at having this kind of a micro factory concept, not not when we are not implemented yet. But we definitely today have our manufacturing facilities spread across south and north of the country. So we also want to be closer to the customer, we want to bring down the cost, we want to optimize it, we want to make it a modular manufacturing process. So those are the basic principles on which we are building a manufacturing capability as we go forward. The second thing I think what in the we want in the wheel wonderfully mentioned is TVs, unlike ice, I think needs a fundamentally customer centric mindset more deeply integrated into the design of the product. So that's where you know, let me talk about our ELCV, which is based on the data ace. So when we build a product, this product could do a range of 150 kilometers or so. And that's when we realize and the cost of the vehicle was also because you understand that the range is also a determinant or decided by the battery you have in the vehicle, especially in a fixed battery kind of a system. We realized that we had given customers something they didn't need a typical e-commerce logistics players today are running our vehicles for 60 to 70 kilometers. So we realized either we tell the customers to kind of increase the usage by deploying the vehicle twice, or we build a variant where the back the range is brought down and optimized. And the vehicle cost is also optimized to suit the needs of the customer. So this is where we are creating products which are heavily customized to the ground level application, whether it's a three wheeler, whether it's a retrofitted ELCV. So the idea behind us to create products which are more tailor made for the application, then that's where the real success for the because unlike a diesel vehicle, or a typical ice vehicle, you can go anywhere and refuel. Even the cost optimization, the convenience to the customer and the entire ecosystem enablement is very critical. The other part about manufacturing is today many organizations are moving towards in-house manufacturing of the company. So right from, you know, a few years back where everything like Raja mentioned earlier, mostly the components were imported from other geographies. And today, we are looking at indignation. And I think I'm very happy to share that majority of the industry is moving towards 100% localization. Of course, there are some elements, some elements which still India has a long way to go to localize like the self manufacturing. That's where we are seeing the initial action. But otherwise, it is definitely a move towards from importing from sourcing to locally sourcing, and now to internally or in-house manufacturing. So that's also a trend which will create larger organizations, larger OEMs, and create finally a product which will be tailor made for the, you know, the customers. So as we carry on with our discussion, we're getting a lot of audience questions here, and as well as Facebook live. So one of the initial questions we have got from Deepak Yadav is if Aitriyo is looking for any kind of franchising or distributorship? Yeah, so that's a wonderful question to us because while we have started right now with the B2B model, our B2B model where we are directly dealing with our customers and selling or leasing the vehicles directly to the customers. Going forward right now, in fact, we are in the process of finalizing dealerships, we are scouting dealerships across key states in North and South of India. So we are looking at our dealer channel where we will be placing our products, whether it's a new electric three wheeler or a converted EELCV or electric bicycle. So we're looking at dealerships across the country. Yes. What's the distribution model for you, Raja and Indavir? Sorry, I couldn't hear you. What's the distribution model you are following at Gaia Motors? The distribution model at Gaia Motors? I think Raja's video has pleased Indavir if you could share. Yeah, am I audible? Yeah. Okay. So fundamentally, a lot of things are changing. Consumer behaviors are changing again. You know, distribution ship will also change. So we will not have traditional distributors or dealer partners, which is a traditional model, you know, we are trying to create a hybrid structure so that we can optimize the value that is created for each distributor. And this is the biggest problem in the current slowdown, you know, the viability of dealers has become a big question mark. Even for the traditional ways, you know, they are moving systems, policies so that they can support the distributors. So that would be a big change that is expected in how vehicles are distributed and retailed in the coming few years. We're trying to create a quasi distribution structure, you know, and we are still working on how to optimize it and create value for our channel partners, you know. So that's what we are looking at as a company. Raja, are you back? Can you hear us now? Okay, we'll move to the next question from Mr. Manoj Kumar. So Manoj is asking what is the future of PCS and swapping stations in India and how you take that Tesla coming to India in 2021, where Alon has confirmed, will that disturb the Indian market here for India made EVs? Swapping stations are the way forward, especially in the passenger segment where there is the driver's travel usually anywhere between 60 to 50 kilometers on a daily basis. And that could be a huge step forward in basically enabling mass adoption of electric vehicles. So to be extremely frank, Tesla is welcome here. The only thing is they are in a completely different segment. They started off with luxury cars and then started coming down into the coming down in the pyramid. India poses a lot of challenges. So when you look at companies like Ford or GM, which are usually successful in many countries, but they have faced a lot of issues in India. So they'll have to probably get used to the Indian market as well as the way of working here. And we wish them all the success so that we see more electric vehicles on board. In terms of threat to us, I don't think Tesla has any plans of getting into the three-wheeler segment. So they are mostly focused on cars. And even if they do, I think we have a robust product right now that can easily compete with the best available three-wheelers in the world. Another interesting question we have from someone asking, is a retrofit with cost around 7.5 lakh and a new 3W around 3 and a new Tata is at 7 lakh. Do you think retrofit will fly in the logistics sector at this price point? What's the ideal TCO benefit you intend to give to your clients? But you want to take this up? I'll take this up because we are doing that. We are doing already this retrofitted in the LCV. About how does this make sense if a vehicle today is launched at 7.75 lakhs, whereas a new vehicle is available for a lesser price. So retrofitment, first of all, I would like to talk about retrofitment as a contributor to electrification for the country in two ways. One is because we are decarbonizing the environment but also decongesting the roads. So retrofitment, definitely for a country like India, has a use case in terms of converting the existing vehicles, especially in the light of the millions of aging vehicles on the road. Retrofitment has a role to play. Unfortunately, retrofitment has been unorganized and informal and hence there has been no attenuation. However, the government has laid down various standards like AIS Part 3, 1-2-3. There are standards laid out on how you should do it to get the vehicle certified also. So that's one side of the story of how retrofitment has to be done in an organized, in a standardized way through a certification rule which many people don't really go for. Second is what is how it is at 7.75. So at 7.75, competing with a new diesel via 6 product, we have to look at the total cost of ownership in three segments for the EV versus ICE battle of TCO. Battle one, the stage one is the upfront acquisition cost. Typically EVs are expensive than ICE vehicles. The factor of EV price versus ICE price is typically around 1.5 to 2 times. Of course, there are some segments where it is a little lower but you will see this kind of a factor acting out. This factor is coming down with the battery prices coming down and multiple other, you know, the whole technology evolving in the EV space. Second factor is the operating cost. So for example, in our ELCV versus a new BS6 diesel vehicle, we are 1.4 times more expensive. Second stage of the TCO battle is the operating cost. This operating cost has two components. Component number one is the running cost, which is where the mileage of the vehicle comes in, which is where the EVs become significantly more efficient and cost saving as compared to a diesel asset. Second component of the operating cost is the maintenance cost. This again is an area where the EVs because of, you know, far less, you know, typically if a diesel vehicle you look at, we have 2,000 plus parts, components. Whereas in a typical EV, the parts comes down to a few hundreds. So that's where the maintenance cost also heavily comes down. Because of this factor, I'm giving an example specifically to the ELCV, which we have created. The customer ends up saving around 5, 5.5 rupees a kilometer. And that becomes the saving for the customer. And of course, if you don't use the vehicle well, if you don't run the vehicle more, obviously this 5.5 rupees will not act out to create enough savings. So the usage of the vehicle or the daily run of the vehicle also plays a big role. What we have built a use case where the customer is easily able to overcome this upfront acquisition cost being more expensive and ends up saving around 3, 3.5 lakhs over a period of 5 years. So that's the kind of TCO or a business case has been built. Obviously with the new EVs coming in, obviously, you know, I'm sure EV age is coming out with, you know, new products on this site. So with the fame subsidy and the technology, definitely these prices are going to see the new benchmarks going forward. In the way you have any thoughts to share with regards to the pricing point? Yeah, so the pricing of EVs is going to be on the expensive side in the short term. But I believe, you know, the TCO is going to be better off. And also we discussed earlier, you know, during our conversations that there are going to be new models coming in, could be subscription, could be leasing, you know, so the financing needs to change, which of course is a topic we need to touch upon as an industry cumulatively, you know. So there's a need for hybrid instruments to be in place to propel this further. So yeah, it's a no-brainer TCO is going to be lesser and until the battery pack cost reaches the sub $100 levels, I think EVs are going to be more expensive on an upfront cost basis. Sure. So since we are talking about the financing part of it, Radha, you had some interesting thoughts when we were discussing it backstage about how the financing needs to be available for the logistics players. The difference between us having a thousand vehicles on road right now and not 10,000 vehicles on road at this point of time is purely because financing is not easy for electric vehicles. So the primary concern to most of the financiers is there is no secondary market for these kinds of vehicles. So if they finance a petrol or diesel part vehicle and someone defaults on that vehicle for whatever reason, then there is a secondary market for it. They know where to sell it. So when such a market doesn't exist, I think it is extremely important for the government to step in and say they're providing some kind of loan guarantee mechanisms. So this is something that is not new and it has been implemented very successfully in the case of Tesla and other auto manufacturers in the US about 10 years ago. So Tesla wouldn't be at a stage where it is today without that kind of support. We strongly discourage subsidies. I don't think subsidies are a way forward. The way forward has to be making financing available to segments where it already makes economic sense to adapt electric vehicles rather than try to push it into segments where vehicles are costly for people to own. So I think in that sense, I think the government has to step in with some kind of loan guarantee mechanism and it actually costs a fraction of the subsidy cost that they are giving out to purchases of electric vehicles. So that will enable the banks to readily finance electric vehicles with the confidence that someone is underwriting the investment they are making in the future of electric vehicles. I think also to add to what Raja is saying and I will also share an example of how we are facing challenges. So today this guarantee which Raja is rightly saying that there has to be a more enablement from an authority level, from a government level to kind of enable because today the introduction of new EVs in some segments needs basically the OEM to also play the role of a guarantor. So the expectation of the financial is that you also become completely you ensure and you assure the complete loss guarantee in the absence of a secondary market because the terminal value or the residual value of the vehicle is not established yet given the number of EVs on the road is less. So that's a big challenge. That's a challenge we face day in, day out with financial and the financials also are trying to do their best. Many of them also have burned their hands on their fingers in the COVID scenario especially with the whole delay. So there has been a challenge for them. So it's not about just the OEMs and then adding the entire ecosystem needs that kind of support to see that financing or it becomes easy to get the financing done for these vehicles. I wanted to quote an example of how we are we have introduced our ELCV, the retrofitting ELCV to a leasing model. So we started out leasing since the upfront cost was high and we were introducing a vehicle which was not seen on the roads.  Neither was this kind of a conversion standardised yet so we were the pioneer. So because of all these factors we had to introduce this on leasing model. We introduced it as an OEM. We got into the leasing and we also saw the challenges because today if you look at the e-commerce logistics space the logistics companies primarily act as aggregators of the fleet operators or the driver owners who come and deploy their vehicles with these logistics players. In our case as an EV OEM we were providing this vehicle on lease and the operations of the vehicle in terms of driver management had to be done by the logistics players. And this created a unique kind of a situation which the diesel environment which was running for so many years, so many decades had to look for a change because for us to get financing for leasing, because leasing is a capex heavy and you need to raise funds. For raising funds we needed contracts which are long term based on the kind of leasing value which will make sense. So we wanted financing for five years. The financiers or the investors wanted a contract obviously for five years but the existing market ecosystem is only for one year for the diesel vehicles. So these are multiple kind of challenges I just shared about how the diesel versus EV if somebody has to go in and play a role beyond the role of an OEM. So today I don't think as an OEM at each year or at even at the end of the year and I am also that your role becomes more than an OEM. You have to get into operations, you have to work very closely with the customers in terms of not just designing the vehicle but also in terms of enabling the adoption at the ground level, training the drivers, looking at the data, maintaining the vehicles, optimizing the usage. So the role is much bigger and financing will play a big role in terms of enabling this. So in the way would you like to add more to it? Yeah, I would like to add. Yes, yes. So there are two, it's a two-pronged problem you know. There is something, so I'll start with the German proverb you know, the wall ends up the blood you know. So that makes all the vehicles in the same room you know different segments which there was that is a given that we'll have to go through these hardships you know but one approach is that how we can make the vehicle durable enough to last 10 to 12 years that is one approach we need to take electrically as manufacturers we need to work on the battery technology, the battery problem issue so that we can In the way your video has paused I don't think we can hear you Raja and Deepak can you hear in the video? If you saw the video that's it it's just better and so on, video for a second maybe that helps. Yeah, am I audible now? Yeah, you are. Yeah, so I said it's a two-pronged strategy you know one we need to introspect and see if we can provide enough thermal management and make sure the battery packs run for the stipulated 1500 to 2000 we have half the battle one on the terminal problem we face as manufacturers right now and then of course second as Deepak mentioned factors for us. Okay, Deepak we have another question for you in the audience so Vasu Thakur is asking can atrio retrofit fit in the Indian logistics sector which overloads goods? Very good question I think so definitely one thing I can say is today vehicles is running you know shoulder to shoulder with the diesel vehicles so obviously they are going through the same kind of rigor what a diesel vehicle goes through and they are able to withstand the loads which are expected having said that we need to also fundamentally understand one thing about EVs which I think Indrewin mentioned in a different context I just want to add in here the vehicles are today the vehicle the mechanical strength reliability and the whole vehicle construction is definitely robust to withstand the main thing which happens when you overload electric vehicles is the range comes down as we all understand EVs there is a range versus payload curve so obviously the higher payload there is definitely an impact on the range and hence it's very important to use the EVs in the right way I firmly believe that that's also a role of the OEMs when we are working with our clients definitely that education and that awareness that you cannot use it perhaps the way it is used because with that kind of overloading in a diesel vehicle what happens is the mileage comes down it's very simple the mileage comes on obviously the operating cost goes up so the impact is similar however here what happens is because you are running with a fixed battery kind of system you need to be aware and conscious of how it is going to impact the range and once we have this swappable station swappable or charging stations across the country today India is extremely behind on the building a charging infrastructure in the country so that's another story once that happens you would find that these kind of challenges would go away and second is I think vehicle overloading is a phenomena which slowly and steadily is going away I mean when the vehicle is built for a particular payload earlier we used to see that vehicle would be abused and used the way the customer wanted to which impacts the usage but with the vehicles and with the guidelines and policies and the checks becoming more and more vehicle overloading is going to go down so I think that for the business is also to build their business on a future kind of a model where they are overloading the vehicles is also not advisable so we will take one last audience question which has come from Facebook it's from Karwa Norbu who is asking is supercharging possible in retrofitted vehicles if you push is supercharging possible in retrofitted vehicles yeah so in fact our latest version of our retrofitted ELCV I think supercharging is possible in every vehicle retrofitted on electric vehicles the fast charging is possible as long as you protect the battery so we are now introducing for example in retrofitment we are introducing liquid cooled battery pack which will enable fast charging of the battery without impacting significantly the cycling of the battery health so we are doing that so it's possible and I think it's possible for any vehicle retrofitted on okay so due to time we won't be able to take other questions but I would request your teams Deepak Rajah in the if they could answer the questions on Facebook live and before we conclude this a final parting thought from each one of you on how EVs are going to impact customers what are the benefits for them and what kind of innovation can we expect in the segment I think EVs are here to stay it will be faster than what people are anticipating regarding the adoption of electric vehicles with the battery prices coming down and more reliable vehicles hitting the market in terms of new developments I think swapping stations will be a key enabler of electric vehicles and specifically electric three-wheelers would be one segment passenger electric three-wheelers would be one segment where adoption of electric three-wheelers would be accelerated because of the presence of swapping stations I think Raja said EVs are the movement of reality has come firmly like Raja said three-wheelers are going to play the four runner in terms of the market share they will have in the overall three-wheeler market we are seeing action in two-wheeler so one is that the EV story has started without any doubt I think all the factors whether it is the environmental factor which has become a reality it's no more something which we read in the books or read on the news it is something which has hit us really hard in the last one year across different cities in the country across the world so I think as consumers as companies we are all aware of our responsibility towards creating a better future and EVs is the answer for that on the second side on the reality on the ground reality of business economics or the cost economics EVs are going to significantly be more competitive as we go battery prices are on the down slide diesel prices continue to go up in India and we are seeing EV technology evolving ecosystem evolving manufacturing supply chain evolving so all these will give returns which will make EV very very hard to beat for any other technology so EV is the technology for future if the adoption will happen of course there will be some segments which will see the adoption faster than others but EVs are here to stay and for good in the week do we have in the week do we have you here yes I am here can you hear me yes your parting course please yes yeah so I would like to just take a minute and tell you go back in history the automobile replaced the horse cart between 90 or 1 to 1920 20 years the sale of automobiles versus horse carriages was 0.5% was automobiles 99.5% were horse carriages between 1920 we saw the first World War I happened we saw the first great recession in the world but by 1920 there were only 0.5% of the horse carts 99.5% were automobiles and I strongly believe history is going to repeat you know and there are instances of this so that is the domain we are in for EVs right now this is the time for conversion for most of the people going forward and I believe this is the best opportunity to be into the clean mobility space for everybody so that's what my belief is for the future of EVs on that note we would like to conclude it a very big thank you to Indavir Deepak Rajan to all three of you because you're making the way for making a self-reliant India and wish you good luck in your journey ahead and thank you for sparing your time and being with us today hope to see all of you in person in the coming future sure thanks Manita I appreciate the effort put in to get us here great interacting with you Indavir and Deepak same here Rajan Indavir and Praveeta thanks a lot likewise thanks Rajasth thanks Deepak and Rajan thank you thanks Manita thanks thank you to all our audience for logging in today


Hello, everyone. My name is Dr. Vivek Rameshwaragar. I'm a junior resident at Justice K is a medical academy at Mangalore. I'm going to present a paper on CT hypoperfusion complex recognizing shock before it's too late. Shock, as you all know, is a medical emergency that represents one of the most common underlying causes of mortality. The choice of imaging mortality depends on several factors associated with the clinical condition and on the presence or absence of localizing signs and symptoms. CT hypoperfusion complex refers to predominantly abdominal imaging features that occur in the context of profound hypotension. Originally, this was described in post-traumatic pediatric patients by Taylor et al. in 1987. Multiple abdominal organs can display atypical appearances which are not related to the initial trauma, but it reflects alterations in perfusion secondary to hypovolemia. A small bowel is more commonly affected than the large bowel and probably any other organ in the body. The term CT hypoperfusion complex is now preferred over the older and the lesser accurate term which was called as the shock bowel. The aims and objectives for this study, the aim was to signify the importance of a radiological imaging in evaluating the patients with hypovolemic shock and the objective being to illustrate vascular and visceral features of CT hypoperfusion complex. The MDCT features of six patients which included five male and one female who presented to our emergency department in year 2022 with documented hypotension and blood loss following trauma were introspectively studied. The CCT examinations were conducted with GE120 sliced CT scanner at our department. The images which are obtained during arterial venous and the delayed phases were analyzed for the presence of findings comprising the CT hypoperfusion complex. The age distribution ranged between 10 and 60 years with male predominance. So out of these six, five male who presented with hypovolemic shock for an acute history of trauma whereas one female patient presented to us with septic shock and this female patient had no history of trauma. The GCS scores of all the patients who presented with chromatic history was more than 11 by 15. While that of the patient who presented with septic shock was eight by 15 at initial presentation. So this is a result five male, one female. Again, etiology five had history of blunt abdominal trauma and one patient had septic failure. The most common CCT finding that we found in this was the presence of what was described earlier as the shock bubble that is abnormal enhancement of this small bubble loops. We found that in about seven patients that is seven out of seven patients that is monitored to cross societies was found in six out of seven patients followed by slit-like accuracy or compressed inferior vena cava followed by pneumoperitorium and mild bilateral pulveria fusion. Violatory pulveria fusion could likely have been just an associated finding, but this is what we found. Whereas the least common finding was hyper enhancement of any other viscera, which will be discussed in the upcoming slides. So this is what has been described as a shock bubble. So here we can see that is mucosa hyper enhancement here along with submucosa edema. So you can see mucosa is hyper enhancing and the second middle layer, what we can see is slightly hypo enhance submucosal edema. And this is classically how a shock bubble appears, especially in cases of hypovolumium. Along with that, some intramural pockets within the small bubble loops or small bubble walls were also noted. The pathophysiology of this particular enhancement of small bubble is because of hypotensive shock, there is sympathetic stimulation which causes splanthic vasoconstriction and reduced bubble perfusion, which will result in altered permeability of the bubble, which will cause interstitial leakage of fluid and the contrast. As a result of, because of this interstitial leak, we can see there is prominent mucosa enhancement and some submucosa edematous oil technique. This was another patient here, you can see intensely enhancing small bubble loops because of the permeability is broken. And hence the contrast material will accumulate which will result in hyper enhancement of these bubble walls. The second finding was hyper enhancement of bilateral kidneys. So this is axial and coronal images of the patient where we can see the kidneys are so hyper enhancing that the corticometallurid differentiation is hardly made out here. Again, this is another example where we can see that the kidneys are very hyper enhancing. So the reason why these particular findings is found is because of the reduced blood flow to the kidney, secondary to hypotension. This will activate the renal angiotensin system, which in turn will increase the production of angiotensin to and cause its increased concentration. So what this particular, the next step would be is this angiotensin to, it causes constriction of the effrin renal arterial. As a result of this, the contrast that is going through the effrin arterial will not be allowed to be going out through the effrin arterial. And as a result, there will be prolonged cortical enhancement, which we just saw. What we also noticed was there was hyper enhancing bilateral adrenal glands. So here we can see that the right and the left adrenal glands are hyper enhancing. So is also the hyper enhancing left kidney here. So this hyper enhancement of adrenal has been attributed to because of there is, of the redistribution of the blood flow to adrenal, why? Because to maintain production of adrenaline and thereby to maintain arterial pressure. Hyper enhancing spleen was also noted in one of the case. So here we can see that there is significant reduction in the enhancement of spleen compared to the liver. So the reason for this is that spleen is most vulnerable abdominal organ to hypotensive shock. And it often shows extremely decreased enhancement in early phases of the CT. So spleen hypoperfusion is a very useful predictor of poor prognosis among patients who have cystary hypotension. Another finding that we quite formally saw was in the presence of something called as a slit like all flattened IVC. So here you can see that the abdominal aorta is very well made out here. And on the right lateral side, you can see a slit like enhancing structure. So this is basically a flattened inferior vena cava which is appearing like a small slit. So this flattening of the inferior vena cava is the result of decreased circulating blood volume. And it indicates that there is reduced return of the venous blood in patients with systemic hypotension. So we will classically call it as a slit like IVC when intra-hypatic vena cava or particularly any vena cava is measuring about less than three mm anterior posterior diameter in more than or equal to three segments. So this was another case. Again, here where you can nicely make out the aorta is the caliber of the aorta looks okay. And this is a flattened inferior vena cava. So this diameter was less than nine mm here. And this was a concomitant finding in that patient what we saw was shock bubble. So you can see that there is thickening, but it's the small bubble mucosa is very intensely enhancing. Along with IVC, IVC represents reduced blood flow. So also that blood flow. So basically the whole venous and the arterial blood volume reduced. So in some patients we can also see a small caliber aorta. So small caliber aorta is called when the AP diameter is less than 13 mm above the renal arteries or when it is less than even below the renal arteries. So this occurs in about 30 patients of 30% of patients with hypovolemia, but however, it's not very specific. So this was a case where the aorta measured 8.3 mm in anterior posterior diameter. So this was the presence of a small caliber aorta in the patient with hypotensive shock. There is also presence of periportal aphids. So we can see here, these are just the left branch of the portal with the right branch of portal. And we can see a cup of fluid surrounding this main portal, right and left main portal branches. So this periportal edema is often seen in conjunction with CT hypo coefficient complex. It is thought to occur if hypovolemic patients are vigorously rehydrated and then there is subsequent deep distention of the periportal lymphatic vessel. So just like how we saw here, periportal edema. In few cases, we can also see this edema surrounding the IVC. So that is called as a halosine. But we could not demonstrate this halosine in the six subjects that we studied. But literature shows the presence of this halosine in cases presenting with CT hypoperfusion complex. Along with that, we wanted to cross societies was seen in all the cases. So here we can see that free fluid lying in the epatorineal space and the left spinorineal and the paracollic atom. So this was more than the cross societies in this patient. So the presence of a site is here correlates with multi-organ dysfunction and is a non-specific sign, but it's usually found in these cases. So we want to discussion. So as we saw that shock is a state of oxygen delivered to the tissues is insufficient. Although there are multiple causes of shock, the most commonly discussed cause is hypovolemic shock, which occurs secondary to a blunt trauma. So hypovolemia will always lead to hyperperfusion, but we must always remember that this hyperperfusion need not be always secondary to hypovolemia. So what is the difference between these two is that suppose the volume of blood in a patient is fine, but the organs are not getting perfused. It could be either secondary to say cardiac failure, for example. So this signs to have, they have been described predominantly in cases with hypovolemic shock, but the literature showed that these signs can also be found in patients with other types of shock, like septic shock, for example. So the signs that we found in our study, it can be grouped into two, basically vascular signs and visceral signs. So what are vascular signs that is related to the vessels? So what we described was a slit like or a flattened inferior vena cava, IVC helosine, however, IVC helosine, what we saw was in the periportal edema and a small caliber aorta. Whereas the visceral signs is something that is typically described as shock bovell or hyperenhancement with submucosal edema of predominantly the small bobbles, more than the large bobbles, hyperenhancement of visceral, like gallbladder wall, kidney and adrenal glands. The reasons also we've discussed. There could be heterogeneous liver enhancement along with hyperenhancement of the spleen and pancreas. In certain cases, there is something called as shock thyroid. So along with that, the heterogeneous enhancement of thyroid with some free flow, with some fluid serum that can also be found. So the TECOM message from this discussion is that the CT hyperperfusion complex has very important prognostic and therapeutic implications. CT imaging represents a useful tool for a complete rapid and detailed diagnosis of clinically suspected shock, which can be used to improve patient outcomes. Though we have described these findings in post-traumatic cases, literature exists about the presence of these findings in patients even with septic shock. These were my references for today's paper presentation. My name is Dr. Vivek Targa. Thank you very much for your time. Thank you.


Are you tired of watching boring old press releases? Then you've come to the right place, the right channel, the number one channel for CEO interviews and company overviews. Welcome to Rich TV Live, subscribe to our channel and make sure to hit the like button. On our videos to help with the YouTube algorithm for more information and in-depth discussions and analysis, join our trading club at richpigsdaily.com and don't forget to subscribe and hit the bell for notifications to get alerted when our next CEO interview is released so you can discover the next 10-bagger. Hi, how's everybody doing today? I'm your host Rich. Here we have a Rich TV Live with a very special guest. Tim, the CEO of Sokemon Minerals Corp. How are you doing today Tim? I'm doing just fine. How are you? Very good. Excited to speak with you again today. We've spoken before. Actually we were speaking earlier in the conference on February of 2020 before the world got really weird. There was a conference and we got a chance to speak and your stock has done quite well since then. You're up about over a thousand percent. So why don't we start by you telling us a little bit about yourself and how you got involved with Sokemon Minerals Corp. Well, we're a very tight-knit community here in Newfoundland and of course we've worked for each other in the past. The principles that founded this company, it started out life actually as a different named company. It was Golden Dory Resources. I wasn't a founder but when Kevin and Steve and the rest of the directors approached me they needed a VP expiration and this is back, oh it must be over 12 or 13 years ago now. I jumped at the opportunity. I just happened to be in between positions myself and the opportunity to work with people that I've worked closely with and idolized even Kevin's dad, Alan, he's found mines. I mean this family has found mines. So the chance to hook your wagon up to these guys was a chance of a lifetime. I started out as VP expiration and over time I moved into the position of CEO where I am now and I think I'm the luckiest guy in the world. I'm actually sitting in the apartment in the town of Grand Falls where I was born and raised and our flagship Moosehead project is 15 minutes drive down the highway. This is how this has come full circle.  It's a dream come true really and to have a project like this and the support you know from our team from our shareholders is just phenomenal. Yeah congratulations on all your success. If there was one thing that you would want investors to know about Socomon Minerals today what would that be? Well I think you know I think the best is yet to come for and I know you know following the heels of your comment on you know we're up a thousand percent or something in a year I think there's still room to grow here. I mean we're certainly well funded we've got you know our flagship project Moosehead you know continues to deliver you know superior grade asset results with every phase we've drilled so far and as well with an alliance we've just formed with a company called Benton Resources run by Stephen Stairs you know we just acquired three district scale projects again all in Newfoundland for basically staking costs that we feel could be yielding yielding the next one. So wow with our with our treasury now with $15 million estimated expenditures for the rest of 2021 at somewhere between seven and maybe eight million dollars I mean we're still you know have lots of gas in the tank to advance you know even the newer projects you know maybe a second level this year although it will be tight based on the you know amount of manpower we have and what's available but you know I think you know I think the best is yet to come for Sockerman really. That's great can you tell us what the company's main goals are for 2021 and will most of the focus still be on your flagship Moosehead project? Yes clearly we will we're in the middle now well not the middle but we've drilled about 15,000 meters of our phase six 50,000 meter program at Moosehead we're currently sitting with two drills we hope to have a barge-based program starting sometime later this summer again it's a trying time in the business right now you know machines and people are very very hard to come by so timelines are getting a little sketchy at present but you know we'll get to we'll get the meter it's drilled one way or the other supposing it takes a little longer with the drill or two less but you know we do feel that you know we'll get this done comfortably and at the same time you know make a new discovery or two not just on Moosehead but as well maybe an early stage discovery on one of our three new exciting projects that we have currently with with Benton so there's a lot to look forward to from this company in the next six to eight months. Can we dwell a little bit more on your recently announced JV which you just mentioned with Benton Resources which our community actually knows very well do you have big hopes for the three newly acquired projects in Newfoundland which you mentioned a little bit and is there any work planned on them for this year? Well yes I will answer your second question first we do plan on well basically doing the the paperwork compiling all the historical data these three projects sit in in geographic and well geologically different sort of settings they're not all chasing the same sort of target although ultimately they are all goal projects they're just chasing different styles of goal mineralization and we expect to start an airborne survey once all permits are in hand within the next four to six weeks depending on aircraft availability so you know we'll have our first year commitments certainly well in hand and hopefully results back from not just the airborne but as well as our ongoing data collection you know to to start a ground-based program you know before before the fourth quarter starts this year so you know they're large projects so I mean it's going to take an effort but we feel that with with our combined resources and again we're sharing the risk sharing the reward too but as well it's easier with the support of you know a great company like Benton you know to to move these projects forward and you know I'm really expecting us to come up with something it may not hear you know news on discovery in the next couple of months but certainly going forward I mean we stake these projects for reasons I mean they sit on major goal bearing structures in Newfoundland the opportunities were sitting there and we said why let someone else come in and and and stake up our backyard you know when we know this area so well so we're very pleased with the results we will be putting out further updates on these projects as we as we gain more knowledge about them about the hidden details that are buried in the files so you know look forward to some very interesting news releases coming out periodically on all three of these projects by the way Golden Hope is one Kepin Keck is the second and Gray River is the third project for those that were looking to change so we have addressed them in a previous press release fantastic now you have two gold projects in the central Newfoundland Gold Belt the East Alder and the Crippleback Lake that you have recently optioned to other exploration companies what does that mean for Sokoman and do you view these agreements as beneficial for the company well yes to all of those questions they were predecessor properties to us acquiring the Moosehead project so when we went all in basically back in 2018 early 2018 and acquired Moosehead you know they unfortunately had to take a little bit of a back seat even though they were you know they're they're basically in in the belt they're they're basically halfway or closer than halfway in some cases to to marathon golds you know five I think they've got five million ounces there now but maybe soon we'll hear something on that but you know certainly a mine in in the future and so they're they're perfectly positioned they're they're sitting right on the major structure but we weren't doing them justice because of our focus on Moosehead and then when you know the opportunities came to acquire you know district scale projects I mean the other two East Alders is a 30 claim project and Crippleback Lake is 121 claims so so they're they're modestly smaller and you know we really weren't focusing on them the way we should so in this market we decided to avail of strong interest in Newfoundland acquire you know stock in a couple of very hungry you know aggressive juniors and you know let our shareholders benefit from the properties being advanced on someone else's tab while also you know getting hopefully appreciation through the stock that we'll get as as payments for for optioning these properties so there's there's still very important properties to to Sockerman and our shareholders but we just weren't doing them justice so this way at least you'll get a fair shot in a very hot market. One of the biggest investors in mining companies in Canada is Eric Sprott and he's known for silver but he owns more than 25% of the stock of Socommon Minerals and is it true that this is his first major investment into Newfoundland gold exploration? Well I would say we were certainly one of the first I'd like to think we were the first I know he has positions in other companies that he may have had you know prior to 2018 but if we're not first we're certainly second I would think and you know what that's that's a real shot in the arm and you know he's been there for us pretty well every other step of the way every financing we've done maybe except one or two small ones you know he's been there and you know he really thinks Newfoundland is the place to be and and I agree with him and in fact when we do chat I keep reminding him that I think Newfoundland is right now where Timmons was in 1910 you know Don of you know our golden age here in Newfoundland is just beginning and I firmly believe that you know and I think you know over time you'll see other discoveries I mean not just the work that we're doing in Newfound but you know other companies in this belt because I know this area I mean you know I grew up here I know the history of this area you know land was always tied up you didn't always have the opportunity to get you know some of the properties that maybe you wanted to get because they weren't available but you know what I have stood on a lot of them and several of them I know will produce results and I think we're starting to see signs of that from some of the other players here and and it's all good because you know the more discoveries that are made I mean it's nothing worse than a one hit wonder you know or one camp wonder sort of thing you know we need more discoveries and you know I think more will come and I think we'll be part of the team part of the parade as well with with with other discoveries you know coming down the road that's great now if so come on minerals were to compare itself to other industry players in the region where would you say you guys compare and what would set you apart well I think I'll start with what sets us apart you know certainly in terms of market cap you know there's a big gap between us and the elephant in the room which of course everybody knows is nfg and you know they've done a lot of good work they've certainly pulled some really good holes and you know they they deserve you know all the accolades that they've received and you know our market cap has been the source of a little bit of criticism or I don't know about criticism but you know has been a bit of a sore point for us because you know we do feel that based on results and this is where I think we do compare with newfound you know pound for pound you know yes they've got a couple of stellar intercepts and in fact someone sent me a chart today of of intercepts best intercepts in newfound land I'm not sure of the time frame but you know newfound is number one and we are number two so you know if that puts a second in the race in terms of you know one of the main metrics that a lot of people use when they value goal projects is to gram meters which is basically the gold intersection in terms of its sickness times its grade and you know we've got you know we've got almost you know double digits numbers of holes you know with with gram meters greater than a hundred and you know there aren't too many companies around that that can say that so you know you know I think our market cap deserves to be higher even though we're finishing today I think was a 52 week probably an all-time high I think I still think there's lots of room to grow and we deserve it you know not that I'm saying anyone else is overvalued I'm just saying you know based on results if you stack theirs up against ours I think most people would agree that you know we should have a higher market cap and that's my goal well that's a great goal as a CEO we're going to have investors from all over the world that will see this interview today what is the best way for them to get in contact with the company well every press release I put my email address and my telephone number on I make myself very accessible because I think it's important not just to get the the spin on a story which you often get from from IR and not not criticizing IR at all but you know a lot of people want to know technical stuff so you know I love talking geology I mean you know I come home from the PDAC you know when we used to go to the PDAC remember that yeah and and of course you know the roundup in Vancouver and I couldn't speak because you know I was just you know yack yack yack all the time because I love talking about rocks right I mean I put my name and number there as well as our corporate vice president Cassie Hume right in Toronto you know she's a brilliant lady and I'm very honored to have her on my board and her team have done a phenomenal job and I think the recent you know run up in the stock is in no small part to the efforts that you know our team our our team sorry I have put forth on on shareholders behalf and I'm very proud of them well thank you so much for your time today Tim Frude the CEO of Socomon Minerals Corp if you guys like the video please smash the like button comment down below share the video everywhere and subscribe remember Rich TV Live is strictly for information and education purposes please do your due diligence do your research before you invest in anything that we talk about here in Rich TV Live thank you for your time today Tim thank you very much for having me and let's hope for another thousand percent in a year or less maybe that would be phenomenal keep up your great work and we look forward to talking to you soon it means a lot it means a lot always a pleasure and thank you guys for watching have a great day everybody


Number two, honey, not touching my bed. Three, two, one, go. Webinar far place of safe direction. Let's push, sit on the board. For three to five seconds, available. Checking breathing for three to five seconds. Schedule is not breathing. It is not breathing. I'm great, how are y'all? Focus on democracy? Yeah, bro. Possibly. That's all I forget that's on PC. All right, boys. You know what's the best you've got? Yeah, I get it. Do you have a controller? Whatever that is, I'll call my base. Wait to the tower? Oh, my God. Yeah, yeah. I think it's not a... Once you get to the turnaround, they're going to give you a zip tie.  And that would be the identifier for us when you get here that you did complete the ruck. And as you cross the finish line, you're going to come straight to the final event.  If you're not rucking with it on you, put it on. Make sure you're in the right ESV IB uniform. Come to the final event. Greatest will be here. You'll test out. If you are a go, they're going to keep your zip tie on. You'll go to the ruck, weigh your ruck.  And then you'll out process in the talk. If you are a no go, hopefully you won't have anybody that's a no go here. Your zip tie will get cut. If you see that person, that might be negotiable. But as of now, if you do show up without a zip tie, you did not show a typical turn around point. Tom Pro, did I miss anything? Just about time. I asked nobody. Good luck. Don't lose your zip tie. I don't know how you would lose your zip tie. That's just kind of impressive.


In the year of our Lord, 1,973, the world was well on its way to conquering space. The Apollo missions, which brought humanity to the moon, were followed shortly with the Minerva missions, establishing the first lunar colonies. The cooperative nature of these endeavors strengthened Ty's long-thought broken forever. The warsaw pact, NATO and China, came together and for a fleeting moment seemed to be on the verge of entering a new golden age of exploration. But all good things must come to an end. In the early hours of July 13th, the world they knew disappeared, spirited away by a power beyond any of their comprehension, the lunar colonies, the foundation's secretive orbital facilities, the Soviet spirit vessels, and the Chinese space laboratories were all left behind.  For these men and women, however, the pioneering spirit of exploration hasn't given up the ghost just yet. Against all odds, a hastily cobbled-together fleet of ships, repurposed colonies and space debris, led by an uneasy coalition of the remaining human governments have decided they must find their way home at any cost. An impossible task to be sure, but certain interested parties are watching with growing excitement. The showmen, an anomalous race of aliens, love a good struggle for survival, and have decided that the human remnant might just be entertaining enough to deserve a gentle push in the right direction. Welcome to the United Earth Fleet. We hope you enjoy your stay because, frankly, we don't have a lot of options. Our current heading, second star on the left, and straight on till morning.


From around the globe, it's theCUBE with digital coverage of Red Hat Summit 2020, brought to you by Red Hat. Hi, I'm Stu Miniman and this is theCUBE's coverage of Red Hat Summit. Of course, it's happening digitally. We're interviewing Red Hat executives, customers and partners around the globe who are going to be part of this digital event and happy to welcome back to the program one of our CUBE alumni. I do hope it's Gerald who's the Vice President General Manager of the Management Business Unit at Red Hat. Last time I caught up with Joe was at Ansible Fest last year and Joe, so fourth year in a row, you've been on theCUBE here at Red Hat Summit. Thanks so much for joining us again. Thanks for having me back, Stu. I'm happy to be here. All right, so Joe, I think it actually makes sense for us to kind of pick up the conversation where we left it off at Ansible Fest last year. So Ansible Fest, it's all about automation. You're really helping with digital transformation, what companies are going through. In today's day and age, automation and being able to be more agile. Of course, everybody for the most part is working from home, being able to enable things remote. The adoption of cloud is even more consideration. So what are there? And since we last talked, obviously things have changed for everyone some, but give us the latest from your organization. Thanks Stu. Well, we met at Ansible Fest in Atlanta last fall. We were talking about strategic use of automation. In today's current crisis, if you will, there's a lot of folks who are leaning on automation in a much more immediate and tactical way. We're seeing a lot of Ansible automation being used by folks to deploy either infrastructure they need to deal with capacity and surge demand that they have right now. We're seeing people use it for things like working from home because they can't get access to gear. We're seeing bursting to public clouds because they can't add more physical equipment, perhaps in the data center. So last year, we were excited to talk to you about strategic automation. That's still really important, but right now a lot of folks have more pressing matters in terms of automating to get through the current crisis. Coming to you from Northern New Jersey, which is certainly a hotspot and certainly have a lot of appreciation for the folks in the front lines that are taking care of us and protecting us and things like that. We want to do everything we can as a company, as Red Hat to enable folks to do whatever they need to do to be able to get through this crisis. You know, absolutely, Joe. Very important topics there. In the keynote for Red Hat Summit, there's discussion of your group. And of course, management has always been a critical piece of how we look at overall IT. When I first became an analyst, the joke was, well, you know, security and management, we can always kind of poke at those pillars as to things we need to do as an industry to make things better. Specifically, we've been talking for years about the growth of containerization and Kubernetes of course, Red Hat, strong leadership position with OpenShift. My understanding, if I heard right from the keynote, it's the advanced cluster management is the new piece. Can you give us a little bit about the team, the technology, how this fits into the overall Red Hat portfolio? Sure, so we're super excited around advanced cluster management. It turns out that we have a lot of customers that are running OpenShift to deploy their container-based applications. And as they evolve, they inevitably end up with multiple clusters, either based on separation of duties or in lines of business, perhaps for distributed availability zones and things like that with their clusters. So they inevitably back into a multi-cluster scenario. What we've done is working with IBM would develop some very rich technology around advanced management for multi-cluster environments built from scratch for container environments in Kubernetes. We worked with IBM and we moved that technology over to Red Hat and when the process is doing two things. One is we're announcing tech preview here at Summit of that technology and when the process for open sourcing that technology because we're Red Hat and everything we do is open source, we're going to take some of the most advanced container management, cluster management technology in the world that we've gotten from IBM and we're going to open source that. What we're excited here is that we're going to provide this Red Hat offering advanced cluster management to help people who are struggling with managing multiple clusters. Yeah, Joe, absolutely a super important point. Anybody that's watched this space for the last few years, simplicity has not been the word that people have used for it. And over the last year, there's been a lot of announcements from some of the major players in the industry about how do I manage those multiple cluster environments. So, Joe, if I think back two years ago, it was, you know, here's the best way to run Kubernetes. And when you talk to a lot of customers, it was, well, they were starting with offense spinning their own because that was what it was available. And the number one choice that I usually heard from customers was, oh, if I'm a Red Hat customer, I started using OpenShift and I'd start using OpenShift everywhere. Fast forward to where we are today. Of course, you have lots of customers running OpenShift, but also in the public clouds if I'm using Amazon, Google, Microsoft, other platform environments, often there's the native Kubernetes and I need to manage across those environments. So, do I understand right, ACM, is that going to help me, not only with my OpenShift, but as it moves forward also manage some of those other Kubernetes environments and how does Red Hat approach this kind of the same or differently from what I hear from, from Microsoft with ARC, with VMware, with Tanzu. So, ACM Advanced Cluster Management from Red Hat supports any standard Kubernetes environment. One of the advantages we have working in an OpenShift environment is OpenShift has a lot of functionality besides Kubernetes. In other words, it's already a layer of sophistication built on top of Kubernetes. So, OpenShift itself provides a lot of management automation. Now you add advanced cluster management on top of that, which will be able to import other Kubernetes clusters from other environments, but the ability for it to take advantage of the sophistication that's already in OpenShift and then leverage things like Ansible Automation and then some of the management SaaS services, cloud.redhat.com, or connect to customer experience and the ability to proactively look at OpenShift clusters and be able to, in some cases, tell people about problems they're having before they even realize they have the problem. That combination of management and automation on top of the already rich OpenShift environment really puts us a couple of rungs up in terms of capabilities beyond a standard Kubernetes vanilla environment. Yeah, Joe, one of the reasons I was looking forward to this conversation is one of the things that we've been looking at for the last few years is how is multi-cloud the same or different from what we had done back 10, 15 years ago with multi-vendor? And I think anybody that's been around long enough and you talk about management in a multi-vendor environment and you think about the leading tools from a software standpoint we're out there and it gives us a little bit of flashbacks and it's not in a good way. So what have we learned as an industry and you talked about integration with Ansible, the automation, how do we make sure that we aren't repeating the sins of the past with these new generation of management tools? Well, what we've seen is that enterprises are inherently going to be hybrid and multi-cloud. Red Hat's been talking about open hybrid cloud for almost eight years, right? So our CEO, Paul Cormier, sort of anticipated this, which was pretty insightful eight years ago because everybody thought then that people are going to move exclusively to public cloud. It wouldn't have any data centers, it wouldn't have any hardware anywhere. Fast forward why you've got data centers, edge multiple public clouds with services that are all over those different footprints. We believe that unlike the past when you had heterogeneous systems management, right? Where you had different platforms that you were trying to manage as lowest common denominator, as a common platform. Now what Red Hat is offering is OpenShift, which will run on all the public clouds as well as on your physical and virtual hardware in the data centers and at the edge. So basically provides a consistency, which means that the management can then talk to a consistent environment, provide a much higher level of hybrid cloud management and trying to either have silos of different management tools, by cloud, by vendor, by environment and then try to federate at a lowest common denominator. Like you'll see Kubernetes management tools, for example, that have to use the lowest sort of common denominator, which are the straight Kubernetes APIs. We could take advantage of those, but also the additional functionality that OpenShift brings in, for example, with the other capabilities. So it allows us to have a higher level of management and provide that consistency by having the same hybrid cloud platform, in this case OpenShift, run across those different environments. Yeah, Joe, one of the things that also concerns me a little bit as the industry, when they talk about Kubernetes, it's very much a discussion of the infrastructure piece. But we know this move to cloud native is very much about the application and the application development. So help me understand a little bit how that overall story for kind of the app dev, the ICD, all those pieces fit into your story. I know it was one of the major points of discussion at Ansible Fest. Yeah, so it is really all about the application, right? People really don't want to think about the infrastructure. They want to think about the application. That's really what's driving their business and their differentiation. In the case of OpenShift, OpenShift provides application lifecycle management for Kubernetes environments. Our advanced cluster management sort of takes that a step further and allows you to extend that lifecycle so that you can deploy applications based on policy to different environments based on needs, keeps compliance and security and all those things in force, regardless of how many different places that you're actually deploying the application. So it's not just as easy as taking an application and deploying it to one location. People want to be able to continuously update their applications and deploy it to all of the places that it needs to be, they're based on availability, their proximity, security, environments and things like that. And that presents a hard challenge. And so that's why some of the tools like Advanced Cluster Management are exactly designed to help with those kind of new application life cycles people are looking for. All right, Joe, you talked about that some of the technology for ACM came from the IBM side. Give us the update, when you look at the IBM Cloud portfolio, how is your group really interacting and supporting and working with the overall IBM solutions? So IBM has a very robust portfolio and they have a number of cloud packs in their portfolio that address things like applications and data and management and things like that. So IBM in this case had developed some Advanced Cluster Management technology but it was not open sourced and it wasn't available to other folks. One of the challenges with that is that we believe as Red Hat that the innovation is happening at open source. If you develop something in a close proprietary way it may be the best thing in the world today, the year, two years, three years from now there are other projects and there are other technologies that are being collaborated on and open that are going to basically leave you behind, right? So we think open is the future. So in this case, in working with IBM, we took some very advanced technology, we moved it over to Red Hat and now we're in the process of open sourcing it as well as providing an enterprise consumable version of that technology in Red Hat Advanced Cluster Management for Kubernetes. IBM again, has to support a much broader diverse environment, right? In terms of everything from mainframes to edge and containers and VMs and physical machines, applications that span decades. So they have a much bigger sort of target environment that they have to work in. Red Hat's focused on the future. We're really sort of skating to where the puck is, if you will, they use a hockey analogy where basically we're trying to anticipate what enterprises are going to need and address that with not only the platforms but the management automation you're going to need to be successful with those platforms. Yeah, Joe, I want you to bring us into your customers and you talk about all these changes that are happening in the landscape and how they manage it. Any insight you can give as to organizational structures? I remember last year at Summit, I talked to a number of companies going through digital transformation and we know that there is as much, if not more organizational change that needs to happen along with the technology pieces. So from your world, who's kind of leading the charge? What skill sets do people need to either bring to it or learn new? And how are companies taking advantage of this? Well, as they say, developers are sort of the new kingmaker, right? In some ways. And so the tools that they've always said people process and technology, right? And I know as software companies get very, very excited about the technology, but it turns out that the people in the process here, the way people are building their applications, the way DevOps and CI CD, it's a very, very sort of different environment for management automation tools and sort of the relationship between teams has changed and will change more by the way. And so one of the things we're trying to do, you see this with Ansible, but you're also seeing this with advanced cluster management is the ability to delegate and give different kinds of operational and management capabilities to the teams, whether it's like business, developers, QE teams. So it's fundamentally changing the way that the processes are working. That requires that the tools map to those new team structures and there's no new processes. And that's one of the things that's going on. Fundamentally different. And one of the things I think you're going to see is management tools that were built in the past for the sort of the old style of organizing are not going to fare well in the new world where these processes and the team structures are changing. All right, so Joe, before I want to get some feedback from you on how your technologies and teams are helping with the COVID-19 piece, but let's just wrap up the ACM discussion before we do that. So you said it's a tech preview. So one of the things that's really nice is when you move things to open source, the community gets pretty good visibility as to when things are getting releases, new features down the pike. So what should we be looking for as an industry for ACM, when that rolls out, how do people start getting their hands on it? And what does that roadmap look like? So there's really two paths here. One is from a tech preview point of view, customers can get access to the technology and see it in their environment and give us feedback. The fact that it's been developed for the past two years and probably constitutes hundreds of years of developer time in it, it's not an alpha technology, it's pretty robust. So even though we're calling it tech preview, we anticipate that it's going to be production ready in short fashion. It will take us a little bit of time to open source the technologies, read it as a history of open sourcing technologies that we acquire. Each one varies in terms of what's in the code, licenses, how it's structured, how it should be open sourced.  There's actually a thoughtful process about the way that the projects are set up, which communities they should be in. So we're going through that process now, but customers will be able to take advantage of it in short fashion. And I think they're going to find a very high level of maturity given how long and how much IBM has worked on this. Yeah, Joe, really important pieces there. The other one to close the discussion with how we started off. Obviously, you know, workers and companies are having to, you know, make changes and be more flexible than ever in response to the COVID-19 pandemic. What are some of the pieces of, you know, technologies and services that you want to highlight as to that are helping companies really adjust to what is happening in today's world? Well, Red Hat has always been a very conscientious company. And in my particular area, one of the things we're doing is with Ansible, we're trying to enable folks to use automation, providing free workshops and access to code and playbooks and things for different environments. If you think about the different kinds of industries right now, some are struggling with smaller workforces, work at home. Other ones are under tremendous pressure to deliver services to help keep us safe and protect us. So we are trying to provide as much as we can in terms of automation, enabling, you know, people to use free open source innovation and automation to enable work from home to do everything from creating VPNs to, you know, set their statuses and communicate between teams in this new environment to burst into public clouds in some cases because some are trying to scale because their business has now changed but it's under tremendous pressure. You see that in delivery services and things like that. So we're trying to help as much as we can. We think automation is something that can be immediately helpful and has been. Some of these other projects, you know, if somebody's doing a transformation and they're, you know, designing new applications, that doesn't much longer a burn to it, whereas automation is needed today by companies under duress. You can help them accelerate and it can actually help their new work at home environments. So we see automation helping a lot. The other thing I want to mention is that we have free capabilities like Red Hat Insights that can actually assess systems for security. The last thing you need is security breach or some other problem, why you're dealing with fighting fires or our bad actors out there. We've seen a few already. So Insights ability to look at systems and tell people what their current posture is so they can remediate them quickly, whether with our tools or some other tool they have. We're trying to do as much as we can to help our customers through this really tough time. All right, well, Joe, thank you so much for the updates. Congratulations to the team on the progress and absolutely very important topics to help customers that need to react even faster than ever in today's time. All right, thanks to you. I'm Stu Miniman, lots more coverage from Red Hat Summit on theCUBE, check out theCUBE.net, and thank you for watching.