Okay, I guess we'll get started. Thanks for attending. My name is Bill Mason, and I'm Director of Partner Strategy for Virtualization and OpenStack at Red Hat. And I'm doing a joint presentation today on Dell and Red Hat cloud solutions we've been collaborating on, and I'm here with my good friend and colleague, Joseph George, who's responsible for cloud and big data solutions at Dell. This is the requisite movie, steal a movie slide for your OpenStack presentation. The reason I call it back to the future seriously though is Red Hat's been working with Dell for 15 years. Dell was the first OEM to pre-install Red Hat Linux on servers and workstations and kind of anticipated this enterprise Linux market where we now find ourselves with lots of Unix to Linux migration. And in 2002 and 2003, Dell was one of the first to pre-install the Red Hat Enterprise Linux 3 release. And now we're collaborating on OpenStack. And the reason the partnership works really well for us, Dell's been doing OpenStack. I said they kind of anticipated what was going to happen with Linux in the enterprise and helped Red Hat be very successful there. They've been involved with OpenStack since the very beginning, since 2010. Red Hat does a little bit more of a late entry into the market, although we're a leading contributor over the last couple of three releases. So their domain expertise, working with many, many, many enterprise customers around private cloud deployments. And our expertise in making enterprise-grade, productizing open-source technologies with a subscription services approach that makes customers really happy because it's an open non-vendor lock-in solution is really an ideal combination of our partnership. And our approach and philosophy for open-source is also the same. We make everything open-source as soon as we can. We have had some acquisitions of companies like Manage IQ, our cloud-forms product that takes a little bit of time to get through legal, but it's Red Hat's intention to publish all of its source code for all of its products in all cases. And that's not necessarily what you get with some of the other competing OpenStack distributions. They tend to add proprietary extensions. That's just not, if you heard Sam Greenblatt's from Dell's keynote two days ago, or yesterday, you would know that that's just not the approach that Red Hat and Dell are going to take. We're going to make sure everything's open and everybody gets access to everything in the same way we do with our enterprise Linux and our JBoss middleware product lines. So what we announced three weeks ago, two weeks ago at Red Hat Summit, it's fun having back-to-back summits, kind of wears you out, words that were now open for business and that these joint solutions are available from Dell. And it's a collaboration not only on co-engineering, which I'll talk about in a future slide, but it's also collaborating around technical support, around professional services, providing high-touch engagements to end customers so they can have initial success with OpenStack and understand how all the moving parts fit together. And it's a goal of this partnership, these cloud solutions to build more, thank you, to kind of get to the mainstream enterprise. I think I called it yesterday, OpenStack for Mirror Morals, so that more customers can gain benefit from the technology platform that OpenStack has created and generated significantly greater utilization out of all their compute storage and networking resources. Joseph will talk about the solutions. They're predefined building blocks. And then we have a professional services person go out and install the software because what we're finding is that there's a lot of different use cases, certainly DevTest use case and content delivery. Joseph will talk more about those, but the building blocks are pre-designed and pre-configured so it takes the guesswork out of the solution for the customers. And this is a global initiative. We're going to operate in all the geographies in which Dell and Red Hat collaborate globally. Focus. As I mentioned, Red Hat's been a top contributor to the last three. The Grizzly, Havana, and Ice House releases. We give everything back to the community. We make sure that all our bug fixes, security, errata, anything that we work on goes as contributed back to the OpenStack community just like we do with Linux. And the goal of our partnership, as I said, is to try and get to more mainstream enterprise customers who maybe don't have the technical wherewithal that some of the new technology giants have when they're deploying their own private clouds. They have their own resources in-house and they can manage and maintain things. Contrary to popular relief, clouds don't just like stay up running all day long. They fall down all the time. Amazons fall down all the time. And so there are people that are knowledgeable about how to deal with elegant failover techniques and how to bring things back up and running and keep your applications rolling. So the origin for the bridge analogy is this is a two-way street. As we collaborate with enterprise customers and gather requirements from those customers, we're going to bring that feedback back to summits like this and have our engineers sit down in the blueprints in the design sessions and say, well, I talked to this customer in this vertical mark and I talked to this customer that has this kind of use case. And so we're really excited about the collaboration and what it's going to be able to bring not only to us as partners and as business entities, but more importantly, the feedback we're going to be able to provide back to the OpenStack community of real-world use cases across a wide range of enterprise customer types. So this is some of the areas where we're beginning to collaborate, storage for Cinder and Swift. And if you were here before, you saw the staff session, although that's not a specific OpenStack project, but it's something that Dell and Red Hat are increasingly involved in now as a result of recent announcements. Certainly making OpenStack more manageable and easier to provision and deploy through Triple O and Forman. When you see the Forman capability in Red Hat's Enterprise Linux OpenStack Platform 5, which will come out late June, early July, that's the commercial subscription version that we make available after doing quality engineering and bug fixing. You'll see how much easier we've made it to install and provision the initial cloud resources across compute storage and networking. Certainly collaborating on networking. Dell has a strong networking product line. You'll learn more about that from Joseph in a minute about what's included in these solution building blocks. And then also OpenStack telemetry and orchestration with Solometer and Heat. Customer expectations. I'll let you guys read the slide, and I'm sure the slides will be made available. The kind of customers that Red Hat's seen success with initially with OpenStack start with financial services where Red Hat Enterprise Linux was kind of born. Financial services companies wanting to see the benefits of commoditization across storage and networking as they've seen with X86 server hardware. Telecommunications companies that want to have elastic and scalable infrastructure, not only for mobile application and rapid application development, but for being able to deliver net new services to the end customers that they serve. And that's kind of for... Dell already has a very, very big business in the telecommunications business, and we've got some good Enterprise Linux exposure with telecommunications companies. But this initiative allows us to go even deeper and get to a point where we're actually touching the mobile users of those telecommunications companies with Red Hat technology. In the retail vertical market segment, we've seen some success with retailers that want to have elastic and scalable computer infrastructure just like Amazon.com has, and OpenStack brings some of that functionality. Public sector companies that are increasingly predisposed to non-lock in free open source licensed solutions because it's kind of a civic responsibility. And then educational institutions doing high performance computing and big data analysis of really complex projects are places where we've seen success. And as I mentioned, a real big part of this partnership isn't for us to just go out and sell stuff to customers. It's to get those requirements in feedback and drive it back into the OpenStack community development process. And with that, I will pass it to my colleague Joseph. Thank you, Bill. It's good afternoon, everybody. Once again, my name is Joseph George. I work for Dell and the emerging solutions business.  And we really have a charter to go out to the Enterprise, the mainstream markets and figure out how we take these new emerging leading edge technologies and figure out how we bring it to our broad customer base. Before I go too far, let me kind of see a show hands here. And one of the questions will not be, are you awake? I will not ask that question. First question will be, how many in this room are developers for OpenStack, for the OpenStack community? How many developers do we have in here? Okay, just one. How many folks do here are operators or on the operator end of the cloud environment? Okay, we've got a few. How many are looking at building an OpenStack cloud for their own business? Okay, we've got a few more there. Okay. So this is about the right mix. Usually I see a little bit more developers in this type of an audience. But let me start out by saying one of the reasons we got into this space, and this is like Bill had said, this was a day one thing for Dell. 2010, July 19th, when the press release came out from Rackspace, we were full in on that day. So if you actually were to go back and look at the press release and on July 19th from Rackspace, you'll actually see Dell mentioned as a partner and a quote from Dell, our GM of our server division, fully endorsing this. And this went all the way up to the top at our company of getting in on day one. And the reason is that we actually came from a group within Dell called the DCS team, the Dell Data Center Solutions Team. And that team was tasked with building out some of the biggest clouds in the world. So we had a real sneak peek into how these distributed scale out environments were to run. And we know how cloud environments run, heavy automation, a lot of open source, configuration management tools, distributed architectures, a lot of things that our mainstream customers just don't see. So what we went in with is to try and figure out how we take this cool, new, emerging way of doing computing, which we believe everybody will do one day. How do we take that to the enterprise? And that is important for our community. I want to just highlight that for a second. For the OpenStack community, I myself have been a part of the community since day one. I've been fortunate to be on the board. I've been, you know, my team's helped spearhead the meetups in Austin as well as in Boston. We take the OpenStack community and the effort very, very, very seriously, as do our partners at Red Hat, which is why this partnership's really important. To drive this into the enterprise is what will bring more validity to what we as a community are doing, okay? Over the years as competitors, traditional competitors of ours got into this business, a lot of folks, especially the press, would like to come and say, hey, I'd like to get your take on, you know, so-and-so joining the community. You know, they're a competitor of yours. What do you think about this? My answer's always been that's fantastic because it's driving the community forward. Getting more people, more communities, more vendors in provides credibility to this. So my point here is that adoption by the enterprise of what we are doing, of what this distributed open source cloud is, adoption by the enterprise is critical so that we can continue to get the investments that we need into the project. We can continue to invent, as a community, we need that enterprise adoption. And that's why this is so important to me. It's why it's so important to Dell. It's why it's so important to Red Hat and why we've partnered together. We are trying to take what our community is developing, us being participants as well in that community, and Bill talked about some of the projects we're working on together. We want to build with you, but we also want to be those flag bears to the enterprise. We, Dell has lived there for a long time, Red Hat's done that lived there for a long time, specifically in the open source portions of it. We want to be those flag bears to the enterprise and that's really what we're going to be talking about today. So as an interest person yourself or as an influencers to others around you, that's really what's going to be important to me and what we're going to be working away with from today. So let's talk about a few things that come with the, and it's the Dell Red Hat Cloud Solution powered by Red Hat OpenStack. It's the actual solution. It's a packaged solution that if you talk to your Dell rep, they are going to know exactly what it is that you're talking about. And our goal here was to provide a very simple, easy to use, fully supported, hardware, software services solution for anybody to be able to pick up OpenStack and implement it using open source community components. That's what we are here to do. And that's, so with that in mind, there's a few things that we made sure that we were addressing. So number one was really certified end-to-end solutions. If you go back to what I said before about how these big cloud environments are running things and how traditional IT runs, if I look at traditional IT, I see a lot of administrators that are there certified by Pick Your Favorite vendor that are trained, that are given documentation, that are given certifications, that are given hands-on labs. So make sure that they know how to run and operate this. In general, that sort of packaging hasn't really existed in the OpenStack community, and that's something that Dell and Red Hat are partnering on to make sure that there's a full, certified, validated solution that we can hand to a customer who may be completely new to this. They don't have Python developers on staff. They don't have regular contributors to staff. What they do have are very smart technical people that want to figure out how they can make this applicable to their business. A good example, I was with a customer just about a month ago, and I talked about the different models of how you can make OpenStack relevant in your environment, and I referenced the model of, you know, going out and finding people like in our community that know how to develop towards sender or know how to develop and actually contribute toward the Glance project and bring them on staff and build that out. It's interesting. Some set of customers will actually say, that's our model, and a lot of you probably know some of the big names that do that. A lot of the customers that are mainly more in this enterprise type market will say, I'd rather not do that, and the reason is really two-fold. Number one, I want to support and endorse the community, let the community drive it, let that innovation happen there. But secondly, if I've got OPEX, if I've got dollars, I want to figure out how I make my business move forward. That's what I've got to do. I have limited OPEX, limited people. If I have additional OPEX, I want to figure out how my people can move the business forward, and that's where they're focused on. And Steve Stover mentioned that at the SolidFire keynote when Dell was on stage with them today. This is the customer where we actually can go to them and say, we have done this. Other things that are similar to you in your IT environment, other vendors where you have certified admins, you have support behind it. We have something like that for OpenStack that Dell and Red have put together. It gets them very excited about OpenStack, and that's what we need to drive here. Let's talk about enterprise use cases. Bill talked about this a second. A lot of our customers at this point in 2014 are not trying to pick up OpenStack because they want to pick up OpenStack. They have problems they're trying to solve. They have new applications they're trying to deploy. There's a pending change with applications coming. They want to get started now. So they're looking at things like building out test dev environments. They're looking at things like storage as a service, which is one of the most popular use cases right now in Kamesh who was just doing the last session on Cef. I mean, the people in the room, you could tell the interest level that's there. That is a very highly, a high base of interest among our customers, storage as a service. Platform as a service is another one. Bill mentioned content distribution. This is actually a really hot one among our telco customers where they want to start distributing content, images, videos on the web. And when they look at their traditional technologies that they have in their environment, it either can't scale to that level, it's not performant to that level, or it's cost prohibitive. And this is where OpenStack comes in and fits extremely nicely as long as they don't have to build it themselves from the ground up, okay? So another thing to note there that you'll see is that technologies existed in IT organization from one function that might be different from OpenStack, and they will sit. You'll see OpenStack and other technologies, my prediction the next few years, you'll see those standing next to each other in a public way as well as in a private way. That will continue to happen. There are use cases where it makes sense for traditional IT to keep applications there, but the new applications that are emerging that live on the public cloud as a first place, as a first home, they're going to need a cloud to live on on-premise, and that's really opportunity that OpenStack has. And then let's talk about the, you know, the risk that comes with this and the enterprise experience. Obviously Dell and Red Hat, we, like I said, we live in the enterprise. We understand how they operate. We understand what matters to them. We want to be the flag bearers from the OpenStack community to go to that group and say, here we have got OpenStack in a way for you, minimizing the risk for them. Because a lot of, and again, this comes from experience. You know, we've been in the OpenStack business for, you know, this will be four years this year, at least since day one. We have built reference architectures and solutions, and we have learned by doing over the last four years. That's one of the great things that history gives you. Being first has a lot of great accolades that come with it. Yeah, we were first. The unfortunate thing is that you get to learn really raw when there is nothing but two piles of code munched together, you get to figure out what you need to work on really to make it stable for a customer. So what is represented in our solution today with Red Hat is backed by history. We have had a track record of taking this to customer sites, deploying on customer sites, learning what works, learning what does not work, and coming out with a solution that we believe is going to fulfill a lot of the customer needs that are in the enterprise right now. And as a result, the risk level actually comes down. Because of the distribution that's hardened by Red Hat, and because of the reference architecture that's been validated over time, the risk level comes a lot lower for customers. And that's the threshold. That's what they need. They need a threshold lowered so they can get started. And that's really what we're all about. An enterprise, great, obviously, fits right into that. Our friends over at Red Hat, we're extremely happy to be working with them. And it's not just a thing where we just see each other at these summits. Whether Bill likes it or not, I like my face multiple times a week. We're on phone calls multiple times a week. Meeting, planning. Every day. Seriously, the line between us... Don't sound so enthusiastic. No, no, but the line between our two companies working together is becoming almost invisible. It really is. It's just that we're extensioning each other's teams. In fact, there have been a couple of instances this week where we've had executives from both companies meet some of our team. And we've had to say, this is Bill Mason. He works for Red Hat. This is Joseph. He works for Dell. Just because it gets really convoluted that way. It's a great way to drive enterprise grade solutions, which I should say is the expectation from the enterprise. They want something that is going to work, that's robust, that's supported, that's been tested. I won't spend too much time on this. This is kind of a view to what we had announced. As Bill said, there were two important announcements that came out about this relationship. Number one, we will be building a joint solution in market, the Dell Red Hat solution, which has now launched. It is now fully available. If you or your circle are interested in something like this, you can talk to a Dell person or a Red Hat person. They can do it today. You can get on the phone, start mapping this out. The second thing is a co-engineering, a collaborative element. So we have engineers that were just over at Red Hat last week, actually, that are working on collaborating with specific projects and where Dell and Red Hat will work together to contribute all of this back to the community. So everything that's going to come out in this distribution, it's going to be hardened and validated and supported. But anything that's new, that's generated in that distribution, 100% is going to be going to the upstream. That and Dell is going to be a participant in that today and will continue to be a participant in that going forward. Now, we'll spend a little bit of time on this. In the same vein of trying to make it simple, what Dell has done in partnership with Red Hat is actually pull together three configurations for our customers on how they want to buy. One would be a POC. And POC here means proof of concept. I had to clarify that yesterday and yesterday's session. People didn't know what POC. And apparently there's a lot of different definitions I'm finding.  But this is the proof of concept configuration. And really what this is for, it's a great first step for a customer that's never done this to really get a very small stamp and get started on working on OpenStack. It's a really nice, easy way to get seamlessly into that. And we'll go into detail about what's in those bundles. Secondly, for the pilot bundle, it's essentially a 2X of what the POC looks like. But it's got a deeper, more sophisticated networking area. It's actually gotten more around OpenStack storage. And actually can actually host more VMs as usual. So it makes it easier for a customer that may not be at the proof of concept level. Maybe they're a little bit more sophisticated. And it gives them a nice, good, beefy stamp to start with. And the beauty of this is that as a result, you know what, I should turn that off. Sorry about that, although I'm sure you guys enjoyed that. It actually also is a nice way to scale, right? So once you buy that pilot configuration, it's a nice way just to go get additional blocks of this configuration and just scale it out. One of the things that we've learned over the last few years has been there's a shift between going from something like a POC or a pilot to production scale. Traditionally, with a lot of our server infrastructure, customers will do a POC on site for whatever period of time. They'll make decisions. They'll say, you know what, love it. Love the POC. Went well. I'm now ready to buy production scale system. What we found in not just in OpenStack, but in other emerging technologies like Hadoop and NoSQL technologies is that the POC evolves into the production unit now, right? So a lot of our customers will start with the proof of concept, will bring workloads onto it, will tune it for their environment, make sure the right networking and authentication connections, all that happens, and then once they get it comfortably, and those of you that work with OpenStack understand how important this is, once you get it to where it's tuned really well, you don't really want to tear that apart and start over again, right? You want to use it. You want to be able to build on top of it, and that's really what this pilot configuration allows you to do, is to just start building right around it. And this is something our customers have done a lot of, is start with a very base kind of bundle and then start building around it based on the workloads that they've got and the horsepower that they need. The final one, which I won't spend too much time on, is the production scale. And the reason I won't spend too much time on it is it basically uses the main form factor behind the two bundles before it, but it's primarily a services engagement with Dell and with Red Hat. And the reason that is is because if anybody here has actually tried to deploy OpenStack at a large, large, massive scale, it's hard to do that out of a box, right? It's hard to do a thousand node, two thousand node OpenStack environment out of the box, take it in, plug it in the wall, and it just works. That's just not how it works. It does require a networking discussion. It does require discussions around who will be accessing and what their roles will be. It'll have discussions around what the specific applications that need to run on it. And Dell and Red Hat have actually figured out a way to actually manage this with every customer, have a conversation, work out what it is, and then implement it for their environment. It's part of our DNA, and it has been for a long time. So the production bundle really is around a very deep, specific engagement with every customer one-on-one and figuring out what's right for them. Okay? At a very high level, this is kind of what the bundles look like, and I'll do this for all three of the configurations. So first of all, the proof-of-concept bundle, I'm really careful about saying proof-of-concept now. I want to say that every time. The proof-of-concept bundle is actually a five-node stamp using our mainstream R720 server hardware. It is, you know, if there are Dell customers in the room, a lot of our customers use the R720. It's a model everybody's really familiar with, a standard X86 server. We have configurations and tunings based on a reference architecture that will tune it a certain way to optimize it for OpenStack. From a networking perspective, we're using our Dell networking S55 switch, which is a one-gig networking capability. And from a distribution perspective, we have brought in the Red Hat validated OpenStack platform and then services that come from Dell from consulting, deployment, and support. So as the customer is growing, as the customer is evolving, if there are issues that come up, they're able to pick up the phone, rather than go on it on their own or try and reach out to a community mailing list. They can pick up the phone and dial an 800 number. They have someone on the other end who knows what they're talking about. When you break it down, the nodes, you've got the first couple of nodes are kind of manager and controller nodes. And in particular, there's a few nodes dedicated for the Nova compute modules. Now, one thing that's missing here is there's not a storage component separate here. In this model, because it's a proof of concept, and again, this goes based on history, we found we've been able to give customers a very small stamp and leverage just the local disk with the Nova compute capabilities for them to be able to just get a taste of how OpenStack works. And this has proven time and time again to be adequate for kind of a first step into the OpenStack framework. Now, one thing that we are doing a little different here, a lot of our customers that are familiar with the public cloud model will be told this is the kind of virtual machine support you'll get. So in this particular configuration, we can support up to 90 virtual machines based on the specific configuration choices around memory and things like that that you make. But that's really what this stamp looks like. Five servers, one gig networking, basic Nova compute capabilities, and up to 90 virtual machines, and this is that proof of concept bundle. Now, when we go up to the pilot configuration, again, there actually are some customers who use this as their first step just because they don't see the need to just learn a little bit about OpenStack. They're ready to make some real commitments at this level and just want to start testing out applications and workloads. And I'll just spend some time on what's different here versus the proof of concept bundle. So here, you're actually getting a much bigger rack. I think it's a half rack as opposed to a quarter rack. So in terms of actual nodes, I think it's an 11-node configuration versus a five-node configuration. One difference here is that we actually include our 720XD server model. And really what that is, it's just like the R720 for familiar with that model, but it has capability for additional disks. So you can actually expand it out to have a very strong local storage footprint if that's for this configuration. It is one of the options that are available to you, but it allows you to have a very strong local disk capability there. Also in this configuration, we also up our networking to a 10-gig networking configuration, which we're including our S4810 switch from our Dell networking group, and it allows you to actually take advantage of extra bandwidth. Again, with this kind of horsepower, the applications change, and the requirements change a little bit, so we bump it up to a 10-gig platform there. The other difference here, in addition to just more horsepower on the actual gear, we do include sender capabilities here. And I think I saw Kamesh on the last slide, on the last session that it's actually Ceph nodes that are actually included in our part of that solution in the next release. So right now it's just sender capabilities with Red Hat storage, and then in the next release it will be our Ceph capabilities now that Red Hat has acquired Ceph. And in fore context, a single POC bundle can have up to 228 virtual machines, but bear in mind this is something that can scale. As you add more, your whole cluster can actually grow as a result. I won't spend too much time on this. The only one thing I would say here is that PowerEdge C servers are an option as well here in this case. PowerEdge C, I mentioned DCS before, the team that built out all these custom infrastructures for the biggest clouds. I can't name them obviously, but if you think of the biggest clouds in the world, those are our customers for their environment. PowerEdge C was actually a mainstream server line that came out of that. So if I talk about that for just a second, when we looked at all these large-scale, distributed clouds, we saw about 80 to 90% of what they wanted was about the same. They would come to us and want to buy several thousands of servers at a time. And these are companies that spend millions and billions of dollars a quarter just adding more and more power, and I should say compute power to their environment. What we found out was that density mattered to them. We found out that power management mattered to them. We found out that software, redundancy at the software level is what mattered to them. We found out that automation and open source mattered to them. So what we started doing was realizing that with that 90% that was about the same, we could actually build a server line that actually captured all that goodness, and we would still build the custom environments for the largest-scale customers. But for the customers that want to get to distributed scale that can't spend billions of dollars a quarter on gear, there's a model now, the PowerEdge C model that can actually enable that, and it is a model specifically for cloud and hyperscale solutions. So that is an option when you want to build out a production configuration, when you talk to our services teams, they can use that as an option as well. I think I've just got a couple of slides and then we'll open it up for any questions. Let's talk services for a second. And again, let's go back to who we're talking about. Our enterprise customers, again, generally are not heavy in writing code for the community, are not regular contributors. So in addition to us providing the guidance, whatever we can on a packaged basis, they need a lot of help in terms of services. So things like consulting, things like deployment, going on-site actually deploying it, while they have actually, once they've actually deployed it, ongoing maintenance and support, right? How do I grow it? How do I fix this problem that's sprung up? I need somebody behind me to actually pick up the phone and call somebody, and that's really what Dell and Red Hat are doing. And beyond that, this is now a group of people that we want to train, not just in the new capabilities of OpenStack. Remember, this is a new way of doing computing now. It's a very different way of doing things. And so as that company, as these customers start evolving that way, we've already started setting up training between Dell and Red Hat making that available for our customers that decide to go through this model. They've got training and certification on the Red Hat components. Those training sessions have items around DevOps, include items about new distributed architectures. All those things exist as part of the training. This is a really good example of the things that the enterprise has come to us and looked at what we're doing, Dell and Red Hat together, and given us a big thumbs up to say, this is what we have needed, something that is really important to our portfolio. I'm not going to spend too much time on this. Let me just say, this is not just something that's theoretical in our mind. As soon as we started working on this and starting announcing this, our customers have actually come to us and have actually said, yes, this and more and more and more and more, keep it open. Keep it open as much as you can. We want to see the innovation that's happening in the community to continue. There's an interesting survey that's done every year by Black Duck Software about sentiments toward open source. I Google it, you can find great information about it. Some interesting stats. A lot of the enterprise, and I think this last time around, 900-some enterprises participated in this survey, but a lot of these enterprises are now looking at open source, not just OpenStag, but open source as a way to drive higher innovation at a faster pace than we have traditionally with proprietary options. The attitudes toward open source are changing. The attitudes toward collaborating are changing. Us keeping ourselves open, us keeping ourselves up to speed with the community, us partnering with the community and participating in the community, that is the model that we're trying to drive here. One interesting stat may not really completely be related here, but it caught my eye. One interesting stat was at the end of those respondents actually said that they expect to collaborate with their competitors to drive innovation over the next three years. That, my friends, is a real shift in how our IT organizations are operating. Okay. I think this is my next to last slide, and then I'll buy Don here. Very, very high level roadmap. The V1 is really what we just announced here at the Red Hat Summit just a few weeks ago. Really to get a solution out there. In the June, late May, early June, July timeframe, we will have a version two that will be out focused on Ice House. If you look at the kind of things that we're trying to focus on here, you'll see it's a very storage centric type release. We want to make sure that those of our customers that are using our products like Equalogic that have been constantly bombarding us with help. We want to figure out how we include Equalogic We are answering that call here with this release. As well as some of the newer technologies around SEF, like you heard with the last session, it's a big part of our strategy. It has been for a long time. As well as the Red Hat Storage server that's coming out. Version three, my team that created this said it's a secret so I can't tell you too much. Based on the timing you can tell this is the June of timeframe. There are use cases that our customers are going to be using this for. I mentioned some of those things. Storage as a service, content delivery. These are the things that we're going to be focusing on to make sure that they are continued to be enabled to pick these technologies up, use them and have the support behind them that they need to drive it forward. Let me kind of end with this here. Hopefully you can tell that to Dell and to Red Hat driving innovation is what matters. For Dell in particular, this has been a part of our DNA for a long time. What can we as a company do to drive innovation forward? Not just in this space, but in every space. How do we drive innovation? How do we empower our customers to do more than they thought they could? OpenStack represents that. That's why we have the teams we have on OpenStack. That's why we invest in OpenStack the way we are. Really it is the community that we drive forward. That's where innovation is coming from and we continue to do that. Last slide here. Promise. Last slide. If there are questions or comments, if you have customers, if you have people in your circle that are looking that you know may not be at the caliber that a hardcore Python developer is, maybe they're not a PTL of one of the projects, but they're looking to get installed or they've tried OpenStack and it still remains to be a little science project there. We can help. Let me just give you a few ways to help let us get connected with the people that are out there. Websites, obviously you can learn way more about that, dell.com and then redhat.com slash dellcloud. We'll give you a lot of the information I shared here. Case studies. The first case study that we did is our own IT organization. Our IT organization at Dell represents the kind of customer we are going after. OPEX is spent on furthering the business, not on hiring a bunch of developers to be in the community, which is a strategy, but that's not how this customer wants to do it. We have a full documented customer reference on this website that you can download and read through what their problems were, how they're solving it and how they continue to actually evolve it over time. So check that out. I also want to mention the solution centers. If you or your customers are interested in doing a proof of concept, you can actually do it on Dell on a Dell site with an architect that's already stood up. There are staff, there are experts on site, there's gear already stood up. You can actually schedule time and bring your workloads to those centers and they're spread out all over the world. Obviously Austin, Texas, Chicago, New York, Shanghai, Europe, they're all over the place, so take advantage of it. Finally, I'll just leave it at this. If you don't remember any of these things about how to get in touch with somebody about this, OpenStack at Dell.com will always get you to the right place. You've got architects, marketing folks, sales people, executives looking at that inbox, making sure that customers that come in are serviced appropriately. So if you remember nothing else about how to get in touch with Dell or Red Hat on this, drop us a line at OpenStack at Dell.com and we'll get you there out of the right way. So with that, I think we've maybe got just a couple of minutes if there are any questions and I'll invite Bill to come on back with any questions that might be out there. I will say a little bit that Red Hat has actually done a great job in helping our Dell IT team actually stand up their first OpenStack Cloud in a real meaningful manner and we can have some questions about that if you'd like. We'll open it for any questions that might be out there. Okay. Yes, question. Okay, OpenStack manager and the controller. Hello? It's really just the OpenStack components, right? There's not a separate code path or anything like that. We use Foreman to do the provisioning and you have the horizon dashboard and the telemetry you get from Solometer, for example. So it's not meant to imply that it's something separate or different. Yeah, that bullet item refers to the Foreman provisioning capability which we've improved in our OpenStack Platform 5 which will be commercially available in the end of June, early July. It's a fair point. It doesn't necessarily need a separate node to run but that's the way the configuration was defined. I don't know. Right, so again, based on the deployments we've done in the past having something dedicated because Foreman is not really just about deployment. There's a lot of other things that are kind of tied into that. You could put it on one of the existing nodes but then you start taking cycles away from other things that it needs to run against. Any other questions? I think we are actually out of time so if you have any, feel free to come up. Thank you for your time.


So Rafa Nadal, he obviously won the French Open. We know he has foot problems. We know he has a problem with his foot. He's had it forever and it's flared up. He had to play with injections during the French Open. We all know that. Let's go have a read of what has happened to Rafa over the last couple of days. A spokesperson for Rafa has come out and said, Rafa is temporarily at home and will spend three or four days doing normal maintaining physical activity. Depending on the effect of the treatment and as long as it's positive, he will later return to training on the court. We don't rule out a second treatment being carried out in the next week. Rafa on Sunday also came out and said, I will be there if my body allows it. Wimbledon is a priority. The grand slams are priority. Playing it with anti-inflammatories, yes, but with anesthesia injections, no. So we all know that that's what Rafa said. He wasn't gonna play with injections again. He was only gonna play if he had to take anti-inflammatories, tablets and stuff. So there it is, Rafa going into treatment. Not so much a surgery, but he had a treatment, a post-radio frequency stimulation treatment on his foot. He's out of action for a couple of days and he might get that again next week just to get right for Wimbledon. He was on crutches going into the hospital. If you've seen photos of that, he was going into, he went into hospital. He was on crutches, kind of like Zverev was after his horrible injury. Let me know down in the comments below. Is Rafa playing Wimbledon? What do you reckon? Is he gonna be there? Hopefully all this treatment goes well, but what do you reckon? Is Rafa gonna play Wimbledon? Should he play Wimbledon? Because history's on the line. Even if he just takes a crack at it, just has a try. Will he play Wimbledon? No, will he win Wimbledon? Or will he compete at the event?


As Brad got me doing all sorts of cool stuff, we have no monitor, so I don't know what I look like when I do this sort of thing, but I suppose it's probably very applied. No, gosh, here we go, behavior me, spokes. We're back. This time, the, I don't know, the characteristics of applied behavior analysis. It's pretty easy, really, but we're applied who to thunk it, right? So we're applied in the sense that we solve problems that are relevant for an individual. It may be relevant for lots of individuals, but you need to realize something. We don't solve problems just to solve problems. We solve problems when there's a need, and only when there's a need, folks. The question is, often, who demonstrates the need, who is it that needs something? My clients, you, me. I always need modification of my behavior, but that was kind of weird. I digress. So any applied situation, anything that is socially significant, right? So that's the type of behavior we're going to work with. Really any behavior, as long as it's socially significant to the person, or to society, ironically. All right, behavioral. Everybody rolls their eyes. Behavioral. What do you mean behavioral? It means simply this. We're going to study behavior for behavior's sake. We're not going to do studies about behavior. We're going to do studies of behavior. We're going to focus on behavior. We're going to focus on actions. What you say counts. It's verbal behavior, right? What you feel counts. That's emoting, right? Actions, right? If it ends in ING, we're probably going to focus on it. If I turn around and do some fishing, we could do that. Not that that's socially significant. I suppose you could teach someone how to fish. That'd be very socially significant. Eating is socially significant. Eating. Yes. There's a lot of people out there that have a difficult time eating for a lot of reasons. So we could work with that, right? When someone with autism has an eating issue, we can help solve that. We can totally get in and manipulate the environment to help address the behaviors in question, to help that individual eat healthier foods and to eat in general. So that's an example. So behavioral. It has to be measurable behavior. We're not talking about behavior that we can't measure, which is a bit of a circular argument. Things that we can't directly observe, right? So it's a little hard to do the thinking stuff, but we can always rely on self-report. That's stinky, but it's better than nothing. Analytic. We are going to focus on functional relations. We're going to figure out how something is related to something else. Sitting on these rocks makes my bum sore, right? So we're going to establish that relation over time. And we're going to discover that if this person always complains about their thump, their bum being sore, maybe they shouldn't sit on rocks so often, right? It sounds really simple and in a sense it is, but to get to that functional relation, to get to that cause and effect and that understanding, takes a lot of work. And it takes the scientific method, which is why when we teach people about behavior analysis, we have to teach about scientific method too. It all goes hand in hand, right? Technological. Now, that's not the type of technology you're thinking about, not this fancy fuzzy technology that Brad's using here. We're talking about technology of behavior, of how our science is done, the most current, effective practices in our field. It may be that technology, as you know it, is involved, but I'm talking about, and we're talking about the technology of behavior of our field. Do we understand that technology? And that was kind of weird. Do we understand that? Of course we understand it, otherwise we wouldn't be using it. You don't use a teleporter until you know how to use a teleporter. Not that there are teleporters, but maybe someday when you're watching this video in 2045, maybe there is a teleporter. Anyway, so technological, here's another one. It's really cool. Conceptually systematic. That's a big one, right? Everything fits together. I'm not going to use a hypothetical construct to explain behavior. Why? Because I'm behavior analytic. I'm going to focus on environmental constraints. I'm going to focus on the learning history of the organism, of the person, to explain behavior, to understand what's happening. So we're going to keep everything together. We're going to wrap it up nicely. We're not going to borrow from this philosophy and that philosophy and this one. The other thing, we are going to focus on our science and our philosophy, and we're going to keep everything in a link. We're not going to explain reinforcement using some hypothetical process. We're not going to use explanatory fictions. All the stuff that's out for radical behaviorism, we're not going to use it in applied behavior analysis either. And effective, folks. We're in evidence-based practice, and don't forget that. I think that that's probably one of the most important things about this, is that we are in evidence-based practice. We have hard data. We have hard science that we use to inform our everyday practices. Applied practices are not nearly as hard, so to speak, scientifically, as our experimental analysis of behavior. But they came from that. And we test them. We do experimentation in the real world. Sure, you might have a little bit of weakened internal validity, but you've maximized your external validity. So we borrow from the lab to apply in the real world. And that is an absolutely important piece that we only do stuff that's effective. So the last thing we've got is generality. We're not going to teach someone just how to mow this bit of grass here. We're going to teach somebody how to mow this grass, and hopefully we're going to teach them in a way that generalizes to that grass over there, over there, and down that way. And we're going to teach them skills that allow them to function in their lifetime, right? That generalize beyond the specific training environment that we're working with. We're going to teach relevant skills, right? Remember, we kind of talked about that, social importance, right? So we're going to go back and teach people skills that generalize beyond the setting that we're working in to give them the tools to function in their world, right? That whole big picture, wrapping that all up to, wrapping that all together becomes the field of applied behavior analysis. And I think you'll find it drastically different than a lot of other areas of psychology. In fact, so different that you might not even consider this, a branch of psychology, and many of us don't. Anyway, that's for another time. We'll talk to you later. See ya. Time for a swim.


I'm going to be the first to say I don't take care of myself. Why should women go to the doctor? Well, if you don't take care of yourself, you can't take care of everybody else. That is true.


Thanks for checking out this episode of brutal battle beer break today. I'm going to be trying an IPA West Coast IPA. It's by Fort George Brewery in public house, and they're out of Astoria, Oregon Yes, people in the know know that a lot of the movie the Goonies was shot in Astoria But if you didn't know that then now you do and knowing it's half the battle anyway So this IPA is called vortex IPA 7.7% alcohol by volume and Hopefully it's good Mm-hmm It's pouring like an IPA Very orange dark orange coloration to it almost a little reddish hue going on in there Nice big white head. Oh Very bright on the nose. It's almost got a little it's got like a Citra IPA note to it a Little bit of you know as people say kind of smells a little bit like body odor on there But it's a lot of citrus with some nice caramel-y aspects Almost a little bit of like a vanilla twinge in there as well Which is kind of interesting, but a lot of that kind of Citra-E type smell. I Don't even know if Citra's in it, but it smells kind of like the Citra hot profile Yeah, it smells good funky BO smell, but in the best way possible. Oh That's pretty good a lot of caramel-y aspect in there actually And I do actually perceive just a little bit of that kind of like vanilla-y aspect But we're I get that kind of funky BO ish Aspect that is kind of Citra-E in here Which is not a bad thing. It sounds weird to say that but it's not a bad thing. It tastes good Hmm a Lot more of a malt backbone Now I was expecting from the nose, but it's very pleasant. It's super pleasant with this beer This is nice. This is a nice sipping beer. I'm getting a decent amount of citrus I get no pine, but I get those kind of caramel-y notes that vanilla-y note and a lot of that kind of like BOE Funk from like a Citra-style hop, but It smells good tastes even better mmm For George, I think you know what you're doing and I'd like to get my hands on some more of these beers In fact, the way I got a hold of this was from Emily Bowling who lives out in Corvallis, Oregon So thank you very much Emily Always very appreciative when you can get me some killer West Coast IPA's and this is no exception Anyway, oh, oh, actually, let me read this There aren't even any Citra in here, but they go together to make that kind of a flavor note Amarillo Simcoe and Centennial how the Simcoe like that kind of spice aspect of the Simcoe coming through Okay, that's where that kind of funky BOE thing is But anyway, thank you everyone for checking this out. Go have yourself an awesome beer


Personal finance practice problem using OneNote. Dividends and gain on investment calculation. Prepare to get financially fit by practicing personal finance. You're not required to, but if you have access to OneNote, would like to follow along. We're in the icon, left-hand side, practice problems tab, and the 1240 dividends and gains on investment calculation tab. Also, take a look at the immersive reader tool. The practice problems typically in the text area too with the same name, same number, but with transcripts. Transcripts that can be translated into multiple languages either listened to or read in them. Remember that dividends represent a kind of return on investment in stocks. Stocks being an ownership interest in a corporations. Corporations being a separate legal entity which have their ownership interest broken out into standardized units of stocks or shares. We're typically thinking about those corporations that are publicly traded. Those which have decided to be traded on exchanges. The dividends representing a return of the earnings to the owners. They're similar to draws for a partnership or a sole proprietor. However, if you take money out in a partnership, different partners can take out different amounts of money. When you're talking about a corporation, you can't have different shares taking out different amounts of money. It's going to be standardized. Therefore, the decision to give dividends needs to be determined by the board of directors or the and or management and it's going to be determined on the company side of things on a per share basis so that you might get more or less dividends based on the number of shares, but each share is going to be equivalent in nature in that way. We also have two kind of forms of return that we're typically looking at when we're thinking about investing in stocks. One being possibly dividend return. The other being increase in the value of the stock, which we might realize when we sell the stock. Possibly that going up by the company retaining more of their earnings instead of distributing them as dividends and using them to create value in the company increase in the market price generally. Okay, given that we've got the shares to purchase. We got shares 300 shares. The cost is 14. We're going to say that there's a broker commission that kind of muddies the water a bit of $6. You sold the stock a year later for the shares 300. The price 47 and the broker commissions are $10. So we bought the stock. We sold it a year later and then we also have these dividends per share of the 210. So there was obviously a gain in the stock price. Note that the gain in the stock price is good even if we don't sell it. But the stock price could of course go down. It's a volatile thing or more volatile than other investments. When we realize it that's when we sell it and kind of lock in the gain. That's also when we might have tax implications which we won't get into in detail here that could happen at that point. So we could have unrealized or realized gains, unrealized being those which mean the stock price is going up but we haven't really cashed it in and then realized would be generally sold the stock and realized gains can trigger taxes. Okay. So the dividends we could say we got the 300 shares and the dividends per share we're going to say on an annual basis are to the 210. So if I multiply that out we got 630 for the dividends over the year we're going to say. The cost to purchase, how much did it cost to purchase the stock? Again notice that these tables are really good to be making in Excel. These kind of basic calculations. So I highly recommend using Excel, visualize your tables and work on that in Excel. But we got the cost for the stock 300 shares that we purchased and they cost 14 per share. So that would come out to the 4200. However we also have to tack on the broker commission which we're saying is $6. So 4200 plus the $6 broker commission is going to bring us to the cost of $4206. What about the sales proceeds when we sold it a year later? So we are imagining at this point a year has passed and now we're selling the stocks because we're saying hey the stock went up to $47. It's time to sell. Buy low, sell high that's my motto. That's how I invest in stuff so it's time to sell the stuff. So we're going to say the proceeds before the commission are going to be the 300 shares. Now note we don't have to sell all the shares. We could try to figure this out and think about what if I only sold 200 shares or something like that. But we're going to assume we sold all the shares the 300 shares and then the price is $47. That's what we're selling them for. We bought them for 14 selling them for 47. That would give us proceeds of the 14100. Again we paid the 14 per share. We've paid the 4206. So this are the proceeds and then we had to pay the commissions however to make that happen of $10. So we got to bring that proceeds down this time because this is money going in whereas this was money going out for the payment. So that's going to come out to the 1490. So the capital gains. What is our gains that we have when we say capital gains? That's kind of oftentimes a tax term because that implies we're going to pay taxes on them. Capital gains is a type of tax generally. You can also call it realized gains. We actually realized the proceeds here. Notice that if we did not sell the stock you could still say okay look I've got a value of the stock at the 14100. I wouldn't have to pay the commissions in that case and that would be great. You'd still have a gain. You might call it an unrealized gain. It might not have a tax implication until the point in time that you sell it because it's still in stocks it's somewhat volatile so the price could still fluctuate more so than possibly the fluctuation of cash or bonds or something like that generally. So we're going to say then the 1490 is what we sold it for. That's this number and then this number is what we bought it for taking into consider the commissions. So that's a capital gains huge gains of 9,840. See I'm a genius investor. This is the kind of returns that make people stop their day job and think they're going to go in full time. Look at this. Look at what I can do here. So total dividend income was the 640 or 630. We got 630 from the dividends and we sold the stock at the 9,884. So look at that. 10,514 total returns. What if I was going to take that on an ROI percentage because this was exactly a year here so that's why we kind of did it in terms of a year and even if you didn't realize the gains here you could try to figure kind of your unrealized gains and do a similar kind of calculation. So we could say look at that 10,514 and then and I put down the total cost to purchase was 4,206. So I put down 4,206 to get 10,514. That's a return of like 250% 514,4206. That's right. If I move the decimal about 250% rounded. I'm going into that. I'm a day trader now all of a sudden. But I probably can't do that again. Anyways so that's how it now you might do the calculation this this way. This is another way you might look at it. You might say well let's calculate the capital gains this way. We're going to say the gains per share before commissions. Oftentimes it's nice to be able to take the sales price per share $47. That's what we sold them for minus the cost per share of $33. Now the commissions kind of muddy the waters a little bit but the commissions are somewhat insignificant depending on the level of trading your half. So you could say okay I got the 47 minus the 14. That means I made a gain per share before commissions of $33. That's one way you can kind of look at it. You could say okay then the number of shares that we dealt with was going to be a gain before commissions of $9,900 so that's a useful kind of way to do the calculation and then the commissions you could tack on then the commissions are the $6 and the $10 to make that happen and so if I take the $9,000 minus the 16 we get to the $9,884 which should match up to the capital gains $9,884 here and then of course we have the dividends as well. So notice that these tables there's pretty basic calculations. You could scratch this down with chicken scratch and follow along and what not but they're really useful to practice putting in Excel and just kind of visualizing these tables and if you should be able to after you get good at it to create these tables about as quickly as you can do the chicken scratch on a piece of paper and if you can do that then you can of course do a lot more because your head's not holding so much when you're doing the chicken scratch you can't even reach your own writing and what not. So I would highly recommend practicing these type of problems in Excel formatting them multiple different ways.


Hi everyone, Joe for jaspeascasebrakes.com coming at you with 2020 Tops Tier 1 Baseball 12 Box, pick your team number 5 from jaspeascasebrakes.com, very big thank you to all of these lovely people for getting into the action right here, aw there's a dent on that, edge grade 8, Friday the 5th 12 Box, pick your team 5, thank you, Emma, last spot Mojo, Detroit Tigers, there's everyone else right here, thank you very much, appreciate it, we were just talking off camera before we started the break, Jack B went to, went to Hera's casino and playing some pie gal, he sounds kind of weird, half empty, obviously the tables can't be crowded, huge bottle of disinfectants, can't touch, or you can't touch chips, can't touch cards, can't get all these boxes out of here, that is a mess, thankfully this is my break of the night, Nick will be coming on a little bit after me to do court kings I think is after this, yeah thanks will, yeah I think court kings after this and a few other breaks, that was kind of a mess, there you go, 6 on one side, 6 on the other side to make 12, good luck everybody, how do you think they're gonna do poker Colin Sullivan, Colin saying I'm better at poker than I am breaks, I feel like there's a little more skill involved in poker, there's somewhat some skill involved but a different kind of skill I feel like in group breaks, this game this is more about finding value in different teams especially in picker teams, Kevin Newman to 395, more of a stock market you feel to this, pirates that'll be for Joe Crowell, so one relic, two autos, Bryce Harper, four out of thirty that'll be for Rick Kaye and the Phillies, let me run and get some more 75 point out voters, the poker area has changed to more slot machines Jack B, is that at least at that Harrah's, hmm, alright and there's Mitch Keller for the Pirates of 299, so two Pennsylvania teams right here for the autographs, Phillies and Pirates, Joe Crowell with the Pirates and Rick Kaye with the Phillies, so Rick Kaye you'll get the Bryce Harper, Joe Crowell you will get the Pirates Mitch Keller, so is poker done, at least are the big poker rooms done for now, because yeah I mean Colin's right you got to have a good handful of people, I've never played in a poker room, play with friends a lot but I feel like you do have to have a decent amount of people to really really make it fun, otherwise, otherwise you're just playing head-to-head poker like you're in Rounders and you're playing against Teddy KGB, you beat me, straight up, pay that man is man, there's Matt Beatty, 121 to 395 for my Dodgers, that goes to Joe Crowell, picked up my boys and blue, all day long, check, check, check, 5 out of 25, Dale Murphy, Gold Inc. Otto, go under the Braves, that'll be for Joe Crowell, I like those old Braves uniforms there too, and we've got Jed Lowry, to 299 that is for the Mets, Joe Crowell with the Metropolitan's, so Jackson they don't make enough money in those poker rooms, the Slottes bring in more money, as long as they load them up with Buffalo Gold, Buffalo, something Nick and I talk about frequently is that we think that if Tops had a slot machine, I don't think they'd ever do it, my argument was they're positioning themselves firmly as a family sort of trading card company and they don't want to have like, they don't want to have them associated with like gambling or slot machines or something like that, but I think it's a good idea though, if there was a Tops baseball card slot machine, how often would you play? I'd be on that thing all the time, Andrew Ben and Tendi to 395, it would be, it would be whatever year it is, it'd be like 2020 Series 1 cards, right, and then you could like, if you can get like Super Fractors, Super Fractors, Super Fractors, ding, ding, ding, ding, ding, ding, ding, ding, ding. How awesome would that be? Ben and Tendi going to Jeff Gordon and the Red Sox, then we've got Dennis Eckersley, 100 to 120. No, it's not Rex, it is the chance to go in with your friends to buy a piece of a case together, to open it together. That's what it is. There's this guy. What are you talking about, TJ? Not true. Uli Guriel going to Joe Crowell. It is an opportunity to join into a higher-end case for a fraction of the price. Together. A group case break. A group case break. You're going in on something together. That's what group breaks are. Shane, Justin Bieber to 395. I know your friend. Brett Foy with the Indians. There's Pudge, Ivan Rodriguez, 209 to 299. Metropolitan Joe Crowell. And we got Paul de Jong, 256 out of 299. A little bit of dust on there. Let's get that out of there. Alright, so that goes to the Cardinals, Joe Crowell. Oh, that's right. Yeah, Ivan Rodriguez obviously is Will Christian and the Rangers. There you go. Ivan Rodriguez. Pudge's son is Derek Rodriguez, I believe, on the Giants. There you go. See? Cory and his buddy getting together. There's this guy. I know River. A lot of kids watch those. Try not to use that word. But I think we all get it. There's Vlad Guerrero Jr. to 395 for Toronto. Dargon Watts with that one. The Altuve Relic goes to Joe and the Astros, by the way. Alright, a couple autos. We've got Gavin Luxe, 193 out of 299. Old Luxie. Joe Crowell with the Dodgers. And we've got Meryl Kelly, 163 out of 299. Sounds like a name of a bank. Darren Redding with the Snakes. Alright, middle relic here. Breckman to 395. Going to Joe Crowell and the Astros. That's the patch auto. Let's slide this right out here. Carter Keeboom, 138 at 299. Joe Crowell and the Nats. Joe, having a hell of a break here. And we've got Jeff McNeil, two-color dual relic and autographed. 10 out of 25. A little wrinkly on the penny sleeve there, but we got it. See, we've got an extra relic in here. We got to Albert Alzele to 395. Cubs, or Randy Ramos with that. Alright, next up. Hideki Matsui, 22 out of 25. Dual relic. Yankees. That will be for Joe Crowell. Nice. And the two autos here. We've got Domingo Leyba, 11 out of 25. That'll be for Darren Redding and the Diamondbacks. And Jersey and Jordan Yamamoto, 16 out of 99. Thanks, Jack. Looks like no one wants to click the schedule in the chat. But the schedule's in the chat. Trying to tell everybody. To 395-hour pool holes. Angels. Joe Crowell with the Halos. Two autographs is Juan Soto. Joe Crowell. 109 out of 120. He's got an excellent autograph. Nice. Excellent autograph. He's an excellent penmanship. And there's Aaron Saval. 234 out of 299. I'm going to invite Juan Soto to Jaspy's autograph camp. Bring Juan Soto over here. Teach Dalvin Cook how to sign an auto. We can work on it. We can work on it, Dalvin. Four boxes to go. We can work on it. We've got Jesus Lizardo in the middle to 395. Sol with the A's. And we've got for the Red Sox, J.D. Martinez, 43 out of 100. Jeff Gordon and the Red Sox. Good to have NASCAR alleged Jeff Gordon breaking with us. Thanks, Jeff. Next one is Lance McCullers, Jr. to 299. That'll be for the Stroze. That goes to Joe Crowell. I guess the pitchers weren't cheating, right? Unless you listen to Trevor Bowers and his thoughts. Alright. A few more boxes to go. Ladies and gentlemen, thanks everyone for getting in. This is Picker Team 5. Buster Posey. Pitchers still culpable? I guess, yeah. I mean, if they saw it happening and they turned a blind eye, what have we learned recently that just as guilty for not acting as you are acting, right? Rudy, with the Giants, gets that Buster Posey rally. We've got another Pudgerad Regas out of 299 for Will Christian. There you go. Sell one, keep one. If you wanted to. Sell both, keep both. I don't know. Give one as a gift to a Rangers fan, friend of yours, or a catcher in your life. And we got Aaron Hicks, 87 out of 299. Yankees. That'll be for Joe Crowell. If I had one person to break with, Rex is asking, who would you be more starstruck from? Do I have options? I don't get starstruck, Rex. When you're at a star level like I am, I mean, stars, no stars. You know? Game, recognize game, as the kids say. So, there's no being starstruck for me.  Finally, on my level. Breaking with me here. No, not Raleigh Fingers, Colin. Definitely no Raleigh Fingers, Mr. Sullivan. Collins, Collins watched the show for a long time. He knows what's up. No Raleigh Fingers here. There's Mookie Betts going to Jeff and the, it looks like this is game, looking like a little infield dirt in there. That's how he plays the game. Hopefully he plays the game with the Dodgers. That's Red Sox edition of Mookie that going to Jeff. 18 out of 80, Chris Sale. Also for Jeff and the Red Sox. You see that? My Amari Cooper hands, I was just going to hang on to the ball there. Raider is Amari Cooper that is. Hunter Dozier, 299. It's not Amari Cooper, it goes to Dallas and all of a sudden he's, Mr. Ketch a lot now. Hunter Dozier, Royals. There's the Royals, Kyle. All right, in the last box, ladies and gentlemen. No, it'd be great to break with, no. Starstruck by Alex Morgan, no. Lovestruck, maybe, yes. All right. Bo Jackson broke with us. That'd be awesome. I feel like Bo would have some great stories. Maybe a lot of people I'd be excited to break with. Bo Jackson came and broke with us. Imagine all the cool stories. Bo Jackson, tell me about bow hunting. You know, Bo Jackson, tell me about what you're doing, what awesome stuff you're doing these days. Bo Jackson, tell me about playing with the Raiders. Bo, tell me about the time you ran or you ran across the wall. Bo Jackson, tell me about the time you broke a bat over your helmet.  There's Dion Sanders. There's Gary Sanchez, 173-399. So the Dion goes to Joe Crowell and the Braves. Gary Sanchez goes to Joe and the Yankees. Right, Will Christian.   How far can you throw this football? Will it really go over the mountains? Bo Jackson will say yes. Bo Jackson's like a modern, he's like a modern day Paul Bunyan to me. Like, that's the kind of stuff. Like, you feel like Bo could do everything. And anything. Nice. Low number, two out of 10, Corey Kluber, Tribe, Brett Foyd. I know, right? We were talking Bo Jackson. We pulled Dion Sanders, another two sport guy. There you go. And the last one, ladies and gentlemen, there's Issan Diaz out of 10. I can't tell what it's out of. I think it's three out of 10. All right. So there you go. Three out of 10, I believe. Marlins, Jeremy Anderson, very last card. Not a lot for you, Jeremy, but we're actually, at least we're getting something going your way. Who would win in a fight? Bo Jackson or Chuck Norris? I'm going with former Oakland Raider, Los Angeles Raider, Bo Jackson. Bo Jackson has done it in real life. All right, there you go, ladies and gentlemen. Pick your team five in the books. That was 2020 Top Tier One Baseball. Thanks for breaking with us. Thanks for watching. I'll see you next time. Jasper's casebreaks.com. Bye-bye.


August 16 marked 10 years since the brutal massacre of protesting platinum-mine workers in the town of Marikana in South Africa. 34 people were killed and 78 injured when the police opened fire on workers who were demanding a better wage and housing. The massacre was the most obvious sign of how closely the state and the mining industry were linked. South Africa's current President Cyril Ramaphosa was then a non-executive director of Lawnmine, which operated the mines. 10 years later, justice has not been delivered for the victims of Marikana. Ambuso Angubani, Deputy General Secretary of the National Union of Metal Workers of South Africa, talks about the case and what has happened to the families of victims 10 years later. From the onset, it has been a very difficult path for the widows and the families of those mine workers who were brutally murdered by the government of the ANC, who are supposed to be preserving the democratic principles because remember that this is the government that will come into place as a result of being voted by the majority of the working class in this country. After all, they have for decades been under apartheid regime, which was more about endorsing and then dominating through white supremacy in this country. And I must say that we had to take a stance in 2013 during our special congress to say what would have been said by the Central Committee of NUMSA was correct that indeed this was a massacre and therefore we needed an urgent intervention on the side of government to try and remedy what would have happened through its state security, again, which is the SAPS. And in doing so, NUMSA would have done a limited initiative toward also showing cause toward those widows and families where we said in that 2013 NUMSA special congress delegate should donate each delegate and then it was 200 each NUMSA staff member which we did as part of trying to make sure that the black Christmas that was confronting those families will meet them halfway. But coming back on what we see happening, within that one government would have tried by all means to make sure that those who are in the executive are not held accountable. If you look at the FALAM commission, you'll see that the FALAM commission was not necessarily intended to make sure that there is justice for these families, but it was a process to ensure that if there's a commission everybody will hope that therefore the matter will be addressed, yet there will be an attempt to make sure that it cover up for some people and say there are people who have not been held responsible. And I think if you look at FALAM commission, they ended up putting a blame solely on the then police commission and then others who were alleged to have also influenced the massacre were not made accountable. I mean there's been a consistent allocation against the president that he was also part to communicating towards this attack of workers. In 10 years now there's not been any arrest of anyone as we speak. And we're raising this, I mean it's questionable because during that massacre, the generalists present, there was a capturing of that massacre by generalists and by all and other people possible. So we will see the videos being even played in the media, in the social media, in different platforms of the media, but I mean in our eyes would have expected that those videos and the information that is surfaced, it will assist the state to make sure that it easily identify those who are perpetrators and make those arrests. And up until today you don't see any effort towards that. And again, there was also a promise by the president that he was going to be going there and meeting the workers and meeting the families and widows. Up until today we have not seen the president doing that including even his executive at the government level because we would have expected them to actually do that. But however they have not done that up until today. So it is worrying and for us is that they should now be a united front toward ensuring that we exit pressure against the state, against the government to make sure that there's something that is done because in situations like this we actually have to care less about our locals but be saying because we are a union that decides it's revolutionary in its character, we should be able to join forces with other unions which are organizing in the mining sector and agree on what action should be taken against the state so that at the end of the day there will be justice that is prevailing. So that at the end of the day there is some sense or some sort of compensating the families. I mean we know that they will not be able to bring them back all of those workers who perished in the picketing line just because they were demanding a living wage. But we're saying some form of compensation will go a long way toward assisting those families. And I think among other things as rooms of which you continue to have a problem with even beyond the mining sector is that whenever workers have got a dispute which is a labor dispute between the employer and the employee and they would have exhausted the negotiating table processes then they go out having declared a dispute in accordance with the law. We often find police being at the front to brutalize our members in the picketing lines. We often find police being unleashed against workers who picket peacefully in those roads in front of those companies. And our question has always been that why police are not impartial in ensuring that there is peace and then also protecting workers because workers for the fact that they enter or they embark on the picketing lines it does not mean that they are now taxed. But it means that they this is the only power or a weapon that they have to make sure that they put pressure against their interstitial employers to accede to their justifiable demands. Because it is these workers who produce whatever that is being produced in those various plants or various factories or in those mines. It is these workers who goes underground and work in producing those mineral resources. It is those workers who produce the surplus value which is at the end of the day is enjoyed only by management and the owners of those companies through the dividends and respectively through the performance bonuses and production bonuses whatever concept that they give. But on the other side is that the same workers who produce that surplus value are now isolated. They are now not deserving the slice of the bread out of their sweat having produced that kind of a surplus value. And that is the kind of the neoliberal agenda that we continue to fight against. That is the kind of the Putrazi government that exists in South Africa that we continue to fight against. That is the kind of the global capitalist system that we seek to fight against here in the country and then through joining forces with the international federations as well to try and make sure that we embark on working class struggles that seeks to smash the capitalist agenda that continues to suppress and super exploit our members across all sectors of our economy in this country and elsewhere. In the period that followed the strong links between the mining sector and the state have remained. The operations in Marikana were taken over by Sabani Stillwater which is one of the major global mining giants. To this day workers at many mines continue to strike for basic necessities. What is the state of workers rights in the sector today? Look I think for decades the mining sector in South Africa, I think one must accept that it is one of the key centers of the economy. Yet it does not play the adequate role in ensuring that there is much more intervention in terms of the development or supporting the agenda towards a developmental state in our country. I mean one of the things that we think we've got a problem with is the fact that these minerals they belong to the nation but with the current setup is that individuals will come and own those mining companies and then at the end of the day they will hammer a lot of minerals out of our land and then at the end of the day the big chunk of money is then reinvested outside the borders of South Africa. They are not ensuring that there is a beneficiation for instance out of those mineral resources so that there is a proper creation of jobs through the value chain and so that at the end of the day they can be able to stimulate a demand and supply in terms of ensuring that at the end of the day it post our economy through employment and provide the buying power for our own people to be able to consume whatever that is supposed to consume within the the the value chain of the economy. And within that there is there is a smooth collaboration between the state and the mining sector in this country. Hence the state security was unleashed and continues to be at the center in protecting those individual business tycoons who are given right to to mine in our country. And we think that this is it is unfortunate that the the kind of mineral resources that should be used to to develop our country should be used to create more jobs should be used in ensuring that we advance the agenda toward manufacturing in the country is not done. We are being diverted mostly to focus on the services sector and we all know that the services sector does not have the capacity to absorb a bigger number of people into the employment and that is why we would have as norms are consistently called for the nationalization of mines called for the nationalization of the six of the key sectors of the economy in this country so that we are able to have a government that is developmental in character the government that is takes responsibility in in in creating jobs as opposed to to a government that says no no no we are going to rely on on direct foreign investors and for us that foreign direct investors are not an answer into our misery into our plight. The foreign investors somebody who sits somewhere in his or her country who might not even think about us and therefore we must use what we have in creating jobs in making sure that we represent an environment that is conducive for all to be able to end a decent living to be able to make sure that we've got a state that is able to provide mostly the social needs for our own people I mean we are now a country that is mostly relying on grants as we speak and why must we why must we rejoice that the state is giving us grants we can't rejoice because it means that we must have society that is reliant on the state we must have society that is stagnant that is unable to develop we must have society that is dominated by massive employment must have society that is experiencing the tipping levels of poverty must have society that continues to to to experience the high level of inequality and and in the process it produces more criminals than than producing a responsible societal in our in our lifetime so the within that they there is a lot that's supposed to be done in terms of transformation in the mining sector and in other key sectors of the economy and and ensure that at the end of the day those mines they must actually work for society not for for the individual elite and mostly who are foreigners for that matter the Marikana massacre was a watershed for workers and trade unions in the country too as it spurred a fresh round of organizing numsa has been in the forefront of many militant protest by workers what are the demands of numsa in the sector look one is that we we we need more more more improvement on the health and safety of of of workers in those mines we think that it's one of the worrying factors that you continue to be worried about you remember they were they were there are still workers who who are who were the one of the mines collapsed over them their bodies have not been found up until to date and to continue experiencing a very complicated process towards the the enquiries in the mines as and when there are issues of health and safety I mean the companies they decide that they are not going to be at the center in resolving open party to those enquiries they they normally hire law firms to come and represent them and us as unions who with the with the limited resources we have will struggle to hire the expertise of those lawyers to equate to be equal to the task against those lawyers who are presenting minor mining mining tech rooms so meaning that there is no appetite to correct what's supposed to be corrected there is more willingness to to put a defense so that the status quo continues so it's one of the fundamental demands that we continue to to advance and the question of the living wage continues that struggle continues we say that it cannot be that the the up until to date mine makers are not even ending 20 000 as we speak I mean it took it took their lives to demand 12 500 and when we think that they would have understood what was the call for what was the demand about up until to date were still embarking on a struggle to make sure that at least they reach about 20 000 so that they can be able to look after themselves and remember that these are migrant workers in those cases they come from different different provinces and others come even outside the borders of South Africa like Zimbabwe etc and therefore once they they spend more of their lives in the hostels they spend more of their lives in the in the in those mines but at the end of the day they must also look after their their families who will be residing back in their in their path of in their provinces of birth or in their birth or birth of I mean countries of birth respectively so which also that on its own put more pressure on them because it means that you must be able to have a budget for for yourself where you are you must be able to have a budget for for your family pay home but also remember that workers they they also pay what you call black tax because when with the with the the the massive unemployment they only have their relatives extended families being unemployed and therefore with the little solar resources that they get they must still look after their aunties they still look they must still look after their crannies and and cousins and so forth and and siblings and so forth so therefore we think that there is a need to continue with the struggle that workers must equally benefit out of the surplus value that they've produced in those mines so we continue doing that and there there is also a need to transform the mind in the mining chamber in this country which is mostly dominated by white male who are detecting the terms and and and and and in doing that it should also be about how do we then enter into a partnership where a state will have a clear shareholding in those mines remember these are mineral natural resources that belongs to the country so if the same mining companies are able to do it in in our neighboring countries why can't they do it in South Africa where where where the government can have 50 to 60 percent shareholding in those mining companies so that they can be able to get get the demands out of those mines to post the economy of our own country why can't you do it in South Africa because it's being done in our neighboring countries so those are some of the demands that you continue to demand going forward