As well, don't forget to welcome the 21st group, and we will be waiting for you. Okay, everyone, konnichiwa, konbanwa. Can you guys hear me? If you can hear me, type in where are the countries are you listening from? All right, let me see whether we are live. Let me just double check. Live now. Let me announce it to the group so that you guys can know that. Okay, I think I'm live. I can see the numbers are popping up. Okay, good to see all of you guys. Okay, let me know where are you listening from? Okay, if you are from Singapore, type Singapore, if I'm Malaysia, type Malaysia. All right, let me know. Okay, let me just announce it again. Just want to make sure you guys can hear me clearly and I can see your comments coming in so that I know. All right, Cal, good to see you again. Hisashi Bully means long time no see because I think the last time I did this live was like about one month ago and the strategy that I actually shared during the last live was like, wow, amazing. It has really gone up quite a fair bit. All right, so later on we shall see whether what kind of things that we can do possibly for this month for those who have not entered the trade or for those who are thinking about maybe entering. Okay, let's see what's going to happen. Let me just change the color a little bit so that it's nicer. All right, I can see you guys are looking at the chat and everything is okay. Singapore as well. Hi, Ten Tech. Okay, Hisashi Bully, let's go. Okay, now since all of you guys can hear me, right, let me just switch on my comment session so that I can observe your notification and your comments as well while I'm sharing this. Okay, just give me a minute. All right, so by the way, if you have actually taken the trade that I shared on Super Mario strategy and you actually make some money, please type money. Okay, please type money in the chat. I will definitely love to see you guys really making profits together with me because I actually make pretty decent profit. Okay, just for the past one month, almost 30% up and that's why I'm really, really excited to share with all of you what's happening right now. Okay, let me just go to next level all stars. And oh yes, I am live. Now let's get started. Money. Ah, okay, I have someone from watching from YouTube, French. Okay, French concerto. French concerto making some money. Facebook user. This Facebook user is, I think Richard, is that Richard? Richard makes some money. Loon Jun also makes some money. All right, what's that? Team take. You missed it, never mind. I'm going to share it today, exactly what you can possibly do if you want to continue to do that. Paper trade. Okay, so if you did paper trade, well Anthony, maybe it's time for you to consider taking real trade so that you can make real money as well. Okay, Jun council make money. So happy to say yay. Good, good, good. Now let's get started. Let me share screen. And we are ready to rock and roll. Now this time, hey, how come I cannot share my screen? Probably I need to share the entire screen. Hold on, share screen, share it. I am just going to share entire screen. You guys should be able to see it. Okay, and here you go. All right, let's get started. So basically, actually I talked about this Super Mario strategy just exactly about one month ago and this is actually what happened to the trades that I took on my own portfolio as well. And I also showed it in my own telegram channel. I show you exactly when I took the trade and what happened to my trades. So right now it's almost 30% up. So I can also make money. Good, good, good. And that is why if you missed it, for example, Tian Tian, you're asking, hey, what exactly are the things that I talk about the Super Mario strategy today? I straight on to give it a different name. Okay, because I really consulted people who have a lot of insights exactly how should I name my strategy better so that you guys can really understand the impact and the power of this strategy. So later I'm going to review to you the new name for this strategy. It's super, super powerful. Okay. And this strategy I actually back tested for 11 years. And that's why I really have a lot of conviction in what I am sharing with you right now.  Feel free to go and subscribe it. Okay, so that you can stay up to date. Basically, it's a collage of all the life that I've done in the past. Some of the real trick dissects that I did in the past as well. You can all find it inside my YouTube channel. It's called Aligato Investor. This will be the first video that you will ever see once you go into my YouTube channel. It's called Deckard Plan 70% year on year. Because exactly when I shared about it one month ago and right now it's already up 28%. If you ask me, is it possible to make 70% year on year, I think it's really, really possible. But once again, the market condition is always changing. And that is why since it's has been one month, let's really take a look at the current market condition right now. And yeah, all of us can discuss together whether do you think right now is this a good time to enter into this powerful strategy, which I'm going to rename it. And what is the powerful thing about this strategy? It's really about rinse and repeat. Everybody please type rinse and repeat in the chat. If you understand the power of just continue to do this, initiate your position, one year later close, re-initiate again, one year later close, re-initiate. So you just have to rinse and repeat this strategy safely, brandlessly. You can actually make potentially 70% year on year. And of course, once again, I cannot say for sure what's going to happen to the next 10 years, but this is a strategy that I've back tested for the past 10 years. And I do see that there is a lot of future growth potential in this strategy as well, because it's really, really investing in the NASDAQ, right? Which is the Tech Heavy Focus ETF. And it's like our future is basically driven by tech. So I am very, very like confident in this strategy can actually make you money as long as you rinse and repeat, all right? So everybody, please type this whole mindset is basically rinse and repeat regardless of market condition. You just have to keep on doing it. You are going to make money very, very safely, all right? So right now, okay, Pokemon strategy. Yes, it's no longer going to caught Pokemon. I just want to give it an elevated name. But this name, right, you immediately hear about this name, you will understand that you need to do rinse and repeat, because in order to be successful in this strategy, you need to rinse and repeat for 10 years time, all right? And so that you can achieve tremendous return, all right? And that strategy is called, okay, I'm going to rename it. It's called Kuli Kaeshi, all right? So Kuli Kaeshi in Japanese basically just means rinse and repeat. Just do it again and again. And that is why I'm going to rename it Kuli Kaeshi because it really just represents exactly the philosophy of why am I doing this and why I'm so confident about this strategy.  And in my opinion, as tech, what about you? All right? And that is why I'm going to use this Kuli Kaeshi strategy, rinse and repeat on this powerful, powerful ETF called QQQ. So later on, let's do some dice set on the current market condition. But I also want to ask you guys, all right, catch them, catch them all, Pokemon catch them all. So how do you feel recently, right? Because I did talk about these strategies just exactly one month ago. But at that time, it was really volatile, right? So how do you feel during that time? You know, some of you even taken paper trade instead of actual trade. Is it because you feel that it's a little bit uncertain? You feel a little bit scary? And that's why you don't want to really execute the real trade? Let me know, okay? Because at the end of the day, what will make you to become a great successful investor is you really have to be aware of your emotions, right? And when you are aware of it, then you will know what can I do to really make sure I keep my emotions under control, right?  And that's that end up you make losing money. And that's why emotions is so important. And you need to be aware of your emotions first. And I believe most people when they are not confident to take the actual trade is because they are thinking that the market is very volatile, and they don't want to lose money. And that's why they end up never take any profits, okay, or never initiate any trade after all. But if you actually initiated it, your portfolio will have gone up just on the district alone, 30%, which is in a very, very safe manner. Now, let's take a look at the current economy as well as the outlook, as well as the fact interest rate, right? And from there, we can also have a better outlook of how is the economy going to evolve over time as well. So why is like for the past few months, it's been so volatile is because there is a lot of uncertainty in the market, right? So even though despite that fact has repeatedly say that, hey, actually with the wide set of vaccination, with, you know, like the monetary policy that they actually, you know, used to rescue the economy, well, actually the economy is going to recover. But people are thinking that because the market suddenly opens up, there's a lot of bottleneck, right? There's a lot of bottleneck in terms of the supply chain issue. And that is why the prices have been actually jacking up, right? So jacking up by a lot. And that is why there's a lot of fear towards inflation, right? And because of that, the market has been really been beaten down. But once again, actually, like, like, like what Fed has repeatedly said that actually as the supply chain issue continue to become better, this inflationary phenomenon is just going to be transitory. That means it's not going to be permanent, right? It's going to be just for a short while due to the bottleneck right now. But later on, it will be okay, right? And that is why the inflation is expected to drop back towards our long run goal, which is what their long run goal is the rate is not going to be changed, right? It's going to be remain unchanged to be like 0 to 0.25% very, very low interest rate until 2023. So they are expecting to increase it by 2023. So you can still see that in these two years, actually the government is really wanting to make sure they keep the inflation rate low so that businesses can easy to borrow money so that they can grow the economy even faster as well, right? So actually, once again, if you read news, you will feel very confused and you have a lot of fear, right? But if you actually look at it in a very objective manner, be it inflation or not, actually long term, the market is going up because even with just a little bit of inflation, it's actually good for the economy, right? And that's when businesses are also able to sell things more expensive, they make more money. And this is scenario one. Scenario two is right now, the inflation going to be unchanged, then business is easier for them to borrow money, they can expand better as well. So actually, both scenarios are good, right? So why do you have to be so afraid to invest, right? Because in the long run, okay, tell me guys, okay, in the long run, the market go which direction? Okay, up, sideways or down? What do you think? We are talking about the US market, okay? Because this is the largest, right? The leading market, when you talk about the greatest companies in the world, actually all majority of them lie in the US, right? So if you talk about the US economy, long term, it has been going up, right? So what you need to do is just to follow the trend, right? For those who have attended OMI before, you will know that follow the trend. If the long-term trend is going up, all you need to do is to really take on bullish trades. And that's how you're going to make money safely as well, right? So what is the Kuli Kaeshi strategy, right? That means rinse and repeat, we actually do strategy X, okay, which I've actually learned in OMI for those who have attended, basically is to buy a long-term call, okay, on this beautiful ETF called QQQ. So what is QQQ made up of? Okay, made up of all those very, very wonderful companies that we every day also use, right? Apple, your Microsoft, your Amazon, right? And they waited about 52% of the whole QQQ portfolio. So you can see it's very much tech heavy. And you can also see that it's made up of by really, really solid and stable companies that still has room for growth in the future as well. So right now the PE ratio is about 38 times, which is actually okay. Like if you ask me, do you think that it's very cheap? I don't think it's very cheap. But once again, I think it's still fairly reasonable if you stretch the horizon long enough, okay? Because since it's tech driven, the PE ratio is definitely going to be higher than your normal S&P 500 or so ever. And right now, actually S&P 500 is not exactly cheap either. The PE ratio is almost similar to QQQ. So if you are thinking about buying ETF, well, you can actually consider QQQ. You can either buy stocks, okay? If not, you can actually do this Kulikaishi strategy, buy a long-term call, and then rinse and repeat, close it the next year and then re-initiate, right? So for those who want to get exact step-by-step, make sure you just watch back my previous episode where I really break down to use step-by-step so that I don't need to waste your time right now, because the video tutorial, everything is already stated right now. Now, let's take a look at the market condition. What do you think right now? Okay, if you think that it's high, please give me that smiley face, okay? Just give me, or maybe give me likes, okay? So that I know you think that it's too high, right? However, if you think that the market is actually pretty, you know, still bullish about it, maybe you can give me angry face, okay? So that I can see your response as well. I do want to make it interactive so that we all can learn from this. So once again, if you think that the market is too high, okay, give me a thumbs up, okay, just press the like button so that, yeah, okay, I can see people, whoa, mixed reaction or some people typing, giving me the angry face, some people giving me the smiley face, some people giving me the likes, okay, great, okay, so we do have a mixed reaction to the market right now. And that's why once again, yeah, as an investor, there is always different opinions, right? That's why it's very, very important to really look at it objectively. Now, let's take a look at the chart. Since, you know, the easiest way to look at the market is through the chart, it's faster, right? So I'm going to dissect it together with you. What is the S&P looks like right now? What does the QQQ look like right now so that you can make a better decision for yourself? So I'm just going to go through trading deal. It's easier to see from here. All right. Oh, by the way, Microsoft has shot up so much. So for those who had executed, you know, strategy X together with us during the OMI, well, your profit has been like tremendous, right? Your profit has been really tremendous because it's actually shot through the roof. Well, right now we just, okay, since I'm talking about Microsoft, we're just not too sure if you want to close your strategy X. It's actually quite a good time because it has really extended, right? But however, if you think that you just want to take the risk of maybe it's going to go up a little bit, maybe you can close if you have multiple position in strategy X, you can close a few of them, and then leave maybe one or two running so that if it continues to go up, your profit can be continued to earn more as well. But for those who just want to make sure you want to make money safely, consider to close it right now because it really has reached the resistance, right? Next thing is you don't know exactly what happened. Take profit earlier because you will never become poorer by taking profits, right? My mentor Pete has said again and again, if it's like time to take profit, the chart looks like it's really reaching the resistance, just take profit, okay? So this is just one tip on Microsoft. Now let's take a look at SPY. All right, let's check it out. So once again, I'm just plotting the chart. For those who have attended OMI, you will know what exactly am I talking about. For those who have not attended OMI, then I do feel that this is a very powerful program for you to really consider if you want to learn investing the safe way, all right? If you have attended OMI before, please please type OMI in the chat so that I know that hey, you guys really enjoy it and you learn a lot from it, okay? So right now let's take a look at SPY and you can see that it has been like because the market doesn't go up all the time, right? It's just like ding dong, ding dong, ding dong. It doesn't go up in the straight line. So right now after a several rounds of ding dong scenes like the March drop of last year COVID-19, you can see that actually the market has been going up all the time, right? Even with the COVID-19, we have recovered. We have recovered from a previous high. Can you see that? How much you have recovered guys? Okay, this is like March, right? This is February, then a March sharp drop and then like in a few months we have already recovered across the previous high to right now we are like boom, boom, boom, boom, boom. Oh my god. So can you see once again if you invest long term, it's so safe, right? It's so safe. All you need to do is to do the right thing, follow the right guidance and get yourself proper education to make money safely, right? So now OMI, a lot of you attended OMI before. Thanks, Harry. Thanks for liking it. Okay, glad that you find it useful. So if you look at the chart right now, where do you think is it at? Is it at support or is it at resistant guys? Okay, if you look at the S&P 500 which is at the so-called now all-time high again, right? So all-time high again, is it at support or is it at resistant? Okay, if you really look at the chart based on the channel that I draw out, okay, you have learned that in OMI as well, you can see that actually it's not yet at the resistant level, right? Actually, it's pretty clear. Okay, it's still on the uptrend, but it's closer. It's closer to the resistant as compared to closer to the support, right? So uptrend, right? Very nice, very nice uptrend, but right now it's approaching, approaching resistant. So if you ask me, is it possible that the market has more room to run? I think it's highly possible because once again, it's not reaching the super peak of the resistant yet, right? But of course, once again, we cannot say for sure because sometimes you can see that even though it has not touched the resistant, it can drop back a little bit. So if you want to take profit right now, you can consider, right? If you have certain trades that is bullish even just by SPUA buy call, what you can consider to do that, okay? However, if you think that, hey, I really like once again, using this Kulikaishi strategy, it's not about, it's really not about buying at the low, then selling at high, then you just do this very actively. This Kulikaishi strategy is really passive, all right? If you like your investing style to be, to be like, to be passive, right? Please give me a smiley face, all right? Give me a smiley face because I really love my investing style to be passive. I can make money safely. Today, in fact, I was just met up with a friend who came back from Switzerland and he actually shared with me like something that, you know, like say, hey Chloe, can you, can you guess like, I made a guess for the past six years, what is my greatest return? Like which company or which stock gave me the greatest return for the past six years, all right? Guys, can you make a guess? Basically, this, this guy, this friend of mine, he has been investing for six years and, and, and has also done multiple different investor like trades before. So, which company do you think, or which stock do you think actually gave him the highest return for the past six years? All right? We have correction today. So, Facebook, okay? Kenny is thinking about Facebook. Oh, okay, smiley face. Okay. A lot of you like to have passive form investing, right? I also like Paul, Paul thinking it's Apple, or Paul thinking it's Tesla, Chow Yun thinking it's Apple. The answer, actually, one of you got it, correct? Xiao Mei. Xiao Mei. Wow, your name is very unique. Xiao Mei, you're right. It's S&P 500. SPY. You're staring at this chart right now, okay? And why did he have the highest ROI? It's because he is doing very passive form of investing in SPY. He just buy and hold versus some other trades. He do very actively, buy, sell, buy, sell. So, some of the trades, right? He can, like for example, in the video when he first discovered he bought it at only $20, but like a few dollars later, like $25, he sold it off, right? So, in the short term, it does like a long, a good profit. But right now, if you look at the video today, right? What is the stop price? $800, right? So, this is like a 40 times return if he chose not to do anything. Just buy and hold, and then his profit is going up like that, all right? But on the other hand, most of the time, you as an investor, you will probably find it familiar, right? In the past, I also made these kind of mistakes, like you really like to go for a short term, right? Buy and sell, buy and sell. That's when you think that you maximize the profits. But if you think about it, long term, if you don't do anything, his return is the greatest because he said for the past six years, I didn't touch SPY, I just buy and hold and forget, like literally, this is the greatest stock in his portfolio performance, right? So, once again, really guys, think about long term, okay? Everybody please type long term in the chat.  Compared to you do a lot of things. So, right now, if you ask me, is the market too high? Well, if you stretch your horizon long enough, is this too high? No, I don't think so. I really think that the market will just keep on going up because the economy is improving as well. US has really strong company that will continue to drive up the economy. So, yeah, it's really about long term. Now, let's take a look at QQQ, right? So, QQQQ, once again, you can see the similar pattern, right? Pretty similar pattern like SPY. Once again, it's approaching, right? Approaching your resistance, not yet. So, I do feel that there are more room for runway as well, okay? And that's why when I first talked about the strategy, which is the Kulikaishi strategy that I mentioned, it was like last month, right? Which is about 20th of May or something. You just go and chat back my video. It was at a very, very good support, guys. Can you see that? And that's why I was so confident to execute the trade and I share with you exactly why I do what I do. Great ETF, long-term holding, great companies inside, and it's at support level. And at that time, the P ratio was way lesser, which is about 30 at that time. So, it was really fairly priced, right? So, that's why when you have so many layers of safety, execute, take action, you will be rewarded, right? And you will be rewarded even more when you stretch your horizon long-term. Once again, it's really about long-term. Now, hi Chloe, hi Bernie, good to see you as well, right? So, what do you think? Do you think that right now you will not execute? Okay, if you really want to be very, very safe in terms of, hey Chloe, I just want to make sure I add a strong layer of safety when I do my Kulikaishi strategy, you can choose to wait a little bit longer. There's no harm waiting, okay? Just that you don't wait too long, okay? Because you wait too long, you're going to miss out the opportunities as well. So, for example, if you do want to wait, just wait for it to drop back a little bit more to about your 50 EMA. So, more likely maybe 344, 345, you can consider to initiate this strategy, Kulikaishi strategy one more time, which actually what I'm intended to do is I already had two positions. I already had two positions. I want to actually make this strategy to be 10% of my portfolio. So, right now it's not yet 10%. I want to wait for it to drop a little bit back to the support and I'm going to re-initiate another contract because once again, I really want to make sure this becomes a significant sum of my portfolio as well and I really want to do it in a very passive manner, okay? Because I love to do it passively, okay? So, what you can do is you can consider that as well, okay? So, what do you guys think? Okay, guys, are you guys going to wait? If you're going to wait, please type wait or if you think that, hey, actually Chloe, if I stretch my horizon long-term enough, even right now seems like a good time, then you can type enter in the chat, right? You can type enter in the chat or if you're going to wait for it to drop back to support, type wait in the chat so that I can know, okay? You guys are going to take some action. Even waiting is a decision, right? But once again, you know that you have clarity to do what you want to do. It's not like you listen, then come and bye-bye, then never do anything, right? If you never do anything, how are you going to create wealth for yourself, right? Just like those who have attended OMI, when you really execute the strategies safely, step-by-step, follow the guidance, you're going to make money, right? It's that simple, right? So, if you look at this, this is exactly what I talk about, right? The QQQ strategy, why I'm so confident about this? Because for the past 10 years, just by buying the stocks, you will have made 480%. In fact, right now it should be more than that because QQQ has once again gone up, right? Quite a fair bit since we discussed about it last month, right? The QQ price has also gone up as well. So, your return is already more than 480% in the past 10 years, right? So, if you stretch your horizon long enough, do I think that tech will continue to grow at such a high speed? Possible, maybe may not be as much as it is, but even if it dropped by maybe 50%. I still have like a 200% over return in the next 10 years. And if I use Kuli Kaishi strategy using the advanced option strategy that we teach you in OMI, you will know your profit will be way more than this because I have already made close to 30% return just for the past one month, right? That is the power of it, right? So, not sure is it the best example? Once again, Matt, if you just take back, right? Actually, look at SPY, actually this is exactly what is happening. If you give yourself long horizon long enough, actually this is a very safe strategy. And once again, do your portfolio sizing properly doesn't mean that you're bullish on this strategy, you need to go in 100%, right? That's why I'm saying 10% of my portfolio will be in this Kuli Kaishi strategy. And the balance of the 90%, I still invest in other companies, I also invest in other ETFs so that I know my portfolio is balanced, all right? Everybody, please type portfolio in the chat, all right? Type portfolio in the chat is very, very important, yeah? You always diversify, always do proper portfolio sizing. And for those who have attended OMI before, you will also know that the principle of how you do Kuli Kaishi strategy, it's actually applicable to individual companies as well. Because if you see that for the past 10 years, your return just by investing in QQQ, the stock is 480%. If you invest in great company that can give you higher return, for example, Facebook, which is past 10 years, almost double, right? 760% or Apple, yeah, this is exactly double, 950% or your Amazon 1500%. You will know definitely your strategy, the principle that you use on the Kuli Kaishi strategy, which in OMI we call it strategy X, it is even more exponential, right? So if you love exponential return, give me the likes, give me the thumbs up, because this is exactly what we teach you guys in OMI. Just follow step by step, for example, Square, even just the past one year has gone up like 100, now at more than that, 150% or more, right? So that is why it's so important, you really practice what we have taught you guys, okay? But for those who have not attended OMI before, you don't really understand how to analyze business, you don't know what its options, then you make sure you get yourself proper education, because options is a very, very powerful tool. But if you don't know what you do, what you're doing, you anyhow do, then you will end up really causing a lot of hurt to yourself. And I really don't want this powerful weapon to hurt you. I just want it to help you to really grow your wealth safely as well. So for those who are very keen to come and learn about option strategies, I do have an introductory workshop, you can register for it. It's next week, 8th of July, which is I think it's a Thursday. Yeah, so it's a Thursday evening. For those who are keen, basically, I will share with you some of the powerful option strategies that I personally do as well. And in the end, I will also share with you what is this OMI about. If you are keen, you can also sign up for OMI. If you are not keen, it's okay, you will definitely get to learn something very, very useful from my sharing as well. So do join this link, just submit it as a Google form because I have not created the page yet. Basically, it's a Google form. And after you submitted this, I will actually register you for the webinar and it's free. Just come and learn and spend a great evening together with me as well. So BIT.ly slash 4 strategy 2021. I'm going to share with you my full proven strategy to profit safely from this stock market. All right, so that's all I have to share and do remember to join my telegram channel as well because I do post very updates on my, like, including my strategy, Kulikaishi strategy, some of the tricks I took and some of the insights that I mentioned about. But once again, my channel is really focused on long-term thinking, really focused on using the options the right way. It's never about, you know, short-term trades or speculation because this is really not my character. Okay, I know people, there are certain people who make money from this, but well, I am just not so good at that. I really prefer passive form of investing, make money, sleep safely and sleep soundly. So this is what I do. So if you align with my investment style, then do consider to join my telegram t.me slash Aligato investor. And once again, I really appreciate all of you for spending your evening with me and that's why I want to say Aligato to all of you as well. So once again, if you find this session powerful or this fine session, kind of just remind you about some of the important investment mindset that you should adopt, right? Then feel free to also share this video out to your timeline, then more people will also get to learn and really start to become a better investor. So with that, good night everybody. Aligato gozaimasu. And I hope to see you as well in my free workshop sharing for those who have not attended options before, who don't know about investing. Feel free to join this because I'm definitely going to teach you a lot of things as well. So with that, Aligato gozaimasu. Minasam, bye bye. Mata likeai. Mata likeai. See you guys next round. Okay, bye bye.


All right, I think we're going to go ahead and get started here. So thanks everybody for attending our talk. I'm James Masters. I've been with Kroger for about 13 years. Eight of those in an ops platform role, and five of those in security. And I'm Ted. I'm going to talk. Thank you. I didn't expect to laugh on that, actually. So I've been doing software development for 20 years. I've been doing a lot of cloud stuff for the last four years. And I've been with Kroger for a little over five years. So who is Kroger? It's a very large grocery store chain, basically. We have jewelry business and other things as well. But we're coming up on 400,000 associates. And I thought another interesting fact was over 200 million meals donated by Kroger. And you may say, well, how have I never heard of Kroger? We go by a lot of different banners. So here's a whole bunch of them. In California, you might know Kroger as Ralph's. So I'm going to take a couple minutes and kind of lay out the background of our journey to Cloud Foundry. I think that the place that makes sense to kind of draw that line in the beginning is just our virtualization initiative. So it's not as exciting as it used to be. I mean, it's just something we do now. We have a virtualization first strategy. It's just the de facto way that we do things. But I think our scale is worth noting. We have over 40,000 VMs in our environment. We're upwards of 90% virtualized, so pretty large environment. We brought in Lab Manager in around 2010. And that was kind of the first foray that we took into exposing some of that infrastructure via a self-service portal so that our developers and business partners and things could go in and request infrastructure themselves and get a VM and then customize it and things. That was great. That was well received by our company. But that had challenges with it, right?  I think we kind of upped our game with vCloud Director and vCenter Orchestrator, which we rolled out in 2013. And there we started trying to steer people away from creating special flowers, right? Instead of customizing something and getting it ready and then holding on to it forever, we tried to encourage teams to help us write some code in Orchestrator to get your VM to the point that you needed it to be. And then put that in source control as well so that it could be managed and maintained by more people than just a couple of people involved in doing it initially. And that really took off. And then people started saying, OK, we see what you're doing in test dev. That's great. We want to start doing that in production, right? And we realized quickly that kind of kicking that ball down the road as it was, we would be able to deploy things quickly. But the hard part is not really deploying systems, right? The hard part is managing them going forward, plumbing those up to the rest of your infrastructure, apparently by virus definition drop today, and then deprovisioning those systems, right? So getting them on lines with one thing, but managing that life cycle is another. That's kind of the point where Ted and I, so Dev and Ops, kind of started working more together in our teams as well. Ted said, you're doing all this orchestration. You have this capability to expose infrastructure this way. He brought to the table, he said, you know, we've been writing automation code as well. So what happens if we marry the two, feed in a few parameters into an orchestrator process, and out shoots a running environment with an actual application deployed. So kind of our first attempt at a CF push, if you will, internally developed. We kind of presented that to our business partners and everybody, and everybody's excited about that, right? Ted's boss, director of architecture, kind of said that's awesome what you guys have done. Now, stop. And we're like, well, this is great. What are you talking about? He's like, there are other people working on this problem. There are other people contributing to doing this. We want you solving other problems and doing other things. So that's kind of how we got into Cloud Foundry in about 2014. Our experience with that has been very positive, and it's allowed us to focus on other problems within our company, so not only orchestrating the provisioning of systems and middleware and databases and things like that, all that's still important. But to focus on even orchestrating an entire project initiation, orchestrate source control repo creation and things like that. And that's kind of what Ted's going to get into here in a minute. We call it our Kroger internal cloud initiative. And so Ted's going to talk about that here for a minute. All right. So a little context on that. Why did we do this from a business perspective? We really wanted to consolidate platforms. Kroger's over 125 years old. We've collected a few different system setups over time. So we're looking for a way to standardize that. We also need elastic scaling. Our business has announced that they intend to grow by two and a half times the current size. So from 100 billion to 250 billion, that's a lot of scale. And at present, we don't scale very gracefully. So we were looking for that. And of course, from the DevOps perspective, we really wanted to adopt a lot of automation and quality in our processes. So what were some of the requirements for that? We wanted to make sure we had a system that would support 12-factor as a way to write cloud native applications. And we also wanted to embrace the infrastructures code mantra. Hopefully these things sound very familiar to you. We wanted to scale horizontally. So specifically in scaling, we had found that vertical scaling tops out, and that's awkward. So horizontal scaling is a much better approach. And we also had the requirement that we need to be able to run internally, but we also want to be able to move to a public cloud or run a hybrid of the two. All right, so this is now what I'll call the novel approach I think that we're taking. We've said it's great that we can provision out environments with Cloud Foundry very rapidly, but what does it take to get a new project off the ground? When we say, okay, we've green-lighted a brand new project, what does a team need? Well, they need some code to start with, right? What's their base setup of code? They need ALM tooling. We really want them to use things like source code control, hopefully there's agreement on that one. And issue tracking and continuous integration and all that good stuff. And then they also really need environments. We use an agile methodology where we demo every two weeks basically to our business. So in order to hit that first two week mark, we really need environments. And in the past, it took significantly longer to get environments, but we wanted to make all this very, very easy for our teams to have and get going with. So we borrowed or forked the initializer project from Spring. How many people have seen initializer or start.spring.io? Okay, I'd encourage you to go check it out. You can just go to start.spring.io. And basically what it does is you type in a few parameters and you get code out of it, right? It gives you a base set of code. And it's really clever the way it's configured. It's a great start to the project. So with that, it required very little work on our part, besides just forking their code to get the code to spit out that we needed. We have modified that a bit to make it Kroger friendly. So we know we have certain logging requirements and things like that, standard things across all our projects that we want teams to have. Then next up, we started doing enhancements to the initializer to be able to script out the creation of source code control. So when the script runs, it creates a stash repo. We use stash for our Git repository. And it goes ahead and checks in the code that was just created into the stash repo. It creates our continuous integration builds. And it sets them up with the best practices right from the start. We know we want our teams to do continuous builds. We want them to have sonar builds to check code quality, all that stuff. We want them to continuously deploy out to the dev environment and then have a progression where it goes from dev to test the stage to prod. We found that going straight to prod, not a best practice. So if we want them to do all these things, it makes it much easier for them if we just put that all out there from the start. So we set up Team City that way, and then JIRA for issue tracking, and a couple other things. And then we go ahead and we make a call to Cloud Foundry and say, OK, for a given blueprint, give us a database, so MySQL, give us a messaging, rabbit. And then go ahead and take that new artifact that was built on Team City and push it out to Cloud Foundry and have it running out there. And so the idea is that someone said to the project team, hey, we've got this new project we want you to start. And 10 minutes later, they've got code, ALM tooling, and their environments, and they're ready to go. So what does that actually look like? So here you can see when we forked Spring Initializer, we did some pretty fancy coding. We put Kroger in front of Spring Initializer up there. Pretty proud of that. So I did cut out some of the fields that we have up there just to fit it on the slide. But you can see the team just basically fills in their project name. And then on the right side, that's where we've added in the, hey, what middleware do you need? Do you need messaging for this solution or database? They just check boxes. And then which ALM tools do you need? And they check off those. And then when they click the Generate Project button, it goes, it runs, and does all those things that I was talking about. And then they get their links to everything, right? So it says, hey, here's where your source code's at to check out, where your continuous integration builds are set up, issue tracking, and even your link to Cloud Foundry of, hey, where can I go find my brand new apps that are out there? So, and then what does that look like on Cloud Foundry? This might look familiar. It's just, hey, you've got your project out there running in a SQL database in the rabbit. And because of the magic Cloud Foundry, it's already got the security credentials provisioned, injected into the application, and it's all ready to run. So what do we have to do to get to this point? One of the things was defining reference architectures. If you can spin all this stuff up, but nobody's going to support it. Oh, wait, I'm jumping ahead. So reference architectures, we said, let's start with just a basic one, app server, database, messaging. That's kind of a typical one that we use. But we have plans to create additional blueprints or reference architectures to handle scale out, right? So if we give the team Rabbit and Cassandra, and then the ability to push out to Cloud Foundry, now suddenly we have a very scalable app that was automatically provisioned for them. Next up, we had to get operations buy-in. So if we spin up all this great stuff and nobody's willing to support it, it's going to be a very short flight. So we also needed to get our developers to embrace 12-factor coding principles. This is a general Cloud Foundry thing, right? If they are going to write and assume that they can put things on the file system and they're going to stay there, they're going to have problems, right? So that's the journey we're providing education to our developers to get there. Centralized logging, this one's also really key. We were excited to see LoggerGator in a way to get logs out of Cloud Foundry. But I pretty quickly figured out that if someone calls and said they had a problem an hour ago and I go to LoggerGator, I can tail the logs or I can see the last 100 messages. But an hour ago is long gone, right? So centralized logging was a really key thing to put in place, to have a place to dump all those logs. And then an authentication pattern. So we had standard security practices for user, authorization to applications. Cloud Foundry is a new challenge. You don't know your IP addresses of the servers that are out there. So we had to work through kind of how to move to a token based model to deal with that. So what's our experience? We actually had some of these ideas earlier on. So when James was talking about our VCO excursion, we knew we wanted to do some of this stuff. VCO was a really great tool to achieve some of that. But then we found out pretty quickly that, it turns out, it's complex to build Cloud Foundry. We started on this journey. As soon as we brought Cloud Foundry in-house, suddenly it became much, much easier. Like the provisioning script, I don't know how many lines of code was that? Like 18, yeah. Yeah, 18 lines of code to get a database, messaging middleware, and an app server. We knew it would be simpler, but it was still kind of amazing to actually see that. And then we've also found that in our Cloud Foundry experience that the CLI has been a great help. We were able to take that and hook that into our continuous integration server very easily, and that gave us the ability to do blue-green deployments. It did take a little bit of work to get to that point. But once we got there, our business was loving it. Suddenly we could push updates to stuff, and they didn't even see the updates happening. It was zero downtime deploy. So they really liked that. And in some of our situations, that's really critical, where we can't really take the systems offline. And sometimes they would wait a long, long time to get an enhancement, months and months, before they'd actually say, yes, we're willing to take the enhancement. So we can see that in the future with having a automated process to provision out the team and having a standard structure to their whole deployments and all that, that we intend to give teams blue-green deployment capability right from the start with the provisioning. Yeah, and we've gone into this with one of our most business-critical applications, too, as a POC. So we're kind of starting with the lowest common denominator, making sure this is a robust and available platform. Yeah, that's the group that's particularly pleased with the zero downtime deploy. So another lesson that we've learned in doing this is that the delete all script is really an important component. So I will say, given that it's a very critical system, I was a little nervous the first time I hit that delete all script. Even though first we ran it in lower environments, to think of the environments as transient, they're still kind of like pets to me. I know I'm not supposed to keep them as pets. But that first time running the delete all was a little nerve wracking. But that taught me the first good lesson of the delete all script is that I thought we had everything infrastructure as code while I was wrong. So we tried to bring up the environment again, and I was missing pieces. So that script taught me a very valuable lesson. And then as it turns out, the problem we were having was a problem of migrating from one version to the next. Is there any value to the business in solving that problem of just getting to the new version? No.  Bring up the nice, clean infrastructure as code script, your environments provisioned, and you saved all that time. And I think currently to do five microservices, it's taking like four minutes to provision everything out for us. So it's not even worth thinking about, could it be an issue with this? So and then also, if people know that you're packing that delete all script, they make sure that everything goes into the infrastructure as code. Because otherwise it's gone on the next run of it. Yeah, and some of our VCO, VCD stuff I talked about before, while not a lot of it went all the way to production. I think it did a lot to at least start getting that mindset into people's mind that don't create, again, special pets that you're going to care for over years in our private cloud. Yeah, and so part of the delete all script in the blue-green process to get there, we found that we had to script out our creation of user-provided services as well. So we really tried to capture everything in source code control and script it all, which was a little bit of extra work at the front side. But boy, it saves a lot of time on the back side. All right, so what are the benefits that we're seeing? Well, we have this philosophy of make it easy to do the right thing. And so with this whole process of, hey, I start up a project and it's got all the pieces that I need to run my project, it becomes almost like an executable SDLC or a software development life cycle. And so it puts the teams on the right path from the very start, and we found that in this process, teams tend to follow that process when it's so easy to do, why go make trouble, right? They just, they go use it and they focus on the business functionality, which is really where they should put their focus. And then we've seen the additional benefits where if we know that we want to push them in the direction of doing automated functional testing that becomes so critical with testing out your newly provisioned environments, that if we provision them out, their code and all their stuff, and we give them a functional test harness right from the start, and then we've got the builds on the continuous integration server that are running the functional tests against an environment, then it's a lot more likely that they adopt functional testing, right? So, and I fully expect to that we'll realize more benefits as we go with this, because we had done something similar on the code side long ago, it was very similar to Spring Boot in that it was an opinionated framework stack that we gave our developers, and we found that we were using that for a while and then we had a new employee came in and he said, hey, how come you guys aren't running Sonar, right? And we're like, no good reason. And so in the span of two weeks, he had migrated all of our projects so that they were now reporting their results and we were getting trending on code coverage in Sonar. And that was all due to the fact that we had a very common setup across our projects, and since we are now going to have a common setup across our code, ALM, and environments, I'm expecting that there are benefits we haven't even seen yet that will come across. So, continuous delivery, so that's another one that we're working on. We're not really there yet for the most part, or maybe some small, small pockets have achieved it so far. But we can see that we can all work on that problem together. When we go to solve how deployments go, one team can pick that up from another team because we're using common way to approach it. And then infrastructure as code, when our process runs the initializer plus process, we're taking it and not only provisioning out the environments, but we capture the scripting that was used to do that. And we put that into the team source code control. So if the team needs a UAT environment, how many people run into that problem where you're getting close to the release date and now suddenly you need environments for UAT and performance testing and security audits and all that stuff, and suddenly there's environment contention. Well, if we've got this just as a script, you can spin up the environments you need for that temporary time and then tear them down after you're done. So it really undoes that bottleneck and it gets people into the mantra of infrastructure as code. All right, so benefits for managers, much, much faster project provisioning. So I think one of the key things here is that we can start to try out concepts. When it takes months to stand up hardware and get it going, you limit down the number of concepts that you're going to try out because of that. If you can spin this up in 10 minutes and let an agile team go at it for a couple sprints, then it's much, much easier to give that a shot and try out some ideas. And then when it doesn't pan out, it's also easier to reclaim those resources and put them back in the pool and keep going. Higher consistency. So when we get started with projects, it's much more known how much time it's going to take to get going. And then also, since there's consistency across the projects, I can move developers around. And they're very comfortable with the environment because it's consistent. And it's our path to consolidate platforms. If we've been growing all these special snowflake platforms like crazy, how do we get to a more common platform? Well, if we've got just a dropdown list from our initializer that says, hey, do you need just a small-scale web app, or do you need a scale-out web app, or just a couple blueprints, basically, then we're going to see much less proliferation of environments. Or at least, that's my hope, we're at the start of this journey. So we'll see how that plays out. And auditable. You can see, basically, who's starting up projects, who's provisioning out resources and all that stuff. So it gives you a little more control on the projects. How are we doing on time? Good deal. Seven minutes? OK, great. So questions then? Oh, and thank you for listening. Yeah, thanks. Well, I'm a dev. I like to pretend that's all free. We don't really handle that well right now. We have a little bit of a showback model, so at least we can give people an idea of what things cost on a per-RAM utilization basis. But more than that, I mean, within vCloud, for example, we know vApp owners. So we send out a report every period to them to say, hey, you're consuming X, Y, and Z. And we actually just started adding, if we were to actually charge you for that, here's how much it would be. But we're not actually following through on that yet. Isn't he great? That's how you do DevOps, right? The ops give it away for free, and Dev's happy, right? Yeah, we're still, yeah. So it was about 2007 that we started doing a Maven Spring-based standard architecture. And it was the Wild West back then. And I think people really liked the fact that they could start to focus on business functionality. So to get the developers to adopt that, there wasn't actually much resistance on that side. And now, since they've gone on that journey, and it's been a good journey, we're finding that adoption of this, we're actually kind of having to hold people back at this point. The devs are very keen to get this, and the project managers and all that. And we've made them so keen, because they've been beaten down so regularly over the years that, yeah. Well, and actually, so I shouldn't say it's all grins, right? From an organizational change management standpoint, this is a much bigger shift for operations. Now, we've seen some of our friends in operations, Arnie get at that. They move away from mundane work, and they start doing more engineering work at the script level and the configuration environment. So that side of the ops house is actually excited about it, too. But there's another side that's a little cautious with respect to so much change. Was there another question out there? Yeah, currently, that is a pure VMware stack underneath. So vSphere, VCD, VCO, and then actually on the front end, a simple portal for some of that stuff is VMware Service Manager. So we are looking at, like, VIO, we're looking at OpenStack as well. We have played around with provisioning to other hypervisors as part of that, to see how that works. But what you saw today is all vSphere based, at least from the infrastructure side, yeah. So basically, it's just using the CFCLI to script that out. So we know, on a given app project, which microservices we deploy out there. And so a lot of it is just like CF, delete app. Use the minus R option, otherwise you can leave routes out there, which can create a bit of a mess. And then, as I mentioned, we have some user provided services and things like that. So we clean those up as well. But that's really all there is to it. So the delete script is actually very small in creating it. I think it's the mentality that it brings, is the real magic. And maybe not specifically to that question, but on some of those blueprint deployments that we talked about earlier through VCO and VCloud, those we right-alligate, those things blow up in seven days. So we just communicate that people using it, hey, make sure it's in source control or whatever got that thing to that state, because we're not holding on to it forever. Yeah. Yeah, that was a great one that James had suggested. When we got people in the mindset of its transient right from the start, then I can imagine later on it would have been tougher to introduce. But once you get used to it, then it's fine. So I've upgraded Ops Manager and Elastic Runtime twice in place. We were just talking about this earlier, walking around outside. When we take this beyond, we take this to a more production rollout, and we're still in POC phase, I mean, to be honest with you, we'll have at least two foundations running, and we want to get people in the mindset of keeping both foundations, Ops deployed to both foundations synchronously. So not only are they replicating them, but just from our CI CD process, making sure they're consistent. So my thought is that we could almost take foundations in maintenance mode, or kind of make that blue-green deployment process, maybe cross data center, such that it's a non-event. Now we don't have that in place today, that's all just whiteboard and thinking about it, but that's my thought on that. So we've had, well, obviously we're doing Cloud Foundry, we're doing a little bit with its containers. As far as Docker on its own, we have little teams looking at it, myself included. I think we're, at least I am, I think we agree on this, most interested in seeing how Docker will play into Cloud Foundry, and how we can use Cloud Foundry to orchestrate Docker containers. So we got a couple of guys looking at Kubernetes and just, again, roll your own type things around Docker. But again, I think some of the things we've learned up to where we got today, and that that is, again, provisioning containers is like, I was at one of the presentations here earlier, I think it was that Dr. Nick guy, and he was like, well, congratulations, you've provisioned a container. And that's like the easy part, right? So, I mean, I think that's the extent to where we're looking at Docker right now. I think the application, authentication, authorization model for apps in Cloud Foundry, container isolation, within data classification of apps being pushed to CF. I mean, we're a highly regulated company. So we have every PCI, DEA, HIPAA, right, and we have that heavily segmented today at all layers. So for me, and then I started in security as well, so my friends over there in corporate information security, you're like, just because you have this big VLAN now that you have your Cloud Foundry running in, doesn't mean that you can all of a sudden start just pushing all applications of all kinds of classifications in there. And then on the target systems that are firewall, just open that VLAN up into that zone, right? So those are kind of my top concerns, so just data classification, segmentation, and the app authentication model in CF. Yeah, those are some very real challenges. The security teams also like some aspects of this. As soon as I told them that I wasn't going to log into a box anymore, they were pretty excited about that. And then also having the blueprints, right? That's something where we can say, OK, here's the application stack. It can be vetted very carefully. They're excited about kind of that consistency as well. But what James said is very, very real. Yeah, we're hoping some of the micro segmentation, whether it's NSAC, we just kind of went through an evaluation of some of those technologies. I think that's where they're headed in supporting micro segmentation at kind of a container level. So we're very interested in seeing where that goes. Nope, we're done. All right, thanks. Thanks guys.


Welcome to JSA TV Europe together with the greener data movement for this quarter's live event focus on closing the digital device with additional infrastructure deployments. I'm Jean-Marc Lime and joining me today is Netanyel Cook from the head of the Special Olympics Digital Center of Excellence. Nathan, thanks so much for joining us. It's been a pleasure meeting you, Lisa, a few days ago at the Special Olympic Games World Games in Berlin. There was an amazing opening ceremony and what's happening on the ground, there was the mess and there was the German capital. It's quite incredible. So congratulations on an fantastic. Thank you. It's been a pleasure to meet you as well and the games have been wonderful. It's been really great being here. Thank you. And then, I mean, of course, visiting the games, I thought you would be perfect to come on this soft discussion and kind of educate our audience a little bit towards what's happening with the athletes as well. Because you've got about three, three million, six million athletes around the world. Yeah, it's about seven million. Okay, well, there you go. But yeah, so and then, of course, walking through what the Special Olympics are doing around technology and how technology is benefiting the athletes from healthcare to also running the games itself. I thought this would be a very interesting chat to talk to you about. So my first question would be, how are the athletes that you do the work with? How are they feeling the digital divides today? You know, they're, they're feeling in a lot of ways. Globally, there seems to be about 80% of people who are not affected with disabilities able to use technology easily. They have access to it. They understand it. And we're finding that the number for people with disabilities is closer to about 40%. And what that means is there's a huge gap between those who are able to successfully navigate the modern world and those who aren't. And the athletes are in that aren't section, they're struggling, they're being left out of opportunities. You know, coming to Berlin, I used my phone every step of the way from booking my flight to connecting to it to scanning to actually get in on the plan. And they struggle with those simple or what feel simple to us activities and they're being left behind right now. So they're really filling these effects and it got heavily, heavily highlighted during COVID where we were forced to very quickly move into a more digital world. So yeah, they're certainly being impacted in a lot of ways. It's their education as well, but one of the things I really took away from the events and the site conference, the sideline conference around technology is the need to involve the technologist from the get go. So essentially in a very simple way, the discussion that we used to have in the old days about security has to be designed and put into the production from day zero. Also, the thought around how will people with with ID be able to use this solution then is to be embedded from day zero as well alongside security. So I mean, to that extent, so that's one of the transformative things I've heard at the event. But what would you say that the games in Berlin have achieved so far in terms of helping to close or at least to narrow down the digital divide a little bit. Yeah, so the way we've approached technology to your point at Special Olympics is we've said that it should be designed from a person's disability use purposes first. So in other words, we bring them in during the design cycle and we make sure that they're able to use it. We get feedback from them and we continue to iterate on what we are building to ensure that it works for them. Through the games we've been doing this around how we handle athlete registration and onboarding, how we connect them to their team, how we communicate with them, how we make sure that they're in the right places at the right time. So managing transportation and engagement. What we've seen is to, again, your point by bringing them in throughout this process and making sure they're part of our design and that they are really thought of and doing it with us. We've been able to deliver games that meets their needs and maybe even exceeds our expectations, giving that opportunity to have inclusion, which is one of the most urgent things that we have for them is that this technology gap has actually created an inclusion gap for them. And yes, and I mean the inclusion revolution, as you guys call it, a lot of it that sits on the cloud as well. Cloud cloud services will help bridge this gap. So you've got a huge partnership with Microsoft, but not wanting to go into Microsoft if you want to. I was going to ask maybe if you could share one use case on how clouds is being used by the Special Olympics to narrow down the problems. Yeah, we are working with a number of cloud partners in order to narrow these down. So speaking to the Microsoft partnership, we are working with Microsoft on a new athlete registration system and process. So I can speak to that one pretty comfortably with that system and process. We're really aiming to make sure athletes are able to join us wherever they are and start getting that inclusion opportunity, which is just an urgent need for them. And so when we think about that engagement, what Microsoft is bringing to the table is a whole swath of expertise, accessibility teams, underlying technology and platforms that are scalable and global in nature because this isn't a localized problem. This is a global issue that we need to work on addressing everywhere. And when we think about cloud, one of the benefits is it's everywhere. It's pervasive and by building in the cloud, we can come up with solutions that scale globally. So I would say cloud has been instrumental in our ability to start tackling this problem at scale. Otherwise, we would be dealing with it individually at a very small basis and we would not be able to get the momentum and traction we need to address the core issues. Which is so important. But also, I mean, a lot of the conversations that we had in Berlin over the weekends and on Monday, and including with your CEO as well, Mary, and with other members of the Special Olympics Tech team and beyond the tech, is that even though the Olympics are happening in Berlin, in Germany, in a country that kind of houses one of the best infrastructure systems in the world, you deal with more than 200 countries and regions. And probably more than half of those don't really have the bandwidth, as in the infrastructure bandwidth, to quote with a lot of the technology that we get to use and we get to enjoy in the West. So, I mean, you have the open mic here. So we have an audience of data centers and telecoms professionals. These are the people that puts on the ground and builds these infrastructures across the world. And from the bottom of the ocean to the top of the mountains in most countries around the world. What would you say they can do more to help bridge this digital device, focus especially with people with ID on people with ID. Yeah. Well, I think to start from the ID perspective. There's a saying our athletes use, which is nothing about us without us. Yeah, that speaks back to that earlier point we made, bring in people with intellectual disabilities early and often and get their feedback understand what their need is what the gap is where they're strong. One of the things I run into and I'm working on navigating with everyone we work with is to focus on what they can do as opposed to what they can't do. And by focusing on what they're able to do, you can find a solution that meets their needs. Beyond that, I'd say that absolutely the gap in availability of network access and technology is pervasive. It is worldwide and anyone who can see that urgent need to address that gap and provide solutions working in conjunction with people with ID. Whether that is to build up the infrastructure that enables them to get online or to even look at how that infrastructure has been designed and make sure it is accessible from the get go. You will find that you have an ability to make a positive impact on a massive, a countless number of lives who are in urgent need of it. Okay, so if we had to kind of foresee the future, or at least the future that you would like to see in four years time when the next world games come around. What would you like to see having been done by then in 2027-28 when the next games will be? What would you like to have happens to help close digital divides with ID around the worlds and then also from a games perspective? Yeah, so you know, starting with the first question, we're working on a project right now with one of the Special Olympics States that is focused on distributing technology equipment, network access, and training on how to use the equipment, because it's not just the lack of material goods, it's also a lack of understanding on how to engage with online world, how to do so safely, how to be secure, how to send an email that conveys what you're looking at for it to convey. And so we're working on a program right now that's intended to both help our athletes learn this, but also teach other athletes how to connect with the world. And in doing so, we're aiming to address some of this digital divide. My hope is that in the next four years, that program can be scaled to a global program where we start addressing this massive digital divide, providing equipment, networking, and education to millions of athletes, enabling them to get caught up and join us in the future in this increasingly digital world we live in. When we think about how that connects to the games, there's a couple pieces there, right? It will enable them to more easily join us. I don't know if you got lost walking around on our grounds, but I certainly did, and multiple times I had to rely on Google Maps or on our games application in order to navigate. We need to make sure that whatever solution they're using in those situations works for them, enables them, empowers their success. And when we think about that and how it connects to the games, there's a lot of opportunity for us to start thinking about designing these tools, these connectivity options around how they connect and join us in person in four years. And so I think that these two projects can be part and parcel of each other, that we look at how do we enable everyone coming to the games in four years with courses, with technology? Can we equip them all with phones so that when they are on the grounds here, they are not lost and disconnected? On top of that, we are working on ways to make sure that the games provide awareness, that they create an opportunity for everyone to see what our athletes can do. The more people see them succeed and do amazing things on the field, the more they understand how amazing they are and how much they are capable of. And so we are also looking at in four years, how do we make sure that the games are even more broadly visible? We are broadcasting them right now on ESPN and ESPN Plus, but how do we increase that visibility? How do we make sure that there's digital streams, that athletes back home have the opportunity to watch their teammates live? So I think when we think about some of the projects for that four-year timeline, they're going to be really about how do we make sure that there's more visibility? And how do we enable the athletes that are on the ground here to be more successful and self-sufficient? There is a very good point, especially with the broadcasting, the raising awareness and spreading the message. I mean, I know you've got a partnership as well with the EVU and some of the European countries have broadcasted it, even though on a different time or a few minutes or hours later than the live streams, but they are still broadcasting. So you would like that to come to a live, almost like the Olympics and the Paralympics. I think that would be really ideal. Will we get there in four years? Well, let's hope so. I think it's worth aiming high. Well, the higher you aim, the more you're going to achieve if you don't aim as high. I was going to ask as well to close. So how has the experience been for you? I mean, from the moment of the opening, because you've been working on this for four years. So seeing this getting on the road as well must be quite an overwhelming feeling, almost. So you're halfway the journey now, more than halfway. How's it going so far? And what can we expect from the closing? It's been amazing. This kind of event is the reward for the work we do here at Special Olympics. And it's because you get to see the impact you are making on the lives of people who need that impact. They are so happy. They are enjoying themselves and having the time of their lives. And it is incredibly rewarding. And so being able to be here and see the games come together and come to life and give our athletes these experiences has been amazing. I would even go as far as to say life changing, but that sounds a little bit, you know, maybe too much, but it has been an amazing opportunity. Our closing ceremonies are always spectacular. They're an amazing event. They are full of joy and music and entertainment. And that will be a great evening. And I believe that is coming up on Sunday. And so I will say that that is something else I'm quite looking forward to. I'm maybe a little bit sad about because it will be the end of the games, but it will be the closing of a wonderful opportunity. No, I'm sure it will be beautiful and it will be at the Bradenburg gates. You couldn't get more of a monumental location to host something like this. And I'm sure there will be a lot of fireworks like the opening. There will be a lot. The opening was amazing, too. Yeah, I don't know. Well, they will talk about the fireworks alone and the system that goes behind bringing a show like that together. Nathan, I'm not going to take more of your time because I'm sure you're very, very busy this week with everything that's going on. So thank you so much for coming on board and for everything that you do because I do think this is quite an important movement. And I mean, taking to the point of even just watching athletes compete in Berlin, you can see the happiness in their faces. And it is about participating. It is not about winning in this game, which is a completely different avenue on how to do the game. So thank you so much for what you do. As for your home, thank you for watching and for tuning in to JSA TV Live. Don't forget to check our social channels for more content. And until next time, happy networking.


Gunsmoke. Brought to you by Chesterfield. Chesterfield packs more pleasure because it's more perfectly packed thanks to Accuray. They satisfy the most. Around Dodge City and in the territory on west, there's just one way to handle the killers in the spoilers, and that's with a U.S. Marshal and the smell of Gunsmoke. Starring William Conrad, the transcribed story of the violence that moved west with young America, and the story of a man who moved with it. I'm that man, Matt Dillon, United States Marshal. The first man they look for and the last they want to meet. It's a chancey job, and it makes a man watchful and a little lonely. Well, for heaven's sake, Matt. Yeah, what, Doc? Look at that coming. It's a Surrey. What? Our four-passengers Surrey. Oh, well, that's the first one of those I've seen west to St. Louis. What? That's Kitty up there with a driver, isn't it, Doc? Kitty, oh, no. Why, so it is. But who is the driver? I don't know. I don't know the one sitting in the back. That's pretty fancy for Dodge. Yeah. Those are a couple of dudes if I ever saw any. Oh, green squad. Hi, Matt. Hello, Doc. Hello, Kitty. I haven't even seen them, Kitty. Hello. Marshal Dillon, Doc Adams. It's a sand old sprig in Cliffs and Bunker. Hello. Quite a wagon you gentlemen have. We brought it with us, Doctor, on the train. We've been all over the country around here in that Surrey. Haven't we, Bunker? What are you? Prospecties? No, Doc. We're writers, Doctor, from New York. Writers? Did you ever read anything by Ned Buntline? Oh, then you're not reporters. You write make-believe stories. Well, we want to write true stories, Doctor, but there doesn't seem to be much material around here. I'm kind of disappointed there hasn't been a gunfight since they arrived, and every Indian in Kansas seems to be growing old on a reservation. We're not going to get any stories this way. You mentioned that writer, Ned Buntline, Mr. Sprig. I met him once through Jim Bridger. Oh, yes, he wrote a lot of stories about Jim Bridger's adventures. Mm-hmm. Most of them were lies.  They also made Jim Bridger famous, Marshall. Like Wyatt Earp? Buntline wrote about him, too. Anything wrong with being famous? I guess it depends how you get that way, Mr. Sprig. Yeah, go stir him up some Indians, man. A few massacred families out here would... Oh, that'd make nice reading in New York. Yeah. Uh, let's go get a drink, Kitty.  I'll join you. All right. Good day, gentlemen, gentlemen. Well, you were a great help. What do you care about them, Kitty? I don't think a series of stories in New York papers would hurt Dodge, honey, do you? Oh, oh, she's thinking of business, man. I keep forgetting she's half owner of the long bench now. So that's it, huh? Of course it is. I don't want anybody killed, but you might at least be polite to them. Haven't got time, Kitty. What? I gotta write up the Hayes City tomorrow. I may not be back for a week. Good. You want to come along? Ha! Introducing one of the country's best-known jazz musicians and arrangers, Mr. Bobby Hagert. How about whistling along with him? Packs more pleasure. Packs more pleasure. Because Chesterfield's more perfectly packed. It stands to reason a cigarette made better and packed better, smokes better, tastes better. And Chesterfield is more perfectly packed by Accuray. This electronic miracle removes human error in cigarette manufacture. So Accuray Chesterfield is firm and pleasing to the lips, mild yet deeply satisfying.  Chesterfield packs more pleasure because Chesterfield's more perfectly packed. To the touch, to the taste, Chesterfield packs more pleasure because it's more perfectly packed by Chesterfield, mild. Yet they satisfy the most. Pretty sloppy-looking, ain't they? Half of them ain't even settin' their saddle straight. Uh-huh. You know that I blame them, man. Riding them terrible McClellan saddles. I think they've been ahead, Chester. They must've had a fight. Right by Golly, I think you're right. Let's pull up. Some of them boys has wounded. And look there. A couple of them tied across their saddles. They're dead. I think I know that Lieutenant, Chester. Yeah, it's the Lieutenant Bain. What in the world do you suppose has happened? What in the world do you suppose has happened? Cut for the air! Morning, Marshal. Indians. Chief, Little Hawk. Little Hawk. The Barney. Haven't you heard, Marshal? What? I've been to Hayes City for a week. Little Hawk and Forty Braves jumped reservation four or five days ago. He's one of the most peaceful chiefs in Kansas, Lieutenant. Look at my patrol, Marshal. Two dead and half a dozen wounded. I don't understand it. Neither does anybody else. They wiped out a family over on Walnut Creek yesterday, and he hit us this morning. You're the only cavalry in the field? Yeah.  Right out of that grove of trees. Huh? It's a pointed burrowing ground. Guess he stopped there to make medicine or something. Well, see you at the dance, Marshal. Yeah, Lieutenant. I'm sorry it happened. So am I. Hey, buddy! You want to eat graveyard? Not exactly a graveyard, Chelsea. Well, what is it then? You'll see. Some platforms on it. I've heard of that. They bury people up in the air on them platforms. Don't they? These is all new, Mr. Dillon. At least they're empty. There ain't no corpses laying on.  What for? I don't know. They must have been in an awful hurry. Look at that platform over there. Uh-huh. It's half tore down. Yeah, I noticed it. The rest of them ain't. No. I declare, I don't feel right here, Mr. Dillon. Neither do I, Chester. Like, come on, let's go. Solid out a lot. Yeah, sir. She wants you, Mr. Dillon. I'll join you at the bar, Chester. All right, sir. Say, Allison. Yes, sir. Matt? Since noon, Kitty. I had a lot of business at the bank. Oh? Well, not personal business, you understand. Matt, uh, you remember Sprig and Bunker? No. Those dudes still in town. Matt, they want to talk to you. Now, Kitty, their stories aren't going to put dodge on the map. It's already there. Texas cattled at it, not New York writers. Please, Matt, I'm asking you. If you're going to turn female. You forget I'm part owner of this place now. I can have you thrown out. Yeah. I'd sure be talking to those two. Right there, Matt, at that table. You see them? No. Well, then walk around a while. You'll find them. I'm going to talk to Chester. Good evening, gentlemen. Marshal Dillon. Sit down, Marshal. Sit down. All right. Marshal, we've got a proposition to make to you. Do you tell them, Sprig? Well, Marshal, we heard about those Indians. Some soldiers from Fort Dodge were in here a while ago. And? We want to find them. What are you talking about, Sprig? Well, I don't mean find them, exactly, but the next time they attack some settler, we want to be the first to get there. That way, we'd really see what it's like, Marshal. Maybe we could even talk to the survivors, if there are any. We'll pay you well. They may fold what? Well, guiding us, for taking us there. What do you say, Marshal? You want me to guide a couple of bulges like you? That's uncalled for, Marshal.  They got plenty of corpses there, and they're a whole lot prettier than anything the Indians might leave for you. Now, look here, Marshal. There's no getting along with him at all, Sprig. Oh, you certainly didn't talk to them very long, Matt. Is that my drink, Chester? No, it ain't. No, it ain't. It ain't. It's my... It's... Be sure now. Pour yourself another one. Now, buy it. Well, thank you. I don't mind if I do. Oh, uh... Missy, don't look at this little guy, though. This kid has been showing me. They had it hung up behind the bar there. See, it's all carved out of bone. Here, let me see that, Chester. It's interesting, isn't it, Matt? Where does it come from, Kitty? Well, it's an Indian totem of some kind. Sprig and Bunker brought it in. Sprig and Bunker? They're bringing it to us to hang behind the bar. I'll go with them, Chester. Well, I'll go with them. Where did your men get this totem? We've had enough of you for tonight, Marshal. Well, I want to know where you got this totem, Sprig. You're joking me. Then tell me. We got it from a soldier. A soldier? What soldier? A private from Fort Dodge. And it was Roger Harlow. We bought it. Not the Fort Dodge on the morning. And time to wake up, Major Honeyman. Marshal B Company moved out yesterday. My judgment of the situation is that they'll make almost immediate contact. I see, Major. But I don't like your insinuation that the cavalry is responsible for a little hawk jumping reservation. Well, I admit Garrison life's dull, but no soldier in my command had won action that badly. Where's your proof, Marshal? Right here, Major. This is a Pawnee totem. It's more than that, Major. It's a Fox clan totem. Little hawk's clan? Yeah. Well, I've told you where I think it came from. Now, let's get that private in here and settle this, huh? Marshal, I'll feed him the little hawk if this is true. Oh, Sergeant! Sergeant Grimes! Oh, uh, what'd you say his name is? Harlow. Roger Harlow. Yes, Major? Now, Sergeant, you pride yourself on knowing every man at Fort Dodge. As regimental sergeant, I consider it my duty, sir. What company is Private Roger Harlow assigned to? Private Roger Harlow? Yes, that's right. He knew Roger Harlow on this post, Major. Never had been. Listening to gun smoke. In your kitchen? Getting ready for a Sunday supper? Maybe in your living room, relaxing? Or out driving? Hey, be sure and watch the road. But remember there's pleasure ahead when you smoke Chesterfield. When you satisfy yourself with Chesterfield's better taste than mildness. It stands to reason. A cigarette made better and packed better smokes better, tastes better. And Chesterfield is more perfectly packed by Accuray. This electronic miracle removes human error in cigarette manufacture. So Accuray Chesterfield is firm and pleasing to the lips. Mild, yet deeply satisfying.  Chesterfield packs more pleasure because Chesterfield's more perfectly packed. To the touch, to the taste. Chesterfield packs more pleasure because it's more perfectly packed by Chesterfield. Mild, yet they satisfy the most. Did you find Sprig and Bunker last night? No. We finally learned at the stable they drove out of Dodge in that Surrey yesterday morning. You going after them? Yeah, as soon as Chester comes with our horses. What do you think they're up to now, man? I wish I knew, Doc. They ought to be hung. Hey, Doc. Look over there. Come under the plaza. You won't have to write after them now. Them and their fancy Surrey. Yep, Matt. What do you got? Your toes, Sprig. Now. We saw it, Marshall. We saw practically all of it. It was exciting. And with no help from you... Oh, it was magnificent. The cavalry really got their own back this time. What are you talking about? The Indians. The cavalry practically wiped them out. What? Yesterday, Marshall, just before dark. We were driving along the Ark, Kansas and heard all that gunfire and commotion up ahead. And we got there just in time to see what few Indians were left running for their lives.  You saw this. Well, now, Marshall, we wouldn't be making it up, would we? And I might add that it's about time we saw something around here. You know, Sprig, I was talking to Doc Adams over there when you drove in. You know what he'd like to see? No. He'd like to see you and Bunker hung. Why? That's so what I am. What's the matter with you, Marshall? Why did you tell me a soldier gave you that totem? Oh, you. You found out. Why did you lie about it? Because you were choking me and because I didn't know what you'd do next. Or why? Why? You men rubbed upon a grave.  That's all we took. Who cares about a savage idol, anyway? Little Hawk did. He went on a war path. Marshall, over a fool thing like that?  I knew Little Hawk, Sprig. He was a good chief. He was a brave man and a peaceful one. Till you shamed him. Well, he's not shamed now, Marshall. He's a good Indian. You get out, buddy. You get out today. Enough men have died because of you.  If he were still alive. In a moment, our star, William Conrad. Chesterfield packs more pleasure because Chesterfield's more perfectly packed. A cigarette made better and packed better, smokes better, tastes better. And Chesterfield is more perfectly packed by Accuray. This electronic miracle removes human error in cigarette manufacture. So Accuray Chesterfield is firm and pleasing to the lips. Chesterfield, mild, yet they satisfy the most.  Well, next week, a man complains that somebody's trying to kill him and isn't believed until it happens. But that was the West. Good night. Gunsmoke, produced and directed by Norman McDonald, stars William Conrad as Matt Dillon, U.S. Marshall. Our story was specially written for Gunsmoke by John Mustin, with music composed and conducted by Rex Corey. Sound patterns by Tom Hanley and Bill James. Featured in the cast were Harry Bartell, John Daener, Joseph Kearns, Lou Krugman, and Ralph Moody. Harley Bear as Chester, Howard McNeer as Doc, and Georgia Ellis as Kitty. Live modern, smoke L&M. Live modern, change to L&M. Only with L&M can you enjoy the full, exciting flavor of today's finest tobaccos through the modern miracle of the pure white miracle tip. So light up, free up. Let your taste come alive. Live modern, smoke L&M. Live modern, change to L&M. Join us again next week for another specially transcribed story on Gunsmoke.


Fire mission, front, target, troops in the ocean, 100 to 800 feet, each 5 to 7 rounds first, they fire at will.


Live from San Francisco, it's theCUBE, covering Red Hat Summit 2016. Brought to you by Red Hat. Now here are your hosts, Stu Miniman and Brian Gracely. Welcome back, very happy to have on the program as our final guest for theCUBE's coverage of Red Hat Summit 2016. The co-founder and CEO of Threescale, which now as of a week ago is a Red Hat company. Steve, thank you so much for joining us. Thank you. Thank you very much. Before we get into it, your co-founder, can you take us back, you know, what was that kind of founding moment, the core idea for why Threescale was begun? Sure, I could do all my things like yesterday in a lot of ways, even though it was quite a few years ago. So way back in 2007, we were playing with all sorts of different technologies and kind of so our integration technology, we were working with a lot of companies and a few people started putting out web APIs, so very simplified ways of doing that integration. And just there was this in our high moment of one day the web is all gonna be API driven, which was crazy back then. And there were quite a few years where people were like, what the heck's an API? Why would I do anything? But our vision was to help people do that, to enable that process to happen. And it's become, you know, that's really come true. Now, every customer we speak to is integrating APIs in some way and basing their infrastructure in it. So that's where it came from. It was a little crazy way back then. Certainly the last few years have paid off hugely and it's been exciting. So can you give us some of the basics on the company, how many people you had, what your customer base looked like? Sure. Yeah, we have about 700 customers today from very large enterprises. So folks like Johnson Controls, the telegraph in the UK with airlines, we have aircraft manufacturers, all sorts of different companies that use us. And what we do for them essentially is help them manage the APIs that they have in the infrastructure, make them secure, make them fast, basically enable all the tracking that they need to do that. And the company is actually 45 people. So with 45 people, 700 customers, that was great. But as our customers grew in size, it became clear that, you know, we'd have to scale up a great deal. And we'd had a great partnership with Red Hat. So this is part of that, you know, now we're a bunch part of a bigger entity. Those 45 people will scale a lot more as well. Yeah. We've heard a lot about, like you said, we've heard about the sort of quote unquote API economy for a number of years, you know, sometimes things are buzzwords, sometimes they're reality. Where are we in sort of this API economy? And who's using them? What are the really critical factors people need to be looking at? Yeah, no, I think that's a good question. I think the API economy used to be about people have a public API that you might, for example, pay for, you pay for some data. Yeah. But actually it's much, much deeper than that. Most of the customers that we have, only about 15 to 20% of them actually charge for access for the API. API has become critical for mobile, it's become critical for IoT. Internal APIs that companies use to build new products. It's just a huge, I don't think I can think of, you know, any fortune 2000 company that isn't doing something with APIs in some sense. And there's always business value behind it. Now, it might not quite look like the API economy from a few years ago, but a lot of the business that's being driven is API related, so. Where does Red Hat expect to see you integrate the three scale technology? Will it be OpenShift? Will it be Jboss? I mean, where are the different opportunities for you guys to bring value to Red Hat customers? Yeah, great question. So we've really seen with a lot of our customers that people are using Red Hat technologies like Jboss and obviously Fuse and OpenShift. So OpenShift is more on the obviously containerization of systems that's driving microservices adoption. And pretty much when you have microservices, you want to have an API on the front of each of those services because it's a component being pulled, you know, being called by something else. And then things like Fuse actually enabled you to create the APIs in the first place. So the capability that three scale brings is being able to wire all those up to put security on them, keys and tracking and allow you to see the universe of things you've created. So it'll be fairly broad, I think, and I'm sure there's other technologies we'll be integrating with as well. Yeah, one of the conversations that's been going on this week is we've heard about words like citizen developer and citizen scientist and, you know, you can't go anywhere these days or somebody doesn't go, well, it's got an API, just go access the API. When do you think we'll start getting to a point where you don't have to maybe be a developer to access that API, but you still want to, because maybe the API is the only way to get to some set of data. Do you see that evolving? Yeah, I think that's huge. And I think it's almost the biggest story because right now to create value with software, you still mostly have to be a developer, right?  So you're affecting the world, but it's still very hard for citizen developers to do that just by calling these endpoints. So I think one part of the puzzle is enabling more APIs to be out there and to be easier to use. Another one is sort of the composition technologies on top of that to allow a simple drag and drop. Like if this than that type of approach, right? You know, if something happens in this system, trigger an event and do something over here, I think we're not quite there yet, but the power as it arrives with the APIs and that is gonna be huge. Many more people being able to produce things. So Steve, I'm sure it's been a whirlwind for you the last few weeks. What's the initial feedback you're getting from your customers, you know, both here at the show and around from your customer base? It's been great. Like I think it obviously from the founding of the company and all the way through, we've seen it grow and it's been fantastic. And you interact with your customers day in, day out, but when an event like this happens, you kind of get that feedback and say, we're so happy for you guys and you know, I'm, you know, the team interactions have been fantastic. I think that Red Hat is a company from a cultural point of view where the fit is fantastic. We've always tried to do open source, we've always tried to be very community orientated and our customers really looking forward to having that, you know, the larger Red Hat entity in our technology together. So I've seen nothing but positive in that. So yeah, we're looking forward to it.  What can we maybe look for, whether it's in mobile or IoT or analytics where APIs are going to, you know, start to do some really interesting things. Yeah, so we're looking forward to working with the mobile team at Red Hat, for example, helping the customers that are using that to expose even more APIs. IoT is another area where we already have customers where we'll be looking to see how we can align with Red Hat's IoT systems. One very, very big thing is that we will be releasing an on-premises version, complete on-premises version of 3Scale, which doesn't exist today. So that's a major thing for many industries that really need to keep all of their systems in-house and they'll obviously be an open source version as well. So we're excited about having everything available. Yeah, and that's big. It gives you customers more chance to get at your technology, more buying models, more purchasing models, all those types of things. Yeah, and we already have a large user community, but I think with an open source product and people able to get the code as well, it'll really be something where we're gonna push the envelope even harder. As you look forward, what should customers be looking for in kind of the maturation and growth of the API economy? So I think the companies that are doing it right, they really are already treating their APIs as a first class entity. Often you would just say, let's hit this database over here and then the system will work, but you need to kind of bring them up to be first class entities. The customers that are really doing it right are already thinking about almost every endpoint they have in their organization to be public. And I think that if you look at, so I don't know if you guys have an Amazon Alexa at home and Echo, either of you. So I bought, it's a great device and when you start to use it, you realize how much web usage is gonna change. We've all got used to the transition from the web to the mobile device, but you can now write a very simple skill. We've done that for multiple customers that sits on the Amazon Alexa. You can just talk to it and get data. And as a brand, you're suddenly in the customer's living room with a voice interaction. That's all API driven. I think most consumer brands are gonna want to create those kind of experiences and I think we're gonna see a huge growth in APIs and also the interfaces on top. Steve, I wanna give you the final word. Take away as you want people to know coming out of Red Hat Summit. Sure, yeah, and the summit's been amazing. I've just seen all of the different Red Hat technologies and the customers we've interacted with and we're excited for the future. I think, like I said, for the team, it's kind of a dream connection in terms of the kind of company and philosophy that Red Hat has and yeah, we're excited for the future and thank you for taking time to talk to us. Steve, congratulations to you and the team. We know there's a lot to hard work ahead. Beginning, not an end. So we'll be back to do a wrap up here for Red Hat Summit 2016. You've been watching theCUBE.