From theCUBE Studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is a CUBE Conversation. Hello everyone, welcome to this CUBE Conversation. I'm John Furrier with theCUBE. Host of theCUBE here in our Palo Alto office for remote interviews during this time of COVID-19. We're here with the quarantine crew here in our studio. We've got a great guest here from Google, Will Granis, managing director, head of the office of the CTO with Google Cloud. Thanks for coming on. We'll appreciate you spending some time with me. Oh, John, it's great to be with you. And as you said in these times, more important than ever to stay connected. Yeah, and I'm really glad you came on because a couple of things. One, congratulations to Google Cloud for the success you guys had. Saw a lot of big wins under your belt both on the momentum side, on the business side, but also on the technical side, Meet is available now for folks. Anthos is doing very, very well. Partner Ecosystems developing. Got some nice use cases and vertical markers I want to get in and unpack with you, but really the bigger story here is that the world has seen the future before it was ready for it. And that is the at scale challenge that the COVID-19 has shown everyone. We're seeing, you know, the future has been pulled forward. We're living in a virtualized environment. It's funny to say that virtualization is a server virtualization is a tech term, but that enabled a lot of things. We're living in a virtualized world now because we have to, but this is going to set in motion a series of new realities that you guys have been experiencing and supporting for many, many years, but now as a provider of Google Cloud, you guys have to operate at scale you have. And now the whole world realizes that scale is a big deal. And so you guys have had some successes. I want to get your thoughts on this at scale problem that the world now realizes. I mean, everyone's at home. That's a disruption that was unforecasted, whether it's under provisioning VPNs in IT to a surface area for security, to just work and play and activities are now confined. So people aren't convening anymore. And it's a huge issue. What's your take on all this? Well, I mean, to your point just now, the fact that we can have this conversation and we can have it fluidly from our respective remote locations just goes to show you the power of information technology that underlies so many of the things that we say. And for Google Cloud, this is not a new thing. And for Google, this is not a new thing. For Google Cloud, we had a mission of trying to help companies accelerate their transformation and enable them in these new digital environments. And so many companies that we've been working with have already been on the path to operating an environment that are digital, that are fluid. And when you think about the cloud, that's one of the great benefits of cloud is that scalability can come with the business demand. And it also helps the scale situation without having to do the typical, oh, we need to find the procurement people, we need to find the server vendors, we need to get the storage lined up. It really allows a much more fluid response to unexpected and unforecasted situations whether that's customer demand or in this case, global pandemic. Yeah, one of the things I want to get in with you, I want to explain what your job is there because obviously Google's got a new CEO now for over a year, Thomas Kurian came from Oracle, knows the enterprise up and down. You had Diane Green before that. Again, another enterprise leader. Google Cloud has essentially rebuilt itself from the original Google Cloud to be very enterprise centric. You guys have great momentum. And this is a world where cloud native is going to be required. I mean, everyone now sees it. The tide has been pulled out. Everything's exposed. All the gaps in business from a tech standpoint, it's kind of exposed. And so the smart managers and companies are looking at things and saying, double down on that. Let's kill that. We don't want to pay that supplier. They're not core to our business. This is going to be a very rapid acceleration of what I call a vetting of the new, the new set of players that are going to emerge because the folks who don't adapt to this new cloud native reality, whether it's app workloads for banking to whatever are going to have to reinvent themselves now and reset and tweak to come out of this crisis. So it's going to be very cloud native. This is a big deal. Can you share your reaction to that? Absolutely. And so as you pointed out, there are kind of two worlds that exist right now. Companies that are moving to become more digital and transform and you mentioned the momentum. I mean, Google Cloud just over the last year, greater than 50% revenue growth and a greater than $10 billion run rate business and adding customers at a really quick flip, including just yesterday's Splunk and along the way, Telecom Italia, Major League Baseball, Vodafone, Lowe's, Wayfair, Activision Blizzard. So this transformation and this digitization is not just for a few or just for any one industry. It's happening across the board. And then you add that to the implementations that have been happening across Shopify and the Spotify and HSBC, which was a early customer of ours in the cloud and it already has a little bit of a head start into this transformation. So you see these new companies coming in and seeing the value of digital transformation and then these other companies that have kind of lit the path for others to consider and Shopify is a really good example of how seeing drastic uptick in demand, they're able to respond and keep roughly half a million shops up and running during a period of time where many retailers are trying to figure out how to stay online or even get online. Well, what is your role at Google? Obviously, you're the managing director. Title is managing director head of the office of the CTO. We've seen these roles before head of the CTO. You obviously technical role. Is it partnering with the CEO on strategy? Is it you kick tire kicking new things? Are you overseeing any strategic initiatives? What is your role? So a little bit of all of those things combined into one. So I spent the first couple of decades of my career on the other side of the fence in the non-tech community in the enterprise where we were still building technology and we were still digitally minded but not the way that people view technology in Silicon Valley. And so spending a couple of decades in that environment really gave me insights into how to take technology and apply them to a specific problem. And when I came to Google five years ago, selfishly it was because I knew the potential of Google's technology having been on the other side and I was really interested in forming a better bridge between Google's technology and people like me who were CTOs of public companies and really wanted the leverage of technology for problems that I was solving whether it was aerospace, public sector, manufacturing I would have you. And so it's been great. It's the role of a lifetime. I've been able to build the team that I wanted as an enterprise technologist for decades and the entire span of technologies at our disposal and we do two things. One is we help our most strategic customers accelerate their path to the cloud and two, we create these signals by working with the top companies moving to the cloud and digitally transforming. We learn so much, John, about what we need to build as an organization. And so it also helps balance out the Google driven innovation with our customer driven innovation. Yeah, and I could, I could attest I've been watching you guys from day one hired a lot of great enterprise people that I personally know.  I have to ask you though, because I'm first of all a big fan of Google at scale from knowing them from when they were just a little search engine to what they are now. The, there was an expression a few years ago I heard from enterprise customers it was goes along the lines like this. I want to be like Google because you guys had a great network. You had large scale. You had all these things that were like awesome. And then they realized, well, we can't be like Google. We don't have SRE. We don't have large scale data centers. So there was a little bit of a translation and I want to say a little bit of a overplay of the Google hand and you guys had since realized that it wasn't just people going to bang into your doorstep and be adopting Google Cloud because there was a little bit of a cultural disconnect from wanting to be like Google then leveraging Google in their business as they transform. So as you guys have moved from that, what's changed? They still want to be like Google in the sense you have great security, you got a great network and you got that scale enterprises are a little bit slower to adopt that which you're focused on now. What is the story there? Because I think that's kind of the theme that I'm hearing. Okay, Google now understands me. They know I'm not as fast as Google. They got super great people. We are training our people, we're retraining them. This is the transmission that they're going to. So you might be a little bit ahead of them certainly but now they need to level up. How do you respond to that? Well, a lot of this is the transformation that Thomas has been enacting over the last year plus and it comes in kind of three very operational tactical pillars that I think of. First, we expanded our customer and we continue to expand our customer facing teams, three times what they were before because we need to be there. We need to be in those situations. We need to hear from the customer, we need to learn more about the problems they're trying to solve. So we don't just take a theoretical principle and try to overlay it onto a problem. We actually get very visceral understanding of what they're trying to solve but you have to be there to gain that empathy and that understanding. And so one is showing up and that has been mobilizing a much larger engine to customer facing personnel from Google. Second, it's also been really important that we evolve our own. Just as Google brought SRE principles and principles of distributed systems and software design out for the world we also had a little bit to learn about transitioning from typical customer support and moving to more customer experience. So you've seen that evolution under Thomas as well with Cloud changing, moving from talking about support to talking about customer experience, that white glove experience that our customers get and our partners get from the beginning of their journey with us all the way through. And then finally, making sure that our product roadmap has the solutions that are relevant across key priority industries for us. And that's again, that only comes from being present from having a focus in those industries and then developing the solutions that progress those companies. So again, this isn't about taking a principle and trying to apply it blindly. This is about adding that connection, that really deep connection to our customers and our partners and letting that connection manifest the things that we have to do as a product company to best support them over a long period of time. I mean, look at some of these deals we've been announcing. These are 10 year, five year, multi-year strategic partnerships that go across the canvas of all of Google. And those are the really exciting scale partnerships, but to your point, you can't just take SRE from Google and apply it to company X, but you can take things like error budgets or how we think about the principles of SRE and you can apply them over the course of developing technology, collaborating, innovating together. Yeah, and I think Cloud Native is going to be a key thing. And yeah, I think, it's just my opinion, but I think one of those situations where the better mousetrap will win, if you're Cloud Native and you have APIs and you have the kind of services, people will beat it to your doorstep. So I got to ask you, with Thomas Curry on board, obviously we've been following his career as well. Oracle, he knows what he's doing, comes into Google, it's being built out. It's like a rocket ship at this point. What bet is he making? And what bet are you guys making on behalf of your customers? If you had to boil it down to Google Cloud's big bet, what is the bet on the technology side and what's the bet on the business side? Sure, well, I've already mentioned, I've already hinted at the big strategy that Thomas has brought in. And that's again, those three pillars, making sure that we show up and that we're present by having a scaled customer-facing organization, again, making sure that we transition from a typical support mindset into more of a customer experience mindset and then making sure that those solutions are tailored and available for our priority industries. If I was to add more color to that, I think one of the most important changes that Thomas has personally been driving has been converting us to a partner-led business and a partner-led organization. And this means a lot of investments in large global systems integrators like Accenture and Deloitte. But this also means that like the Splunk announcement from yesterday, that isn't just the sell-to, this is a partnership that goes deep across go-to-market product and sell-to. And then we also bring in very specific partners like Temenos in Europe for financial services or a SATA or a rack space for migrations. And as a result, I mean, already, we're seeing really incredible lifts. So for example, nearly 200% year-over-year increase in partner-influenced revenue in Google Cloud and almost like a 13X year-over-year increase in new customers won by partners. That's the kind of engine that builds a real hyperscale business. Interesting, you mentioned Splunk, I want to get that in a second, but I also noticed there was a deal with TALIS Group on eSIM subscriptions, which kind of leads me into the edge piece. There's a real edge component here with Google Cloud and I think I had a conversation with Jennifer Lynn a few years ago, really digging into the built-in security and the value of the Google network. I mean, a lot of the scuttlebutt around the valley and the industry is, Google's got an amazing network. Software-defined networking is going to be a hot programmable area. So you've got programmable networking and you've got edge and edge security. These are killer areas that need innovation. Could you comment on what you guys are doing there and do you agree, I'm obviously, you have a killer network and you're leveraging it, what's the, can you just give some insight into what's going on in those two areas, network and then the edge? Yeah, I think what you're seeing is the manifestation of the progression of cloud generally. What do I mean by that? You know, it started out as like get everything to the data center, you know, we kind of had this thought that maybe we could take all the workloads and we could get them to these centralized hubs and like we could redistribute out the results and drive the latency down over time. So we expand the portfolio of applications and services that would be cloud relevant over time. And what we've seen over the last decade really in cloud is an evolution to more of a layered architecture. And that layered architecture includes, you know, kind of core data centers, it includes CDN capacity, points of presence, it includes Edge and just in that list of customers over the last year I mentioned, there were at least three or four telcos in there and you've also probably heard and seen quite a bit of telco momentum coming from us in recent announcements. I think that's an indication that a lot of us are thinking about how can we take technology like Anthos, for example, and how could we orchestrate workloads, create a common control plane, you know, manage services across those kind of three shells if you will of the architecture. And that's a very strategic and important area for us. And I think generally for the cloud industry, these, you know, is expanding beyond the data center as the place where everything happens. And you can look at, you know, Google Fi, you can look at Stadia, you can look at examples within Google that go well beyond cloud as to how we think about new ways to leverage that kind of three-tiered architecture. All right, so we saw some earnings come out on Amazon side as Google, both groups and Microsoft as well, all three clouds are crushing it on the cloud side. That's a tailwind, I get that. But as it continues, we're expecting post COVID some, you know, redistribution of development dollars and projects, whether it's IT going cloud native or whatever, new workloads. We are predicting a Cambrian explosion of new things from core to edge. And this is going to create some lift. So I want to get your thoughts on you guys' strategy with go-to-market as well as your customers as they now have the ability to build workloads and apps with AI and data. There seems to be a trend towards the verticalization of whether it's sales and go-to-market and or specialism because you have horizontal scalability with cloud and you now have data that has distinct value in these verticals, so it's really seems to be, I won't say ratification, but in a way, that seems to be the norm, whether you come into a market and you have specialization, but the data's there. So apps can be more agile. Are you guys seeing that? And is that something that you guys are considering from an organization standpoint and how do customers think about targeting vertical industries and their customers? Yeah, I bring this to, and where you started going there at the end of the question is exactly the way that we think about it as well, which is we've moved from here are storage offers for everybody and here's basic infrastructure to everybody. And now we've said, how can we make sure that we have solutions that are tailored to very specific problems that customers are trying to solve? And we're getting to the point now where performance and variety of technologies are available to be able to compose very specific solutions. And if you think about the substrate that has to be there, we mentioned, you have to have some really great partners. And you have to have a roadmap that is focused on priority solution areas. So for example, at Google Cloud, we're very focused on six priority vertical areas. So retail, financial services, healthcare, manufacturing and industrials, healthcare life sciences, public sector. And as a result of being very focused in those areas, we can make more target investments and also align our entire go-to-market system and our entire partner ecosystem around those very specific priority areas. So for example, we work with CEDA and HDA healthcare very recently to develop and maintain a national response portal for COVID-19. And that's to help better inform communities and hospitals. We can use Looker to help with like a common wealth care reliance on nonprofit and that helps monitor patient system symptoms and risk factors. So, we're using a very specific focus in healthcare and a partner ecosystem to develop very tailored solutions. You can also look at, I mentioned Shopify earlier. That's another great example of how in retail they can use something like Google Meet, inherent reliability, scalability, security to connect their employees during these interesting times. But then they can also use GCP, a Google Cloud Platform to scale out. And as they come up with new apps and experiences for their shoppers, for their shops, they can rapidly deploy to your point. And those solutions and how the database performs and how those tiers perform, that's a very tight-knit feedback loop with our engineering teams. Yeah, one of the things I'm seeing obviously with the virtualization of the COVID is that when the world gets back to normal, it'll be a hybrid. And it'll be a hybrid between reality, not physical and 100% virtual hybrid. And that's going to impact events to media to everything. Every vertical will be impacted. And I want to point out the Splunk Deal and bring that back in because I want you to comment on the relevance of the Splunk Deal. And in context too, Splunk has a cloud. They got a great slogan, data to everywhere, I think it is. But theCUBE, we have a cloud. Every company will have a cloud scale at some level will progress to having some sort of cloud because they have data. How are you guys powering those clouds? Because I think the Splunk Deal is interesting. Their partner, their stock price was up on the news of the deal. Nice bump there for Splunk. Shout out to those guys. But they're a data company and now they're cross-platform, but they're not Google, but they have a cloud. So you know what I'm saying? So they need to play in all the clouds but they need infrastructure, they need support. So how do you guys talk to that customer that says, hey, the next pandemic that comes, the next crisis that's going to cause some, either social disruption or workflow disruption or supply chain disruption. I need to be agile. I need to have full cloud scale. And so I need to talk to Google. What do you say to them? What's the pitch? And does a Splunk Deal mirror some of those capabilities or tie that together for us? The Splunk Deal and how it relates to. Sure. So for example. About proof themselves for the future. Sorry. For example, with the Splunk Cloud Deal, if you take a look at what Google's already really good at, data processing at scale, log analytics, and you take a look at what Splunk is doing, with their events and security incident monitoring and the rest, it's a really great mashup because they see by platforming on Google Cloud, not only do they get highly performant infrastructure, but they also get the opportunity to leverage data tools, data analytics tools, machine learning and AI, that can help them provide enhanced services. So not just about capacity going up and down through periods of demand, but also enhancing services and continuing to offer more value to their customers. And we see that as a really big trend. And this gets it something, John, a little bit bigger, which is kind of the two views of the world. And we talked about very tailored focus solutions. Splunk is an example of taking a very methodical approach to a partnership, building a solution specifically with partners, and in this case, Splunk on the security event management side. But we're always going to provide our data processing platform, our infrastructure, for companies across many different industries. And I think that addresses one part of the topic, which is how do we make sure that in periods of demand rapidly changing, this goes back to the foundational elements of like infrastructure as a service and elasticity. And we're going to provide a platform and infrastructure that can help companies move through periods of, it's hard to forecast and or demand may rise and fall in very interesting ways. But then there's going to be times where we, because they're not necessarily a focused use case where it may just be generalized platform versus a focus solution. So for example, like in the oil and gas industry, we don't develop a custom AI ML solutions that facilitate upstream extraction, for example. But what we do do is work with renewable energy companies to figure out how they might be able to leverage some of our AI machine learning algorithms from our own data centers to make their operations more efficient and to help those renewable energy companies learn from what we've learned, building out what I consider to be a world leading renewable energy strategy and infrastructure. So classic enablement model where you're enabling your platform for your customers. Okay, so I got to ask the question I asked this to the Microsoft guys as well, because Amazon has their own SaaS stuff, but really more of end to end, the better products usually on the ecosystem side. You guys have some killer SaaS, G Suite, we're a customer. We use the G Suite really deeply. We also use some big tables as well. I want to build a cloud. We have a cloud, cube cloud, but you guys have meat. So I want to build my product on Google Cloud. How do I know you're not going to compete with me? You guys have those conversations around the trade off between the pure Google services provide great value for the areas where the ecosystem needs to develop those new areas that are going to be great markets, potentially huge markets that are out there. Well, this is the power of partnership. You know, I mentioned earlier that one of the really big moves that Thomas has made has been developing a sense of partners and it kind of blurs the line between traditional, what you would call a customer, what you would call a partner. And so having a really strong sense of which industries we're in, which we prioritize, plus having a really strong sense of where we want to add value and where our customers and partners want to add that value, that's the foundational, that's the beginning of that conversation that you just mentioned. And it's important that we have an ability to engage not just in a, here's the cloud infrastructure piece of the puzzle, but one of the things Thomas has also done in a key strategy of his has been to make sure that the Google Cloud relationship is also a way to access all amazing innovation happening across all of Google, and also help bring a strategic conversation in that includes multiple properties from across Google. So that an HSBC and Google can have a conversation about how to move forward together that is comprehensive rather than having to wonder and have that uncertainty sit behind the projects that we're trying to get out and have high velocity on because they offer so much to retail bank, for example. Well, I got a couple more questions and then I'll let you go. I know you got some other things going on. I really appreciate you taking the time sharing this great insight and updates. As a builder, you've been on the other side of the table. Now you're at Google heading up the CTO. I was working with Thomas, understanding them, go to market, cross the board in the product mix. As you talk to customers and they're thinking, the good customers are thinking, hey, you know, I want to come out of this COVID on an upward trajectory and I want to use this opportunity to reset and realign for the future. What advice do you have for those enterprises? There could be small, medium-sized enterprises to the full large big guys. And obviously, cloud-nated, we talked some of that already, but what advice would you have for them as they start to really prioritize as some things are now exposed? The collaboration, the tooling, the scale, all these things are out there. What have you seen and what advice would you give a CXO or CISO or a leader in the industry to think about and how they should come out of this thing, how they should plan, execute and move forward? Well, I appreciate the question because this is the crux of most of my day job, which is interacting with the C-suite and boards of companies and partners around the world. And they're obviously very interested to learn or get a data point from someone at Google. And the advice generally goes in a couple of different directions. One, collaboration is part of the secret sauce that makes Google what it is. And I think you're seeing this right now across every industry and whether you're a small, medium-sized business or you're a large company, the ability to connect people with each other to collaborate in very meaningful ways to share information rapidly, to do it securely with high reliability. That's the foundation that enables all of the projects that you might choose to, applications to build services to enable to actually succeed in production and over the long haul. Is that culture of innovation and collaboration? So absolutely number one is having a really strong sense of what they want to achieve from a cultural perspective, a collaboration perspective and the people, because that's the thing that fuels everything else. Second piece of advice, especially in these times where there's so much uncertainty is where can you buy down uncertainty with bets that aren't, that aren't, you can learn without a high penalty. And this is why cloud I think is really, really finding superscale. It was already on the rise, but what you're seeing now and, as you've played back to me during this conversation, we're seeing the same thing, which is a high increase in demand of, let's get this implemented now, how can we do this more? This is clearly one way to move through uncertainty. And so look for those opportunities. I'll give you a really good example, mainframes. One of the classic workloads of the on-premise enterprise and there are all sorts of potential magic solves for getting mainframes to the cloud and getting out of mainframes, but a practical consideration might be, maybe you just frontend it with some Java or maybe you just get closer to other data centers within a certain amount of milliseconds that's required to have a performant workload. Maybe you start chunking it apart and treat the workload a little bit differently rather than just one thing. But there are a lot of years and investments in a workload that might run on a mainframe and that's a perfect example of how fighting off too much might be a little bit dangerous, but there is a path to, and so for example, like we brought in a company called Cornerstone to help with those migrations, but we also have partnerships with data center providers and others globally plus our own built infrastructure to allow even a smaller step per site for more like a close proximity location of the workload. It's great. Everything has a technical metaphor connection these days when you have a internet digitally connected world where living in the notion of a digital business was a research buzzword that's been kicked around for years, but I think now COVID-19 you're seeing the virtual or digital, it's really digital, virtual reality, augmented reality is going to come fast too. Really get people to go, wow, virtualization of my business. So we've been kind of kicking around this term business virtualization just almost as a joke, but it's really more about, okay, this is about a new world, new opportunity to think about when we come out of this we're going to still go back to our physical world. Now the hybrid now kicks in, this kind of connects all aspects of business in every vertical, it's not like, hey, I'm targeting like this industry. So there might be unique solutions in those industries, but now the world is virtualized. It's connected, it's a digital environment. These are huge concepts that I think has kind of been a fringe, lunatic fringe idea, but now it's brought mainstream. This is going to be a huge tailwind for you guys as well as developers and entrepreneurs and application software. This is going to be, we think a big thing. What's your reaction to that? What's your, based on your experience, what do you see happening? Do you agree with it? And do you have any thing you might want to add to that? Maybe, you know, one kind of philosophical statement and then one more, you know, I bruised my shins a lot in this world and maybe share some of the black and blue coloration. First from a philosophical standpoint, the greater the crisis, the more open-minded people become and the more creative people get.  And so to your point, you know, a shift in mindset, you know, there are very few moments where you get this pronounced a change and everyone is going through it all at the same time. So that creates a, you know, an opportunity, a scenario where, you know, bold thinking, new strategies, creativity, you know, bringing people in, in new ways, collaborating in new ways can offer a lot of benefits.  You know, this is a, it has an interesting parallel to, you know, building like tightly coupled, really large, maybe monoliths versus microservices and the debate around, you know, do we build small things that can be reconfigured and, you know, built out by others or built upon by others more easily or do we create a golden path and a more understood, you know, development environment? And I'm not here to answer the question of which one's better because that's a still a raging debate. But I can tell you that the process of going through and taking a service or an application or a thing that we want to deliver to a customer that one of our customers wants to deliver to their customer and thinking about it so comprehensively that you're able to think about it in what it's, or its core functions and then thinking methodically about how to enable those core functions. That is a, you know, that's a real opportunity.  And that opens up the aperture to think differently about architectures and that process of taking, you know, an application service and making it real. Well, I think you're right on the money. I think philosophically it's a flash point opportunity. I think that's going to prove to be accelerating and to see people win faster and lose faster. You're going to see that quickly happen. But to your point about the monolith versus, you know, service or decoupled based systems, I think we now live in a world where it's a systems view now. You can have a monolith combined with decoupled systems. That's distributed computing. I think this is the trend. It's a system. It's not one thing or the other. So I think the debate will continue just like, you know, VI versus Emacs. We don't know, right? So, you know, people are going to have a debate, but it's just, if you think about it as a system, the use case defines the architecture. That's the beautiful thing about the cloud. So, great insight. I really appreciate it. And how's everything going over there at Google Cloud? You got meat that's available. How's your staff? What's it like inside the Googleplex and the Google Cloud team? Tell us what's going on over there. People still working, working remote. How's everyone doing? Well, as you can tell from my scenario here, my backdrop, yes, still hard at work. And we take this as a huge responsibility.  And so I can tell you, we're humbled by the opportunity to provide, you know, the backbone and the platform and the people and the curiosity and the sincere desire to help. And I mentioned a couple of ways already, just in this conversation, where we've been able to leverage some of our investment technology to help form people that really gets at the root of who we are. So, while we, just like any other humans, are going through a process of understanding our new reality, what really fires us up and what really charges us up is that this is a moment where what we do really well is very, very important for the world in every geo, in every vertical, in every use case, in every solution type. So we're just taking that responsibility very seriously. And at the same time, we're trying to make sure that, you know, all of our teams, as well as all of the teams that we work with our customers and partners are making it through the human moment, not just the technology moment. Well, congratulations and thanks for spending the time. Great insight, we'll appreciate it. We'll grant us Managing Director, Head of Technology Office of the CTO at Google Cloud. This certainly brings to the mainstream what we've been in the industry been into for a long time, which is DevOps, large scale, role of data and technology. Now we think it's going to be even more acute around societal benefits and thank God we have all those services for the frontline workers. So thank you so much for all that effort and thanks for spending the time here in the CUBE Conversation, appreciate it. Thanks for having me, John. Okay, I'm John Furrier here in Palo Alto Studios for a remote CUBE conversation with Google Cloud. Get in the update, really looking at the future. As it unfolds, we are going to see this moment in time as an opportunity to move to the next level, cloud native and change, not only the tech industry, but society. I'm John Furrier, thanks for watching.


At Waterston I do various jobs, observe the behaviour of the birds and any changes or anything that I think needs reporting to the staff. I arrive and first of all I observe the birds, then I start collecting, cleaning and washing the dishes and the water dishes as well and any other cleaning jobs that the staff require of me. It makes me be observant and to take notice of all that goes on within the Avery. It's wonderful working at Waterston because I'm part of a conservation project and I get great contentment out of doing that part of the job.


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The countdown for launch of Space Shuttle Columbia on Mission STS-75 is continuing on schedule today. The window for launch of Columbia opens at 3.18 p.m. Eastern Time and extends for two and a half hours. Work at Launch Pad 39B as well as operations here in Firing Room 1 of the Launch Control Center continues as planned. No technical issues or problems are being worked or discussed at this time and we do anticipate an on-time liftoff of the Shuttle Columbia and the seven-member crew from the Kennedy Space Center. Everything continues to go well with the countdown. The crew is on schedule, exactly on schedule to be taking out to the pad. They'll be suited up in the next few moments after they complete their meal. The crew has just completed a briefing on the weather conditions here at Kennedy Space Center as well as at the various contingency landing sites. We do have live TV of our crew being suited up for flight today starting with Mission Commander Andy Allen. His pilot is Scott Horowitz who is a Lieutenant Colonel in the U.S. Air Force. Doc Horowitz as he is referred to is on his first Shuttle mission. Standing on the left is Claude Nicolier. He is on his third flight today. He is a European Space Agency astronaut. Again he is standing next to and discussing the mission with payload specialist Umberto Guidoni of the Italian Space Agency. Jeff Hoffman doesn't have his helmet on yet. Easily identifiable with his broad smile. Jeff is on his fifth flight today. He's flown four times previously, holds a doctorate degree in astrophysics and has been working on the tethered satellite project for a number of years. Maurizio Kelly is an astronaut from the European Space Agency and a Lieutenant Colonel in the Italian Air Force. This is his first flight. Another one of our very veteran fliers is Franklin Chang Diaz. He has flown four times. This will be his fifth flight. He is the payload commander for this mission and the commander Andy Allen has emerged from the building, followed by his pilot Scott Horowitz and payload commander Franklin Chang Diaz, mission specialist Jeffrey Hoffman, mission specialist Claude Nicolier, Maurizio Kelly and payload specialist Umberto Guidoni. And a final test of the flight control services will soon be conducted. This is a program pattern of movements designed to verify the readiness for launch of the engines and other flight control surfaces. The final air surface checks of the orbiter's flaps and weather are being completed. This verifies the orbiter's hydraulic systems are up and running. And the three main engines are being gibbled before a final test before launch. Copy and flight through. You have a go to closing, launch your visors, initiate O2 flow. Godspeed, Columbia, on a truly international mission in space. We're done with that work and I'd like to thank you all very much. And with your request from my crew, Arriva D'Archi, OOI, Avida Zane and Adio. We'll see you in a couple weeks. And we have a go for auto sequence start. Columbia's onboard computers have primary control of all the vehicle's critical functions. T minus 20 seconds. T minus 15 seconds. T minus 12. 11. 10. 9. 8. 7. We have a go for main engines. 5, 4, 3, 2, 1. And we have liftoff of the space shuttle Columbia continuing space research through tethered satellite technology. Roger, well done. Roger, well done, Columbia. Houston now controlling Columbia rolling on course for a 28.5 degree inclination orbit. Now 45% on the left. Roger, stand by. We're showing good operation. Columbia, we're showing good engines, good commands on all three. Okay, thank you much. Good call with that. All engines operating well on board Columbia, Columbia's engines now throttling down to two-thirds throttle to prepare the spacecraft to pass through the area of maximum air pressure. And a go supersonic. Booster officer confirms a good separation of the twin solid rockets. Columbia now on its second stage main engines, three main engines again operating well at full throttle. Columbia, performance nominal. Six minutes till cutoff of the main engines. Columbia's altitude now 33 nautical miles. Columbia's speed now 6,200 miles per hour. Columbia's trajectory will level off at this point as it accelerates to the east almost tripling its current speed to reach the 17,400 miles per hour required for orbit. And we're just now receiving live television from Columbia as it passes almost directly overhead the Houston area. This television through the Merritt Island tracking station located near the Kennedy Space Center in Florida. On board, all activities continue to go smoothly for the crew. They've opened the payload bay doors in just about 10 minutes ago or so. They were given a go for orbit operations. That go, the indication that they can be prepared to stay in orbit for an extended period of time. Currently on track for their 14 day flight. Columbia, Houston. Yeah, Andy, just giving you a heads up that you have a go to configure for vernieres and then you can go to vernieres early to help save some prop. We are standing by to receive live television of the astronauts and the operations and checkout building at Kennedy Space Center as they are seated for their breakfast. And here we have live TV of the crew. The crew are divided into three shifts for this mission. So for this last meal before launch, they are eating either breakfast, lunch, or dinner, depending on what sleep cycle they are on. This has been set up to accommodate the round the clock operations of the various experiment packages on board the shuttle. Maurizio Kelly is from the European Space Agency. He'll be making his first trip into space today and to the right is a veteran space flyer, Franklin Chang Diaz, making his fifth flight into space today. Scott Horowitz or Doc Horowitz is a Lieutenant Colonel in the Air Force. He's preparing for his first flight and Commander Andy Allen, a Lieutenant Colonel in the Marine Corps is preparing for his third flight into space today. Mission Specialist Jeffrey Hoffman also a very experienced space flyer preparing for his fifth flight into space today. And rounding out the seven member crew is on the left. We have Claude Nicolier who is making his third flight into space as well as Umberto Guidoni who is preparing for his first flight. Everything continues to go well with the countdown. The crew is on schedule, exactly on schedule to be taking out to the pad. They'll be suited up in the next few moments after they complete their meal. After suit up, of course, they will then walk out to the pad or out to the astro van which will carry them out to the pad. That departure for the pad remains on schedule for just a few minutes before 12 noon eastern time today. Tanking operations went without incident today and all when it's planned no problems with the tanking were reported. Today's launch will be Columbia's 19th flight and the 75th shuttle flight overall in NASA's space shuttle program. This is shuttle launch control at T-minus three hours and holding and we do have live TV of our crew being suited up for flight today. Starting with mission commander Andy Allen who is on his third space flight today served as pilot for both STS-62 and 46, the first flight of the tether satellite. He is a major in the Marine Corps and has more than 4,000 hours of flight time in over 30 types of aircraft. Commander Allen was born in Philadelphia, Pennsylvania. He's a graduate of the U.S. Naval Test Pilot School. His pilot is Scott Horowitz who is a lieutenant colonel in the U.S. Air Force. Doc Horowitz as he is referred to is on his first shuttle mission. Again he is in the Air Force, holds a doctorate degree in aerospace engineering. Moving on around the room we have two of our, well we have our payload specialist who is Umberto Guidoni who is with the Italian Space Agency. Umberto is an Italian Space Agency astronaut and a researcher for the Italian Space Physics Institute. He is standing, well he was standing, next to one of our other payload specialists. Suit up technicians are assisting the crew in getting their suits on of course when they have their helmets on with the dark visors impossible to tell who they are. In this case Jeff Hoffman doesn't have his helmet on yet easily identifiable with his broad smile. He was born in Brooklyn, grew up in Skarsdale, New York. Jeff is on his fifth flight today. He's flown four times previously, holds a doctorate degree in astrophysics and has been working on the tethered satellite project for a number of years. Maurizio Kelly is an astronaut from the European Space Agency and a lieutenant colonel in the Italian Air Force. This is his first flight. He has flown over 2,200 hours and more than 45 types of aircraft. These suits are capable of being partially inflated to provide added comfort and protection during launch and landing operations of the space shuttle. Another one of our very veteran flyers is Franklin Chang Diaz. He has flown five times or excuse me he has flown four times. This will be his fifth flight. He is the payload commander for this mission. He holds a doctorate degree in applied plasma physics and is director of the advanced space propulsion laboratory at the University of Houston, Texas. Standing on the left is Claude Nicolier. He is on his third flight today. He is a European Space Agency astronaut who has flown on both STS-61 and STS-46. He is a captain in the Swiss Air Force and holds a master's degree in astrophysics. Again he is standing next to and discussing the mission with payload specialist Umberto Guidoni of the Italian Space Agency. This is shuttle launch control at T-minus three hours and holding and we do have live television of our flight crew on the third floor of the operations checkout building just departing their suit up room and making their way toward the elevator which will take them to the base of the room. There is a wide range of interest on this mission and it's international crew. Workers at Kennedy Space Center of course are all anxious to see this one go on time today. All events and today's launch countdown continue to proceed without any problems. We're standing by for the crew to exit their crew quarters, exit the operations and checkout building in KSC's industrial area. They will be entering this astronaut van which will then take them on their 25-minute drive out to launch pad 39B on the eastern coast of Florida and Brevard County. And the commander Andy Allen has emerged from the building followed by his pilots Scott Horowitz and payload commander Franklin Chang Diaz, mission specialist Jeffrey Hoffman, mission specialist Claude McCoy-A, Mauricio Cale and payload specialist Humberto Guidone. Arriving along with the crew and the astronaut van are members of the flight crew office and other astronauts who will be performing weather assessment functions for the launch today. Astronaut Robert Hoot Gibson will be piloting the shuttle training aircraft which will be used for weather reconnaissance prior to and during today's launch. Frequently we have support from the Air Force or from NASA helicopters and from pilots who also track the crew's progress out to the pad. And we have a view of the flight crew at the 195 foot level at pad 39B as they are making their final preparations to enter the orbiter Columbia. The crew for this mission have been at Kennedy Space Center since Monday afternoon. During their stay here they have been through the standard pre-launch activities including flying the shuttle training aircraft, going over pad procedures and taking part in orbiter and payload status briefings. Currently standing in the white room as it is called because of obvious whiteness of the paint we have the commander of this flight Andy Allen, he is the commander for this mission. We have a good view of the two veteran flyers Jeff Hoffman and Franklin Chang Diaz on the right. Both are preparing to make their fifth flight into space today. Franklin Chang Diaz holding up a sign to his wife Peggy and his four children Jean, Sonia, Lydia and Miranda as he prepares to enter the space shuttle Columbia for his fifth excursion into space aboard the space shuttle.


Quick warning, this video will be full of spoilers for Dark, so don't watch this until you finish the series. Throughout Dark's three seasons, we see many characters in possession of suitcase time machines, including Jonas, Claudia, and Bartosh just to name a few. It's easy to think there are a handful of machines floating around, but things get more complicated and more fun when you realize these are all the same machine, just at different points in its timeline. Baron Bo Odar, co-creator of the show, confirmed as much in an interview with Vulture. Hearing this, I had to get out my pen and paper, fire up Netflix, and do my best to track this time machine's voyage from creation through its long journey between our cast of characters. Before we start the journey, just a quick reminder to hit the like button, hit the subscribe button, and the bell icon so you get notified the next time we do a video. I should briefly note that Dark gives us a lot of clues about the time machine's journey. However, there are a couple of points where we have to make assumptions or educated guesses based on the information given. I'll make sure to call out wherever I'm making assumptions, and you can let me know in the comments if you disagree or have other theories. Our time machine's journey actually begins in 2040. Claudia has been holding back Jonas' attempts to stabilize the God particle in order to preserve the knot. She's also been meeting with Claudia from Eva's world on a regular basis. However, after realizing her goals are not exactly aligned with Eva's, our Claudia kills other Claudia and takes her place. In the guise of this other Claudia, she visits Eva's world and receives the time machine blueprints. Eva hands them over with the instruction that they should be shared with our Claudia, who should then hand them to HG Tonhouse so he can build the time machine. In about 10 years, Claudia heads to the past to take care of some final tasks. This includes a pit stop in 1953, where she hands the blueprints over. Tonhouse begins the long construction process, and 33 years later, in 1986, an older Jonas stops in the clock shop with an old worn-out time machine. He asks Tonhouse to repair it. He is unable to do so. However, after 33 years of attempting to build the time machine per the blueprints, he is finally able to complete it by learning from Jonas's worn-out broken time machine. Jonas returns to collect his repaired time machine, but is, instead, given the brand new one that Tonhouse finally finished constructing. With Jonas, the time machine begins a decades-long journey. It's important to highlight here that the old broken time machine that Jonas brings in is the same time machine as the one Tonhouse hands him. This video will chronicle the journey of this time machine through the years as it becomes older, eventually breaks, and is finally returned to Tonhouse where it meets its younger self. This time machine's journey begins in the clock shop when it is handed to Jonas and ends in the clock shop when it is returned by Jonas, now worn-out and no longer working. With his brand new time machine, older Jonas heads to 2019, where he uses the machine to close the tunnel under Winden Cave. Later, as the apocalypse approaches, Jonas uses the machine to take his mother Hannah on a trip to 1987 so she can see Mikkel. Witnessing the machine's power and growing tired of her life in 2020, Hannah steals the device and with it heads to 1954. While there, she strikes up an affair with a young Egon Tiedemann, becomes pregnant with his child, and ultimately leaves him. It's not totally clear where or when Hannah heads from here, but where or whenever she is, we know she gives birth to Celia. Hannah and her child are visited by Eva, who tells her where she can find Jonas. Still in possession of the time machine, Hannah heads to 1911. There, a more Adam-looking Jonas is both reunited with his mother and his time machine. For close to a decade, as far as we know, the time machine doesn't see any action. However, in 1920, Noah arrives from the future seeking counsel with Adam. This is when Adam explains to Noah that Claudia has taken some pages out of the Trek Catcher notebook. Noah must head to the future, where he'll work with Helga, recruit Bartosz, and find those pages. Noah takes the time machine from Adam, who previously retrieved it from Hannah, and heads to the future. We don't need to trace every one of Noah's steps, but we know he recruits Helga in 1953, kidnaps Jonas in 1986, and, most importantly, in 2020, we learn that Noah has handed the time machine to Bartosz. We know Bartosz learned how to use it, but it's unclear if he ever traveled with the machine, except for the one time we witnessed it. Searching for answers, Bartosz's friends Magnus, Francisca, Elizabeth, and Marta head to the Wyndon Cave, where they find Bartosz and his time machine. After some interrogation, he shows them how the machine works by taking them on a brief journey to 1987. After their return, Katerina confiscates the device in the hopes of using it to retrieve Mikkel, though she never actually does. Around this time, a young Jonas reopens the passage under Wyndon Cave. Believing this represents a chance to save Mikkel, Katerina abandons the time machine at the Conwall residence and heads to the tunnels. With Katerina gone, the machine is finally back with Jonas. With the apocalypse at hand, Jonas uses the machine to transport him and his friends to safety. The machine takes Jonas, Magnus, Francisca, and Bartosz to 1888, where the machine will again lie dormant for some time. This is one part of the timeline where we need to do some guesswork. We know that at some point, an older Claudia takes possession of the time machine. Going over the timeline, I think this is the period where it most likely happened. Jonas' allegiance to Claudia is unclear. We know he trusted her at one time, but as he grew older, began to question her motives, believing she was starting to side with Adam. Once Jonas begins his transition to Adam, he may have once again sided with Claudia. I believe that at some point in the decade or two after 1888, Claudia visits Adam and retrieves the time machine so she can pass it to her younger self. She would have no trouble doing so since she possesses the powerful time travel orb, retrieved from the other Claudia. Also, I think Adam would be willing to hand the time machine over after Claudia provides some explanation along the lines of, If you want to destroy the knot, you need to perpetuate the cycle one more time by giving me the machine so you become who you need to be in the future. So Claudia retrieves the time machine from Jonas slash Adam in the late 1800s or early 1900s. Then in 1987, older Claudia hands younger Claudia a map and some instructions. Older Claudia heads to 1954 and buries the time machine before she is killed by Noah. 33 years later in 1987, younger Claudia follows the instructions and map left for her by her older self. Digging in the backyard, she finds the buried time machine and begins her time travel adventures. Travelling to 2020, Claudia sees her ill daughter and in the library catches up on the prior 33 years events. Learning of her father's mysterious death in 1987, Claudia returns to her time and tries to prevent it. She, of course, inadvertently causes her father's death and realizes it is one of the many sacrifices she'll need to make in perpetuating the cycle. When she returns home, a young Jonas promises to show her how to change the timeline for the better. They head to the cave, retrieve some cesium, and then crawl through the tunnels. Jonas and Claudia use the machine to reopen the passage, then head to 2020 where Jonas instructs Claudia to bring the time machine to the bunker. She grabs Regina and they ride out the apocalypse machine in hand in the Doppler family bunker. Reopening the passage or the apocalypse itself seems to have damaged the machine, so Claudia puts it aside and instead focuses on stabilizing the God particle. Eventually, she runs into Jonas and the two spend decades working on it, with Claudia secretly sabotaging their efforts. In 2052, Claudia allows the particle to stabilize, meaning it's time for an aged Jonas to head back in time and kick off another cycle. Claudia gives Jonas the old broken time machine and tells him that HG Tonhouse can repair it. So, after waiting uselessly for 32 years, the time machine is taken by Jonas to 1986, where it finally meets its younger self. The machine will not be repaired, but by looking at it, Tonhouse will be able to complete construction of his brand new time machine. With the device back in Tonhouse's shop in 1986, the circle is complete. After traversing multiple centuries, the machine has reached its final resting place, just as its younger self is about to begin the same journey. To see where it goes next, just rewind to about the minute and a half mark of this video and watch it again. As I mentioned, there are a couple of points where the machine changes hands and the show doesn't explicitly reveal where or when that happens. The first example is Noah. He gives the machine to Bartosz, but when did Noah get it in the first place? Since Noah came to this time from Adam in 1920, and we know Hannah brought a machine to Adam in 1911, I assume the machine went from Hannah to Adam to Noah. The other major assumption I made is around older Claudia. In 2052, she gives Jonas her broken time machine. At that point, the only machine she should have is the orb stolen from other Claudia and she'd have access to the now stabilized God particle. However, we clearly see older Claudia use the suitcase time machine and, of course, she buries it for her younger self to find. Tracing the timeline, the only opportunity I can see for her to retrieve a suitcase time machine is sometime in the late 1800s or early 1900s. After Jonas and his friends are stranded in 1888, it's unclear what happens to their time machine. So, by process of elimination, I assumed this was when older Claudia obtained the machine. Anyway, that about wraps it up. In the comments, let me know if you agree or disagree with my timeline or do you have your own theories on the time machine's travels. Also, let me know if you have any other questions or topics you'd like to see me cover here. And if you enjoyed this video, please don't forget to hit the like button, hit the subscribe button, and the bell icon so you get notified the next time we release a video. Thanks for watching and see you on the next one take.


The purpose of the Martial Arts Instructor course is to mold Marines into Martial Arts Instructors and it's more than just teaching techniques, it's being able to put that level of confidence and knowledge inside of them that they're going to be able to go out there and employ the program in the right manner going forward. What motivated me to become an MAI was that I enjoyed martial arts. I started studying before I joined the Marine Corps and I think it's really important for everyone to be able to defend themselves in any kind of situation that can come up.  There come a time where you want to quit and you just have to keep going so pushing through that barrier can be really difficult. Really integrating all three aspects of our physical and mental character disciplines and then working together as a team because any time you go anywhere with Marines you're going to have Marines to your left and your right, you need to be looking out for each other and incorporating those disciplines. So physical discipline, making sure that we're physically fit and able to take the fight out there with whatever gear we need and then mental, making sure that we're mentally ready. We can combat fear and mental fatigue and then character discipline and making sure that we're ethical warriors. We're doing the right things at the right times for the right reasons. Knowing when to use the skills that you've learned here. In the culminating event there's a lot of physical discomfort. It was really, really cold out there. When we were moving it wasn't so bad. We got warmed up but then you stop and you get cold again and bruised up while you're fighting but you just have to keep pushing through mentally to keep moving physically and knowing that this is where it really counts.


today I thought I'd give you a little update on the cars let's see here let me move a couple of these I guess we can well let's start this one is one of the ones Dennis sent to us it's the Trans Am but it actually was supposed to have a wrecker body on it if you look at the motor pins real close it looks like there was a light soldered onto it I know that this chassis wasn't from it wasn't from the fire truck because the fire truck had a little bell that would ding and so that means it had to be the had to be the wrecker the semi or the dump truck well the dump truck and semi I don't think headlights so I'm thinking this was a chassis for the wrecker now I could excuse me monkey wanted a a wrecker but I cannot find the wrecker body to fit on here in fact I can only find one wrecker period and they wanted 280 bucks for it for the actual wrecker so this wasn't meant to be fast this this body actually came off the car that the wrecker supposed to be towing but thought I'd show this to you of course that's not wide open but it is a course it is a slower car because it's supposed to be a record but it is running fabulous okay so there's that one this is the number three car I've got it tuned up I put a tune up kit in it and I put a what I do I put I put a tune up kit in it and I put brushes in it and I put the magnets on it of course all four tires that one only needed the two back tires this one needed all four so I put all four tires on it and this thing runs like a scared deer and it's nice and quiet it used to be really loud oh I put I think I put a pinion gear in this one too so those are the two that Dennis and thank you Dennis very very much we really appreciate that so this is one of the cars that came with a track one of the tracks we bought it came with the last track that we bought the the night while it's actually this track you set up four different ways but if you got more tracking said oh as you can see this is supposed to come around right here but I extended it out and this car runs good nice smooth quiet and it's pretty quick then this Corvette here was one it was missing a front wheel front wheel entire it let me see did it ran but it didn't run real good it was kind of noisy this came with the daredevil what was it the the one it goes up the wall so this came with that track what the heck is that track called again but anyway this came with it so I put a new axle new front tires and I believe I put rear tires on it too so and this one is also running real good it's really quiet and really fast and monkey once have some drag races tonight I don't know if I'll film it or not but this thing is very very quick and I'll show you another car that came that came with this blue one that came with this track and let's get this one off of here and it's amazing so hang on a second guys okay yeah so that first track not the very first one it was matchbox but the first taiko track that we bought with the cliffhangers daredevil now this car I'm about to show you came with that blue one which came with this track of course it didn't have that and it didn't have the controllers or the power pack but it did come with that blue car there and then it came with this this is an amazing car it's gonna need tires on the front I do have tires but this one's not going to get run very much because this thing it's like brand new I mean it's not quite that is I put a tune up kid in and I haven't even run this one in yet so it's not real super fast like the other ones but it's like I said I haven't run it in so that's a nice nice smooth smooth running car there I love that little car and then of course there's monkey's car it's been glued together a million times already so it's pretty quick we was racing them the other night and then of course I got my car I tuned hers up and put new tires on it they were white leather but the white letters coming off of them but I put all new tires on it and pick ups and of course it got the magnets on that one then then we got my car it's very very smooth too so we got all the cars running smooth so we got nine cars in total of the of just the so we got we got six corvettes because I still got her dad's cars I don't like running them very much because they're like brand new and that one tire it's got a ridge in it where it's been hitting the body on this one off the track there so yeah these and anywhere you set these cars anyone these cars anywhere on the track it will take off and go so that's pretty cool I wonder if it'll run all these whoa okay not a good idea but you get the idea right so yeah so we're gonna have some drag races tonight I think and oh so just wanted to update you on on the cars and how the tracks doing so yeah pretty cool so thanks again Dennis appreciated as always is his channel will be in the channel link will be in the description box below so alright guys thanks for watching appreciate it got a door handle coming in supposed to be in today while we actually already got it there's one there that's the one we ordered and it's missing the most important part and that was for the for the deadbolt so I was like are you kidding me the latch had the deadbolt covered but and the turning thing but it didn't have the latch for it so I got a hold of them and man I was like pulling teeth I called him I had to call him because you know you can go on their website we're supposed to talk to somebody and I waited and waited and couldn't get nobody to talk to me and they they ended the car ended the conversation then they tried to send me an email said that I ended it and so I called him I said look this is bullshit you know well we can we can send you out the part and I'm like okay so that night I get an email well we can't send you just that part because it's going to take two to three weeks because China's having their their festival thing all week or whatever for spring and I'm like okay well that's unacceptable and they said or we can send you out a whole new unit they're sending me out a whole new unit so I'm waiting on that on that to come in and it's already 5 30 so I doubt if I'll get it put in the night but anyway guys just an update for you so yeah I mean them cars and cars are running really smooth and really good so thanks again Dennis I appreciate that yeah this is a I can't open it up I mean it's just so fast you know just it'll fly off the corners so can't wait to see what that's what that's want to run like drag racing tonight so all right guys thanks for watching Sheba and I met the main legend gone for now monkey's message in me she went to see her mom so we'll see you guys on the next one thanks for watching the update bye bye guys and take care


When the narcissist realizes they messed up when they realize that they didn't treat you right When they realize that they made the wrong decision by leaving you it's a nice idea To think that the narcissist will one day realize that they messed up But in most situations this will never happen. They're never going to come to that conclusion They're never going to realize that they messed up The narcissist has to see you in a certain way in order to function When they first met you they idealized you In that moment you were perfect They had to see you that way In order to obtain their supply if they saw you as anything less than perfect You wouldn't have been good supply So in that moment you had to be everything they wanted you to be You couldn't be anything less than perfect Because then that wouldn't feel of them of course no one is really perfect We all make faults and mistakes We all have flaws and imperfections But the narcissist denies reality They exist in this fantasy world Where everything is either good or bad perfect go flawed Which includes themselves This is the failure in their thinking They cannot bring together the positive and negative qualities of Themselves or other people into a realistic hole. It's a defense mechanism Against how they really feel about themselves Deep down they feel completely worthless and insignificant But they created a false self who is everything they wish they were They created this false character who is perfect in their minds and This is just a compensate for how they really feel about themselves Whenever they are around people They will project their net their positive or negative qualities onto them They can never interact with a separate individual person You can only ever be an extension of them and when they first met you They saw you as an extension of their false self in that moment. You are perfect But they cannot do this for long periods of time They will eventually start comparing themselves to you they will start competing with you Because they start observing how you do certain things Or they become aware of your qualities abilities or achievements And then it makes them feel inferior to you They have a black and white mentality in their world. You are either all good or all bad So when they start comparing themselves to you it makes them feel inadequate It makes them feel completely worthless They are constantly fighting against This distorted idealistic image of you in their minds Which is why they become so bitter and resentful towards you Which is why they hold grudges against you Because this ideal image of you is making them feel inferior to you That's what they're comparing themselves to and it's something they can never live up to because in reality No one can be perfect But their disorder is designed to block them from seeing this They created their false self Because they couldn't accept being anything less than perfect And when they first meet a target They have to see them as being perfect They have to see things in this way In order to function Even when they're devaluing you Once they start comparing themselves to you They have to compete with you. They're fighting against these thoughts in their minds of how they really feel about themselves They're shame-based They will do whatever they can to avoid reflecting on their shame It's too painful for them to deal with Which is why in most situations They're never going to realize they messed up There might be small windows where that idea does surface in their minds But they're not going to entertain that over a long period of time They're not going to accept that they were the cause of the problem They're never going to see it that way For them to function They have to continue seeing you as the problem They have to see it as though you're weird or crazy Or as though there's something wrong with you because if they don't It's just going to trigger them to look themselves They're going to experience shame and it's just so painful for them to deal with That it comes out in aggression It results in them taking it out on you or someone else They refuse to self-reflect or look within and even if the narcissist did come to you and say they messed up They don't really believe that It's just a part of their manipulation Their disorder is designed for them to survive It's designed to get them what they need So when they need supply from you They will feel compelled to say or do whatever they think will get you back They will give you fake apologies fake epiphanies. They will future fake But they're not serious about any of that The only thing they care about is supply It doesn't matter what the narcissist says to you or does for you.  It's just because they've re-idealized you They see you as being perfect again Because they need supply But they never go to entertain the idea that they messed up over a long period of time There might be small windows where they experience this But they quickly push push it away. They don't reflect on it They make up excuses or justifications for their actions or they blame it on someone else They're never going to sit down And think that maybe they shouldn't have done that They're just going to see it as though they were just reacting to something you did or it wasn't that bad If it was bad you deserved it There's always some excuse They always have some way to justify it They feel entitled to do whatever they want Because in their minds their false self is so desirable and attractive So special and important That it deserves a certain level of treatment And it shouldn't be restricted by the morals or rules that everyone else has to follow in their minds They're above that and They can do whatever they want They have to see themselves in this way in order to function if they didn't look at themselves in this way They wouldn't be narcissists But then they can't deal with the pain and shame They don't want to self-reflect or look within They'd rather just project everything outwards At least then they don't have to deal with it They were taught from a young age That they don't have to be held accountable for their actions Or maybe they weren't allowed to make mistakes in their childhood Either way This led to them creating a false self who can't do anything wrong This character who was perfect They're never going to realize that they messed up They're never going to look at it that way Even if they did the same thing as you They would look at it as though it was okay for them to do it They have an exaggerated sense of their own abilities and importance Which makes them feel inherently deserving of privileges and treatment It makes them feel like they should be able to do whatever they want And not be held accountable for it And that is why they're just never going to see it that way They're never going to look at it as though they messed up Thank you for watching. I hope this video resonated with you Please like comment share and subscribe if you would like to donate My PayPal link is in the video description Coaching inquiries you can email me at coaching at NARC survivor Dakota UK Thank you for watching and I'll talk to you soon


Next question is from David GTZ-09. What are some signs that someone may be doing too much volume and what should they do if that's the case? All right, so this is a good question because sometimes it could be hard to identify that it's that you're doing too much. Now, one of the signs may be that you're not progressing but sometimes that means you're not doing enough, right? Or it means your diet is off and it's not necessarily that you're doing too much. So let's throw some more stuff on top of that. Now, for me, one of the number one ways I know that I'm doing too much is, yeah, I start to feel it at the muscle insertions or at the joints. So I'll start to be sore in areas kind of chronically, like my shoulder's bothering me a little bit or my bicep at my elbow, right? That's where I'll feel it sometimes or I'll find that I need to warm up longer to loosen myself up for my workout. Lack of sleep, I know when I push it too hard, my sleep starts to suffer and I actually find myself in the middle, in the night waking up often. My ability to regulate my body temperature starts to get a little worse. So I start to notice that I'm cold more often or maybe I'm less tolerant to heat. So it's hot outside and I go outside, it feels like it's just too hot. So essentially I can tell my body is too stressed, fatigue throughout the day. These are things you wanna pay attention to that might be telling you, you're just going too hard. Now, what do you do if that's the case? Well, number one, right away, reduce the intensity and reduce the volume of your workouts. If it's real bad, you might even wanna take off a few days, three to four days. Well, that's a good way to test it, right? We shared that we were taught, was it off air or were we on air? No, it was on the podcast. Okay, yeah, we talked about this, right? We came out the gates and we were definitely or I was for sure overtraining a bit and the way I always know it, let's say like my joints weren't really quite talking to me yet, so I hadn't gotten that bad because I wasn't really pushing the weight really heavy but my volume was high and the way I knew that I was pushing it was I took four days off in a row. It was in Vegas and it just kind of worked out that way. I was like, I'm visiting with family, we have business stuff going on, like I've been really consistent. My body probably needs four days off. I took four days off, I came back to the gym and felt amazing. I felt the next two workouts, I felt stronger than I did the previous two weeks. To me, that's always an indicator that I was overreaching or my volume was too high or intensity. That and or I'm not putting the work in for like mobility and recovery, right? So sometimes I challenged my own thinking when it comes to this like, okay, am I really just pushing too much volume right now or have I prioritized building muscle so much and building strength so much that I have neglected my mobility work? And so sometimes it can be a one or the other or a combination of both. Yeah, here's some other stuff you can do. Normally, trying to really reduce inflammation, I mean, if you're healthy, not necessarily a strategy you need to take advantage of, but when you're in this particular case, managing inflammation can actually help because your inflammation is really high and you might wanna bring it down a little, especially if you feel your joints and things that'll stiffen sore. So this is where a cold shower, cold dip might help. This is where cannabinoids for me are very effective. So this is where I'll use like the Ned hemp oil and I'll use it once or twice a day. When I find that I feel like I'm a little over-trained, I'll cut the intensity, cut the volume, I'll start utilizing the hemp oil on a more regular basis and that gets me there faster. It gets me to the point where I feel like I can get back to my workouts a little faster. Now I wouldn't use it as a recovery aid normally because you want normal inflammation that triggers muscle growth and stuff. This is just when I'm starting to feel like I'm a little over-trained is when I kinda throw that in. And then here's a big one, like Justin's really big on movement to help facilitate recovery. I mean, that's a great, here's the thing, taking days off is great, but usually you don't need to take days off. You just need to start going a lot easier and do mobility work, do that kind of stuff for the joints and then watch how much faster you recover. Right, I think that if I would've, instead of just taking those four days off, if I would've spent those four days just prioritizing like yoga, mobility, self-mild fashion release, I think I would've felt just as good if not better when I got back.