Hello people of the insta, my name is Johnny and welcome back to 5Net that Freddy's VR helped watch it and look, well I guess listen, there's audio. Yay, for some reason computer just wasn't detecting that mic was plugged in so last episode there was no audio but it's back now and we made a lot of progress in this video. We got the repair characters done with Freddy, Bonnie, Chica and Foxy and we also did the event repair with Mangle and Ennard.  Is it Shadow Bonnie? Is it Spring Bonnie? Is it an entirely new character? I have no clue honestly I can't even take a guess it's so different but yeah this episode is super super fun I had a really fun time recording it and hopefully you guys enjoy. We hope you're enjoying the Fazbear virtual experience please be aware that there may be visual artifacts left behind from the beta testing phase of development. If you see any such artifacts we recommend that you not interact with them we'll weed them out eventually there's no guarantee that we'll weed them out eventually all right um well I guess that's a smooth transition so I might as well tell you guys what I did before I started recording the tapes right I've heard about the tapes and I have started looking for them there was one up there which I used basketball to get down and then there was one in here I didn't know it then but it turns out the thing that was in this gumball machine was also one and so I just went ahead and find out how I could activate those tapes and it's super easy right here I have not listened to any of the tapes I don't even know what you do beyond this point oh oh this is all it is all right so I only have three tapes but we might as well give them a listen tape one can you hear me don't exit this room okay this isn't a mistake this room isn't a mistake I had to hide these logs away from the core gameplay files in a place that only a beta tester would look and in a place where the files could be protected I just really really hope that the next development team finds this before the game is released to the public to layman this game has some kind of malicious code in it that we haven't been able to fully contain is it the funny even understand for that matter is it the funny budget and out of time but that's not the reason that we're shutting down listen I have to keep this short so the file size will be small enough to fly under the radar makes sense there are more they may not be in order why would they be in order all right mysterious lady I saw it for the first time today bunny maybe there was a character I couldn't make out who it was standing at the end of the hall I thought it was just bugged out so I made a note of it and kept playing but then I was looking in the window and not like Chica or Bonnie would it was like it was actually looking in the window seeing what I was doing I'm guessing this is the bunny it makes it really is the only thing I heard a pretty heated conversation this morning between Dale our manager oh god new characters guys new characters it really feels like this project is in trouble and no small part because of the lawsuit I'm sure there has to be a lawsuit there's no way there isn't it happened in this building just a few doors down for me I think it's made worse by the fact that Jeremy tried to tell us something was wrong Jeremy don't forget Jeremy we all just saw it as a challenge to find what the problem was and fix it who could have known that I have to go boys that confirms you know the teasers back when this game wasn't released yet they would the teasers hit a code but not a code a message saying remember Jeremy we finally know what that is of course I don't know what Jeremy's playing this is but hey at least we have mentioned of him all right so at first I thought I was going to start off with FNAF 2 but then I thought I'd go a bit out of the way and I wanted to do parts and surface because this was the whole hype around the game repairing the characters so I thought mine is all do it starting off with Bonnie this time grab an release pull the trigger yep push buttons and make repairs I always I'm super excited for this finally get to be really up close and personal two parts in service oh no it looks like Bonnie's guitar is out of tune and must be recalibrated that's what I thought was to access harmonization module located inside the secondary throat pipe to access the throat pipe both eyes must first be removed you must be as precise as possible I don't like this moving the eyes from their respective sockets first firmly grip Bonnie's left eye and carefully remove it from its socket all right so it said Bonnie's left eye so for me that's his right eye I didn't know we were going to be this close and I really really don't like this all right oh my god I can't do it great job oh my god the left eye in the cleaning receptacle on your left my left well done now firmly grip Bonnie's right eye and carefully remove it from its socket all right Bonnie listen here lad I'll be nice and gentle with you deposit the right eye in the cleaning receptacle on your right good job to open Bonnie's face plate carefully push the two buttons located on either side of Bonnie's jaw when done correctly you should hear two small clicks I'm still sick boys all right um Bonnie buddy best friend pal access to Bonnie's harmonization module press the blinking button inside Bonnie's secondary throat pipe to enter calibration mode do we have to I'm gonna stand here but this is a good thumbnail really shout out here boys all nice all right let's get that blue green red yellow orange something is not right all of those notes is out of tune you may push the button again to replay the audio check press the colored button that corresponds to the incorrect note bro I'm not a music music musician ah that's that's yellow I all right press the blinking button again to verify your work all right good idea small idea great job Bonnie is in tune and ready for his solo good job pal let's close him up simply replace both eyes in the same order that you remove them then close up the face plate and we'll call it a day in the same order you removed them so that's this eye which is the left one and then the right eye which is this one and then close up his face plates well done that concludes your parts and services task see you next time that wasn't bad at all oh I forgot about the gifts I got a bonnie bar bonnie bites something something nice delicious thanks Bonnie for them bonnie bites all right am I gonna see the bunny no all right I don't like how it just disappears like that next up Chica so Chica is the one with all the wilderness on her I'm ready um yes same controls as last time ah how close am I gonna be too close way too close way too close sounds like Chica has been rummaging around the kitchen again you silly chicken and place it in the refuse bin on your right oh look it's a little it's a toy chica plushy we've never seen one of those what well we got them on the pizza it's guys it's another thing all right so that's another tape we've got to listen to Chica oh you've got it in your knee hun you want a cupcake that's not supposed to happen I didn't listen to what he was gonna say all right I guess I remember the I don't remove the pizza all right all right yes yes ready I I all right something here has gone wrong my hands are above me what is happening all right I fixed it now I'm actually gonna listen to what and you didn't have to say so I don't die like last time because that was horrible welcome back to parts and service there have been customer complaints about Chica's accurate smell sounds like Chica has been rummaging around the kitchen again remove all food particles from Chica's exterior and place it in the refuse bin on your right all right so I almost had it but not quite all right thank you easy oh you've got them on your face good job make sure Chica is not hiding any other treats inside her beak to open her beak how about no carefully press the two buttons located on the sides of Chica's head all right then I'm just gonna read you around your head say ah you said ah way too much to clear the infestation apply the fast bear entertainment restaurant grade kemi spray to Chica's exterior press the button under the hanging canister to activate the kemi spray so this we saw in the first ever trailer avoid inhaling the kemi spray exposure to cleaning disinfecting and maintenance chemicals may result in respiratory problems skin or eye irritation good job now reattach Chica's upper arm hand and cupcake plate upper arm oh it's got pest on it as well right let's uh I meant to grab it with the other hand well that is um I don't goof a bit there boys but it's fine it's fine follow instructions I try to grab around so I wouldn't have to grab it at an awkward angle there have been customer come upper arm hand cupcake plate gotcha this is a big arm oh that was easier than I thought well done oh no it looks like Chica needs another dose of the kemi spray hi do not let the infestation spread be sure to get the canister button another push as needed I got you hand unit why is it dark oh my god to Chica's plate this is just like bonnet from this location do you need some help buddy return the cupcake to Chica's plate how it's moving all around turn the cupcake to Chica's plate I got you I got you I got you great job oh my god Chica is ready to serve pizza and hugs to the kids again hi Cole take a complimentary slice of pizza for a job well done oh see you next time bye Chica it was fun seeing you to call all right that was awesome I'm really far back oh hello am I gonna get her lemon bars what that was not a prize plus trap what the heck all right so before I forget I'm going to listen to that tape we found because I have a feeling I'm going to forget by the end of the video um tape number four remember guys these are not all in order have you ever heard of a guillotine paper slicer it sounds made up but it's an actual piece of office equipment I didn't even know we have you're pretty I guess the word is that going pretty that do a lot of graphic design work I remember seeing one when I was still in school and even then I knew how dangerous it looked I was always afraid of losing a finger what that seems so silly now Jeremy used to do design work I guess that's how he knew it was there I keep looking up over here that's because of the test the text moves when I move my head so I just get into a big open field I know a few guys that's at the bottom of the screen but it makes it easier for me to see all right you are closer is he closer is that just me or is he closer that's not the right way all right next repair yeah no he's he's closer next repair we have Freddy who it looks like we're gonna end with foxy that's gonna be interesting so I've seen Freddy I've seen Freddy in the new launch trailer so I know what he does come back to parts and service it looks like one of our guests left a personal item let's return it to the lost and found carefully grab and remove the child's hat from Freddy's mouth are you kidding me you want me to reach my hand into that guy's mouth Freddy's got a pretty good hold of it yes he does another firm tug I don't like you hand unit good job I thought I wouldn't grab it come on you can't you can't do that all right whatever now hiring in choir within awesome welcome back to parts and service Freddy's got a pretty good hold good job now please thanks buddy the lost and found been on your right this is a lost and found been while we're at it let's make sure there isn't anything else stuck inside to access Freddy's chest cavity grab Freddy's bow tie and pull it outwards you've got to be kidding me well done Freddy's chest cavity doesn't watch in a shoe remove the child's watch and place it in the lost and found been be careful not to touch any of Freddy's sensitive wiring you've got kidding me you've actually got to be kidding me good job it appears there is a child's shoe I can't grab that Freddy's music box the music box must be removed before you can access the child's shoe that's enough please gently grasp the music box and extract it from Freddy's chest cavity before the safety latch descends firmly grasp it is that the music box carefully place the music box on the work table to your left great job I hear the static from the first game press the button located on Freddy's endoskeleton I like how they upgraded the endoskeleton now remove the child's shoe and place it in the lost and found been gotcha oh huh okay got it well done return the music box to Freddy's chest cavity and we'll call it a day you mean the broken old one no you seem to have mishandled Freddy's music I didn't it was an accident pretty good a replacement may be found on the work table uh a slow and even pace is recommended you want one of these you want one of these Freddy slow and even slow and even slow and even slow and even slow and even I've got you Freddy I've got you I've got you I've got you I apparently don't got you what what what what follow instructions um I did thank you very much I don't get it I was going slow go go thank you to close Freddy's chest I didn't know I had to release the black button on the center of Freddy's face you mean his nose ha ha ha your pain will be docked accordingly awesome so I had to release the button all the other times I just put it in for you so now that I've seen plus trap I want to be a lot more cautious I got a figure oh look how cool that is that's awesome I'm gonna throw it on the ground and lose it I'm gonna throw it on the ground and lose it right then um so now I've got a figure I don't think we got enough of tape at least I didn't see one so the final one Foxy this apparently is the hottest one seeing as it is the last one I have same controls let's get it let's get it final one final one final one welcome back to party I don't like this Foxy has been out of commission for quite some time this is a simple one working condition first carefully pick up and place Foxy's head on his endoskeleton are you kidding me are you kidding me oh no it looks like Foxy's proprietary servo motors are malfunctioning this recommend whoa whoa whoa whoa hey whoa at all times you will need to place new control fuses in the exposed receptacles to continue retrieve the fuse from drawer number one that matches Foxy's leg receptacle to avoid bodily harm wait for Foxy's legs to stop moving before inserting the control fuse makes sense so that one's got a green and a red it looks like this one all right good job hey careful there has regained control of his legs good job man reminder it is recommended that you keep an eye on Foxy I got you oh no it looks like a former employee attempted to repair Foxy's chest motor just looks insane carefully remove the incorrect fuse from Foxy's chest and insert it into Foxy's upper arm receptacle you want me to reach into his chest now I need to put it in his arm well done the remaining chest fuses are located in drawers number two and number four fix both fuses to continue this looks insane all right so looks like we got a we got two blues a red and a green looks like it's this one oh no no no no it's this one I see a little red in there I'm gonna wait for him to calm down and just pop that in it all I need now is the one in drawer four it said so looks like that's a red blue and a green hello again this is incredible back here calm down calm down calm down it's gonna be okay good job I got you retrieve Foxy's eye from drawer number three when Foxy's eye patch is fully open place the eye back into his eye socket all right so he Foxy has haze eyes um so it's this one you look splendid Foxy's back in order after nearly five years he's been out of order whoa look at this giant toy pretty plush that's awesome I got two all right is he gonna be there oh oh he's a lot closer now right he's gone just to close it out because I'm kind of interested I've seen this in like all the trailers and everything I want to try the aoducks right holographic push buttons this I just want to try it out just want to try it out oh no too bad this is way too bad what do I do welcome to vet repair fazbear entertainment prides itself on having the most comfortable facilities oh yeah facility is set to a perfect 72 degrees all the time the four active indicator lights mean we have a well-functioning ventilation system that's good your headlamp should protect you from any critters who may have stumbled into the ducts like mangle as a certified vet technician you should need no instruction of course however in case of an emergency it is important to remember that as the vet technician you should never under any circumstances attempt to attempt to what attempt to oh no no no no no no no no no no no no no no no no no no you kidding me oh I found something I hear that what do I do it doesn't what do I do oh that's halfway there oh my god I you can just barely see them I don't like that where where what did I do I hear you mangle oh my god you can't just do that in orange red blue perfect 72 degrees good job see you next time that's it okay so is the next level just harder it's a candy ball it's one of chica's candy balls awesome lemon chica bar I'm cool with that all right um I'm gonna do entered oh no all right I'm gonna do this final bent repair and then we'll stop sorry I just get so into this game it's crazy I love it so much then again that does mean more editing for me so oh are you kidding me well luckily I still have three sides welcome to circus babies entertainment and rental we're here we're back since last incident huh emergency ventilation repairs may be necessary to reach the boiler room on sub basement g you gotta get it we apologize for the claustrophobic accommodation at the second service elevator but the comfort of the main elevator is well above your pay grade now let's get to work hey we got the music back we have to have Andy back at his roots motion trigger breaker room who are you you're not the voice at least I don't remember you being the voice that wasn't bad at all this one uh oh my god I see him him oh my god what do I do what do I do what do I do I don't like oh my god he's on the ceiling what the heck what what oh oh my god I just have to stare at him long enough what what am I supposed to do what am I supposed to do what do I do I don't get it is he just here to scare you I oh my god oh my god what do I do oh great oh oh oh my god oh my god I don't I don't get how I fend him off I literally just gas boys no no no no no oh my jeez he had claws no no no no no okay I'm going down wait I'm going down why am I going down should I go up I don't have another task do I no what is that where where am I I feel like I'm in a clock is this how elevators work why am I down here I have another task you've got to be kidding me no no no no no no no motion trigger secondary service elevator ventilation shaft I swear to god if I have to go through that beginning bit why would I not motion trigger secondary service elevator ventilation shaft how how do I get another piece oh that's not where it goes is that not what I'm supposed to do I can't get another piece don't get it it doesn't tell you what you're supposed to do and that's so annoying because like it doesn't give me another gear so I'm guessing that this is wrong but it's right oh I need another one well I've just lost it so yeah I need a new gear oh so then like what do I do now I need another gear but there's not one so close I just pulled out the wrong one in the wrong time I also don't know if I have to look at him or if I have to like shine my light and then look away so I'm just kind of trying to ignore him yes yes yes yes I should not be celebrating as much because when you think about it it did make sense I'm just kind of stupid am I free I feel like I'm not free but then again if there's a third trial then I hate everyone are you kidding me really a third one oh my god what oh they open from the top or the bottom I guess motion trigger boiler boiler room god I love games like this wait what does do anything is it supposed to do something I also don't like how it's pitch black aside from the fire this isn't really that bad I'm expecting something a lot more chaotic what's behind door number three what did I just blow up entered what I got some meat fights extra large awesome distracted me from what really matters I think I just blew up entered using proprietary technology developed by fazbear entertainment our VR development teams were able to use vintage control boards almost like plug and play digitally recreating performances and personalities from the past in an instant I feel like all right I'm gonna if I get any more things let me look I don't think I did and after this I'm gonna oh my god I got loads five and six the drawers have been emptied out someone was here I don't think it was spring cleaning either no there was plastic on the floor someone was definitely here during the night it had to have been the client I mean they sent us that stuff in the first place with no explanation told us to scan it said it would expedite the process so we wouldn't need to program any pathfinding ourselves it was a budget thing I guess it was just junk circuit boards and things like that look pretty old somehow though there was usable code on some of it it seemed to take hold by itself things started changing but then he started appearing at least that's what Jeremy said things started appearing these kind of sound like the illusion discs that are using um the twisted ones I came in early that morning no one else was there at least that's what I thought the supply room was lit I didn't even notice Jeremy standing in the testing room as I walked past lit the supply room was so bright glowing from all the way down the hall that's it I mean that's gotta mean something but that's it five and six you're getting way too close to my liking bro you're just gonna back you're gonna back up right also boys I'm gonna have to go off screen for this but um yeah you can actually go through the current back here I do have a big enough room to be able to do that I am gonna have to go off screen but it's gonna be worth it trust me it's very interesting look you can see all the game you got Chica, Freddy and Bonnie all waiting here for their show so that was episode two of five nights at Freddy's VR help wanted hope the guys enjoyed and thank everyone so much for watching and I'll see you all in the next episode that's not my outro on the flip side goodbye I've been doing that for only two years and I still still get it wrong


Welcome everybody, we are here to talk about DNF obviously. My name is Daniel Mach, I've been with Red Hat for, well, a decade. I've spent 10 years in release engineering and I've been leading the software management team for about two years. I'm mainly focused on DNF and I will have this presentation together with Jaroslav Raczek who is the longest serving DNF team member so far for three years. He's been focused on modularity and also some optimizations and performance tuning. So what's on the agenda? First of all, we will remind what DNF is. Then we will provide several details about the DNF stack and some statistics. Then we will quickly go through the achievements we have made over the last year. We will touch roadmap and future plans and then there will be space for questions and answers. So what is DNF? It's a package manager you may know from Fedora and it replaces YAM 3. It's also available as YAM 4 in Red Hat Enterprise Linux 8 beta. That's mainly for continuity and compatibility because the existing customers are used to use YAM so we provided that but it runs on the DNF backend and it's essentially the same software and it's also available in other distributions such as Magia, OpenSUSE or YoctoProject. This is a brief DNF stack overview. So on the left side, these are packages we maintain. You can see all the sources on GitHub and they are mainly also available in Fedora. Those which are in the vault, these are the main packages you may be using frequently, especially the DNF and the plugins. There are also some related projects such as RPM, Libsol, PackageKit, etc. All these belong to our ecosystem but we don't maintain them directly. Yarda, could you provide some details on the numbers? Formation about three of our projects. The first one is DNF. We can't hear you. We have some issues. You need to speak up or differently. DNF is a Python-based project. It is forked from YAM in 2012 and from that time we already have about 4,000 commits. DNF plugins is again the Python project. The last one I want to highlight is LibDNF. LibDNF is C++ library that is used as backend not only for DNF but also for the micro-DNF and PackageKit. What is most important? Okay, maybe let me continue until the technical issues get resolved. Check. Contributors and for the other two projects it's about 60. As you can see even in the last year we have so many active people. About our achievement, I have to talk about modularity. Maybe let me cover this slide before your microphone gets fixed. Modularity. We have shipped modularity tech preview in federal 28 that was mainly Python-based. The code was merely a proof of concept and we have rewritten it completely for federal 29 which is based on the LibDNF C++ implementation which is also available in PackageKit and other software. We have also made some improvements in the stack mainly the memory issues, memory leaks, double freeze and a lot of issues leading to sec faults. Give it a try. Is it on? Okay, so let's switch the sides. Okay, probably that was the issue. Okay, let's for the next slide please. All right. Okay, I pick up for the performance presentation three versions. The oldest one is from the federal 26, the middle one is from the federal 27 and the last one is just recently released into federal 29 and rail 8 beta. As you can see during the time already the first command provides a slightly improved in the performance but as you can see for the DNF update command we have a huge difference between the version from federal 27 and the latest one and similar approach you can see with the commands that use the security options like the security backfix. The last example here it represents how DNF handles a lot of arguments. In this example it was 3,000 arguments and already for the DNF 251 we can say that already this DNF that sounds like pretty slow it's much faster that yum is. Okay, maybe let me explain the latest results. As you can see it's a little bit over two seconds and those two seconds is the time required for loading all the repositories which is something we cannot probably get rid of but basically we can't trim from these times almost nothing because we are down to the overhead. All right, next slide. Okay, that's mine. Okay, so the first point is the new history database. I'm actually the author of the change and I can proudly say that we have managed to break quite a lot of stuff in the federal 29 pre-releases but luckily federal 29 final release is almost without any issues and everything seems to be working fine and why we were doing that. The original software database or the history database contained a lot of different tables in the SQLI database and we decided to redesign it to make it better and make sure that it contains the exact information that is needed across the DNF stack and that we know what the information is there and how to use it. Before that it was quite a black box and we really didn't know what's that all about. We also made a design decision on the DNF so we ended up coding that library in C++ and using SWIC to generate bindings. The main reason for that was to gain native objects, type containers and have bindings that are easy to generate. So basically we write C++ classes and we easily export them into Python. We have also introduced Cplugin API which is something quite new. It's quite, I would say, dangerous to use at the moment because we will get to that in the next slides. We are planning bigger changes in the C API and if anyone uses this LibDNF C API with all the library in C, we will change that. So this is the existing DNF stack infrastructure or architecture. As you can see it relies on LibDNF and LibDNF has quite a long history. It's made of original DNF backend, that's the Hockey library and then there's the C API, the Libhive, which originally comes from PackageKit and we ended up with these two libraries in a single source tree and the merge hasn't been finished yet. So we are currently working on making all these functions and all the code better and that leads also to a situation when micro DNF and PackageKit, they use the Libhive part and DNF is based on something else and cannot use the C plugins, for instance, at the moment. And Jarda will tell you what's the bright future. Yeah, this is the picture how we suggest the LibDNF should appear in near, near far future. It means we want to create a C++ API and on top of that we want to generate or as a wrapper C API or Python API or Python binding and of course the plugin API. The advantages is directly represented here that as you can see, as you can see plugins, API plugins can handle it also not only LibDNF, micro DNF PackageKit but also can be used or will be used with the DNF. It means it will some troubles from the components that use plugin. It could disappear. What is the most important thing about this is that if something breaks, it breaks in one place and we don't have to fix in three places as today. Yeah. All right. And when we start to think the plans for the next releases, for the Federal Security, we plan to deliver Zechang support. Zechang is a new compression format designed to allow Deltas for metadata. And as I can say, I think this is pretty promising technology how to decrease the downloads for the metadata. Additionally, according to the Fedora plan plans, we will drop Python 2 support. For the Fedora 31, we would like to deliver new improved modularity. According to the feedback, probably some of us will provide from the Fedora 29, 30 or even REL. Additionally, we would like to prepare for a redesign of the VAR cache. And this should result in the shared cache with micro DNF and package kit. Additionally, we have a huge plan with the CA stack. Can you provide the information? Sure. So, we have decided to rewrite our CA tests because we want to improve the performance, separate the tests from the environment so we can run them anywhere. And this is basically for you to let you know that if you have anything that is built on top of DNF, you have any tests reach out to us so we can eventually run your tests to make sure we don't break your software. Okay, let's back for the plans. For the Fedora 30, we still have plans. We want to deliver this shared metadata and download RPM. It means one download for the package kit, the DNF and marketer the DNF. And especially people who work on the workstation, I think they will love it. Also, as I mentioned, the unified code base. This is the target Fedora 32. And it means new stable API, new SWIG bindings. And additionally, there is the downside probably for the sum of the users. We want to drop the whole CA stack package because it will be replaced by the new stable and supported API. This actually looks quite simple, but we need to redesign quite a lot of stuff under hood without making any bigger changes in public interfaces and without breaking anything. So this will probably take some time, but the goal is to have single unified library. And the future vision. This is just an overview. We have touched these topics in the previous slides. So we are aiming to have all the business logic moved from DNF to LibDNF. So DNF stays as a compatible API with existing tools. But all the business logic will go to LibDNF, so it's available to MicroDNF and PackageKit, possibly other software. MicroDNF will gain more features. So basically, you won't see any difference if you use DNF or MicroDNF. The only thing we know about that is not achievable in MicroDNF is obviously the Python plugins. But everything else should be most likely doable in MicroDNF. And it's not going to replace DNF. We will maintain both at least for some time. And we are also thinking this is, you know, something, nothing more than a vision that we may create a DNF daemon replacing possibly the existing Python DNF daemon in Fedora, which is the back end for the DNF daegora. And we may also integrate this daemon with Anaconda, which helps them to avoid forking the DNF process and handling everything by themselves. So we can offer them a service eventually. And again, it's not going to replace anything else in the stack. It's an additional service you can use. But if you don't want to, you don't have to. And this is the final slide. So thanks to the DNF team who actually helped us to get here and made all the hard work over the last years. Also to the community and contributors who reported all the issues and bugs. And special thanks to Neil Gompah. Some of you know this guy. He actually spread DNF into three other distributions. So definitely big thanks for doing that. So this is time for questions and answers. Do you have any questions for us? Okay. DNF update info takes quite a long time to execute. Which Fedora was that? Was that 29? So, okay, we will look into that. It's related to the security filters. We have tested that. And it seemed to be working fine. Maybe if you could drop a bugzilla for us so we can reproduce that on some data or something. Or maybe if you can share the expectations with us through bugzilla, that will be really helpful. Yes. But you know, the thing is that we typically, we are not optimizing everything. If something doesn't work as expected, then we analyze that and fix that. So basically based on any reports, we can, you know, we probably need just the command and the environment. And we will look at exactly the versions we need. And especially this guy is interested in that. He does all the optimizations. I love it. Okay. The question is whether the LibDNF work will impact the size of containers. I think the answer is no. Besides, maybe the microDNF binary will slightly grow. But I don't expect anything else because all other functionality is in LibDNF already. So I don't expect any big changes in the size. And eventually you will get a fully functional DNF in the container with no additional overhead. And you're the guy who actually helped me to fix all the issues with software database. Yes, that is the goal. But we need a couple years to get there because if you look into the sources and you see all the possible code paths, it's not nice. And we want to have a single code path for everything and all everything documented. The question is whether we will have any documentation. The answer is yes. Any other question? So that's it. Thank you for attending. Thank you very much.


The Marine team held a 30-metal lead over its closest competitor, going into the swimming competition of this year's Warrior Games. With 63 additional medals at stake in the final event, clinching the chairman's cup was anything but certain. I knew nothing about swimming until I came here. The trials picked up a little bit there. I was doing the pentathlon, so I only got to go to the pool once. But day in and day out with these coaches was phenomenal for every one of us. It is an experience, Sergeant Norman earned two golds and a bronze, just one of the many athletes helping the Marines maintain their top spot. We've had a solid week, a solid week day in and day out, we've performed. It's been an honor to be here with these athletes, man. There's not an ounce of quit in anybody's body, it's phenomenal. And with a solid showing, there's only one thing left to do. Taking the cup home, huh? From the Warrior Games in Colorado Springs, I'm Sergeant Todd Hummer.


Hello, everyone. This is George Bakovsky here, VP of Trips Product at Booking.com. Today, we're going to be talking about scaling beyond just accommodation and doing that at speed. So, as you all probably know, Booking.com has been on a pretty wild ride over the last 20 years or so, really focused on accommodation. And today, we're really running you through how we kind of run product for everything that is outside of accommodation and how we approach that. But I want to start off with something a little bit different to set the scene. Does anyone recognize this little thing in orbit? It's a little mere space station. This lovely piece of technology represents a previous life of mine when I was working in the realm of space tourism. A very, very interesting project, you know, been up there for about 25 years in space and was a destination for obviously cosmonauts and astronauts alike, which was amazing. But I joined a company called Mircorp back in the early 2000s, which had a very, very lofty ambition of how to send people, normal people like you and me, or perhaps not like you and me, but people who could afford at least a $25 million ticket to space as part of the space tourism movement. Something super interesting and exciting. It was actually just completely revolutionary at the time, and we still haven't had too many space tourists go. But one of the people that we enabled to go to space was this young fellow called Dennis Tito who was able to finance enough of a ride, spent $25 million US, to go up as the very first space tourist on this very Soyuz rocket and return back to Earth a very, very happy customer. That experience of going through and trying to figure out how to take some older technology, really repurpose it for something that was truly amazing and industry-changing, or something that is dear and close to my heart. This trajectory here is a completely different type of rocket ship. This is the trajectory that Booking.com has been on over the last 20-odd years, year after year, growing ridiculously in terms of volume, off the back of basically a single product. And that's our ability to create an experience for customers to book hotels that has been unparalleled by anyone basically on the planet. In recent years, it's really been about hotels and alternative stay accommodations where Booking has been an incredibly powerful business, being able to really generate returns, revenues, and profits like no other. And that's because of our incessant focus on the customer experience about booking something relatively straightforward and simple. But a big realization is that the people actually don't book hotels, people don't book stays, people actually take trips, people go on holidays. And that is something that has been part of the DNA of Booking from the beginning, but not something that we've necessarily focused on over the last few years. People really do take trips, and over the course of our history, we've really figured out that the various different companies that we've put together within the portfolio of booking holdings, whether it be around flights or hotels, whether it be car rentals or taxis or attractions, all really need to be stitched up together in order to provide what we call the connected trip. Our approach to that has been very, very interesting. And traditionally, Booking.com has been very much a portfolio company with a number of entities and brands all working together as part of a whole, but not necessarily integrated, and certainly not from a product perspective and integrated experience. We've been much more of a holdings company, as the name would suggest. In fact, Booking.com started off as Booking.nl and was actually purchased by a company called Priceline Holdings back in 2005. So the very genesis of Booking.com is actually through buy. In 2010, seeing the fantastic need of people to have rental cars when they book their hotels as well, Priceline Holdings purchased rentalcars.com. In 2015, and this is actually quite a regular rhythm there you can see kind of every five years, we decided to build an entire taxi transfer business, basically taking people to and from airports and their accommodations. So providing a great linkage between all these different parts of the trip. And then attractions was again a buy decision in 2018 by one of the biggest attractions companies on the face of the planet powered by Fair Harbor. And then flights we decided to build as well for various reasons in 2019. So you can see this kind of pattern of build versus buy, but only recently did we start thinking about how to stitch all these things together in the form of the connected trip. So what is the magic that we really bring to the table? And there are five things I'm going to focus on in terms of how we do product in a very special way, in a very different way of booking that has helped us really power that true rocket ship. One rocket ship that is not just of growth, but of revenue growth and profitability over the last 20 years. So what are these five things that we're going to focus on today? The first one is really OKRs. I'm sure lots of you have heard of OKRs. I'm sure many of you have seen implementations of OKRs that have worked from a scale of OK to good. But I think we embody the concept of OKRs and at a very, very excellent level than booking. So what do I mean by that? And what do OKRs mean to us? So first of all, OKRs or objectives and key results are something that we set both in a bottom up and a top down fashion. We really want to understand from product teams, from engineering teams, from data teams, from design teams, what are the objectives that you're going after? How are you building things as a team? What are the things that you know are important about your customers? And at the same time, we align those with the top down vision of where the company wants to go. For example, focusing on the connector trip and making sure that we offer a seamless experience to our customers across all the vertical products that we have. That allows us from a leadership team perspective to provide guide rails to the team. There is great power in having 200 plus product teams all working in a very, very specific domain, but at the same time, without guide rails, getting the most out of those teams, making sure that we have true alignment and focusing on what is most important to the user is tricky. So we need to balance that top down and the bottom up practicality. What we also make sure is that OKRs cover everything. We really want OKRs to be a true objective setting mechanism that covers everything that we do. So it's not just for some of the things that we're working on, but it tries to cover the entirety without being too complicated. The thing that gets people traditionally is that OKRs seem to be in conflict with user centricity and user needs. I'm going to go through that a little bit more, but we have really made sure that product and engineering and design and data and analytics all work with the commercial parts of the business to ensure that OKRs are very reflective of the customer, whether that customer be the end customer booking a trip or booking a hotel with us, or whether it be our amazing marketplace of supply partners and individuals who provide properties and other services in our marketplace. We do that on a bi-retly check-in basis to make sure that there is true alignment across the business and we can track what we're doing in a very non-heavy way. And the last bit is, despite trying many, many magic tools or tools are promised to deliver magic in terms of managing and driving and reporting on OKRs, we haven't actually found anything that really fits those needs. And so we do rely on Google Sheets in a pretty cool format that works quite well for us that actually does serve the need that we have. So that's kind of the first point is OKRs is how do we organize across a couple hundred product teams. So what's the second point? Second point is you really use a research. If you don't really truly understand the user in a highly quantified way, then what are you really doing? We have an amazing team of people who focus on user research, but not just in the traditional sense. We have a lot of people in data science insights. We have a lot of people in market research. We have a lot of people in strategy. All of those functions we try and combine and distill to give us a north star. So the user research, we're very, very lucky in as much as we have hundreds of millions of active users in our company. We can reach out to those people. We can talk to them very regularly, whether it's by a survey, whether it's over the phone, whether it's in person. We have a great team of people who really understand this at a scientific level that allow us to distill the insights and the user needs that drive our business forward. Secondly, we combine that really kind of qualitative data with quantitative data. And our data science insights team allows us to process huge amounts of data across our websites, across our apps, across our other properties in order to bring the insights together. Thirdly, we manifest these as a set of user needs that we're able to quantify and prioritize and align with our OKRs. And I'll take you through that in a second and show you a template of how we actually take that research from a variety of different sources and translate it to a series of prioritized user needs that allow our teams to really prioritize work together across a couple hundred different teams to effectively build the right product for the right user at the right time. This process really facilitates the alignment with the OKRs. So we have that very, very, let's say healthy tension of dealing with business priorities and commercial priorities, along with ensuring that our users are happy and delighted, right? We all know that that drives activation, that that drives retention. And this is, you know, a template and a format that we use from research to product. As you can see on the left hand side, we take a whole series of inputs around customer research, market research, UX customer service, which is an incredibly powerful treasure trove of information and insights, product analytics, data analytics, commercial and marketing. We pull those into user needs that we work through our various different product families. We pull those needs together and we start mapping them against the customer journey against device brands. We map them to brand proof and core attributes of our brand that we stand for. Then we map them to different parts of the business and we align those with the OKRs and allow those to fundamentally shape the way that we want to help people with the outcomes, behaviors and satisfaction. So we use this kind of template. It has many, many steps to it, but we use this to align the different functions across product and engineering to really output where we should be focusing and have a very crisp idea of the type of value that that drives. As you might expect that at a company of our size, there are quite a few different levels of user needs. So we go into very big primary user needs, sub-user needs, and then we can start mapping those to a very crisp organizational structure that is based on product families and product groups and product teams that allows us to very systematically see how we're addressing and what level of resource and team support we have for different types of user needs. There's a really, really handy way of doing this that really requires lots of people to be synced up, but ultimately yield something that's very clear and very, very usable and very transparent. So it's a third area that kind of differentiates our ability to deliver amazing products. So I put in this amazing little fellow as we all know he's called ET, but ET is actually the name of something internally called our experimentation tool. We have a very substantial dedicated team to EB experimentation and really understanding how everything that we roll out affects everything else. It's quite complicated, it's quite technical, it's super interesting, but it allows us, and we've built all of this internally over the years, to really have a highly quantified understanding of how what product features and elements we roll out affect different type of audiences, different type of metrics, everything from conversion rates to lifetime value of users, which is really, really powerful and is really part of our DNA at booking, that's how we build product. We're able to really measure the impact of everything that we do, whether it's changes in marketing or visuals or features or even technology, which gives us, frankly, a very strong advantage over the competition. Also, this tool is something, because it is so well supported and invested in, it is something that we train up our teams on, it empowers our teams at scale, it allows huge amounts of parallel testing, which allows us to really understand the quantifiable effects of what we're doing on our users and helps them work very quickly and effectively. It allows us to not only track individual products, it allows us to track across portfolios of products, and ultimately, as we evolve this tool, it is helping us really understand the impact of how we do our products, but how that also affects the experience of our fantastic users on how they take tricks. So it's super important in terms of understanding the quantifiable impact that your product has on your users. Unfortunately, though, I can't show you any screenshots of it, it's quite a proprietary tool, it's part of our core DNA, so having talked to it a little bit, I'm going to continue on to the next point. The other area that makes really our ability to experiment so strong is our ability to collect great quality customer data. One of the areas that we're really aspiring to, that we've done a great job really trying to get towards, is getting a single view of our customer. Really understanding how our customers behave across our different verticals, our different brands, our different portfolio of products. This, for a company like ours, has come from a history of really portfolio development rather than building up of a single tech stack. It's definitely been a challenge, but it's a vision that we're realizing that is having great value for our users, especially as we focus more on the trick. That customer data, plus our unrelenting focus on experimentation, is allowing us to really personalize the experience for our customers. As we know, and as any of you know with large populations with hundreds of millions of users, what we really want to understand is our key audiences. Everything from our most valuable and frequent users who purchase with us all elements of their trip to people who have just arrived and are starting their trip building experience with us and trying new vertical products with us as well. We want to make sure that via personalization and having that single customer view helps us really craft a differentiated experience, not only in our app and our website, but also in our direct marketing communications and other channels as well, to ensure that people are really onboarded and understand in the best possible way how to get value out of the product that we offer. Increasingly, we're able to understand the context of users, federating data from a variety of channels, whether it's marketing source or previous behavior or how people have interacted with different parts of our brands across our company. Providing an understanding user context is super important to helping people navigate through the millions of properties that we have and the tens of thousands of permutations that people have available to them with rental cars or flights and other products. So customer data is key here to ultimately simplifying the experience and making it better for people when they book their trips. All of this is yielding our ability and we have a very substantial ML and AI team as well, a number of teams across a variety of different geographies to focus on recommendation. We know from your search results and your previous behavior and history what type of properties that you're really interested in. We can surface those more simply, more clearly to you, whether it's a preference of property type, if you like to stay in hotels versus apartments versus shadows or anything else that we offer on our platform and we have the widest range of properties, frankly, in the world, recommendation becomes super key to that. Also, recommendation of what you're likely to need for your trip based on your preferences, based on your geography, all of those things we combine together to make it much simpler and easier for you to book everything. That becomes increasingly important as well as we see a huge and continual shift to the mobile app, which represents a massive portion of our bookings, but we need to be able to make a very concise in your hands experience even more relevant to you in order to make it easier to conclude on a mobile app. Ultimately, though, all this customer data helps us really refine the concept of customer equity, which is what we have as our internal name for customer value.  Here's just a couple of examples of where we've used our customer data, our recommendation technology. The moment that you come into the app, for example, we're able to tailor and understand not just your upcoming trip, but what verticals and services that you would actually like to do in that location were able to recommend the huge number of experiences that we offer via our Attractions product in the app that are pertinent to your location. Again, this content changes depending on whether your booking is three months out, two months out, one week out, or you're actually on a trip. We understand the context, we understand the timing, we understand what trip stage you're at, and that over time is getting stronger, better, and more relevant, which ultimately makes it easier for you to enjoy your trip, spend less time searching for things that are interesting to you, and more time focused on your friends, your family, and ultimately enjoying the trip. So what's the last component? What's this wonderful Superman symbol here? As everyone here knows who's listening to this, we all work in technology. Technology is a bit of a funny business in as much as we don't really create a physical product. We tend to create on-screen, on-device, and now even augmented reality experiences. The key that we use everything together here is awesome people who love to solve very complex problems. Booking has an amazing culture of attracting the best, the brightest, the most demanding people who really are interested in travel, in trips, and pulling together an amazing experience for our customers One element that is, I think, really interesting and I really want to call out in terms of the product, the design, the data aspect is T-type personalities. It's really a concept that originated with the folks at IDEO. Not only do we focus on people who have a depth of expertise in the domain, that's super important.  We need that expertise that helps us become different, more powerful in that domain. But what really helps that work at scale in a big organization with a couple hundred product teams is the top of the T is that breadth of willingness to collaborate. It's that exposure to different verticals. It's that willingness to help expand your depth of experience and teach other people about how it works. It's about collaboration. It's about working together. It's about striving to create an outcome that works for everyone. So when I think about it, all those elements together help us massively differentiate the type of travel product that we're building. The amazing growth that we've had so far and the wonderful set of customers that we have who keep coming back to us, but also our ambitions to really grow in the future as well. One of the things that caps that all off in terms of people is BAM. And for anyone who's been there and hopefully some booking people looking at this talk, this is the booking annual meeting. It is an amazing meeting for just about every person in the booking.com family that allows us to all come together in one place. And of course, unfortunately, COVID has affected our ability to get together right now, but that'll be short lived. But imagine tens of thousands of your colleagues all in one place. One of the most amazing experiences where you can meet face to face, where you can party, where you can network, where we share talks, where we share insights from speakers who are internal to domain experts all around the world. It's a few days long. It's usually in Amsterdam. It's an absolutely phenomenal experience. I've had the pleasure of enjoying it myself. And it's just something where people get together, and that's something that we just can't take away from the way that we build product that's so successful. It's not only understanding our customers, but it's working with one another to exploit all the depth of knowledge that we have, the expertise that we have in our different domains to come together to hang out, to eat lunch, to talk about projects, to talk about work. And it is just wonderful that we can, as a company, bring that type of environment and that kind of culture together. So again, hopefully that gave you a bit of a flavor of how we, at booking approach product management, how we've successfully leveraged data, customer focus, customer data experimentation, and ultimately great people in great culture to create something that over the coming years is going to keep growing, keep expanding, and take us beyond our awesome classic focus on accommodation and really drive phenomenal growth across all of our different new verticals that together provide a connected trip. So bon voyage. I hope you get out there in travel. And thanks for taking the time to listen.