This next session is going to be packed with actionable ideas that you can take back to your teams about how to approach the move to remote work. These insights come from Coinbase, the largest crypto exchange in the United States. Back in May 2020, when the world had been thrown into the largest remote work experiment, Coinbase's leaders quickly recognized that the future of their work was remote first. So in a few moments we will welcome to the stage two of the leaders who helped the company navigate this transformation. Dominique Bayer, who oversees the employee experience, the longing inclusion and diversity and HR enablement functions at Coinbase, and Daisy Linden, the director of employee experience, who stewards the company's transition from in office to remote first, leads the workplace experience and remote first teams, and supports cultural change and employer brand work. So needless to say, we are going to learn a lot from them today. They'll talk us through how to align your executive leadership on a path forward and how to overcome some of the common pitfalls along the way. So please welcome Dominique and Daisy. Hello everyone and welcome. My name is Daisy Linden and I'm here with my colleague Dominique Bayer. And we're talking about how Coinbase went remote first over the last 18 months today. So thank you so much for joining us. In today's conversation, we're going to dig into things like why it matters that you have a good reason for going remote. We're going to talk about design principles to help you shape the journey that you take if you decide to go more remote or remote first or remote only. And we're going to talk about the big hurdles to remote first that we have experienced ourselves so far. I'll just introduce myself briefly and then ask Dominique to do the same. I am the director of employee experience here at Coinbase. I've been with the company for three years and it is a big part of my job to think about how we operationalize this big decision we made a little over a year ago to be a remote first company. So Dominique, do you want to talk about yourself? Yeah, hi everyone. I'm thrilled that Daisy and I have the opportunity to share our story going through remote first. I lead everything related to employee experience at Coinbase as well as everything it takes to have a high functioning people organization related to people strategy, people analytics and people technology. And the fun fact about me is that I joined Coinbase in May of 2020. And if you're keeping track of timelines, that's about two months after the world basically went into shelter in place. And so I joined Coinbase in a totally remote capacity. And basically within the first two weeks of me joining, we announced that we were going to be permanently remote first and we were the first tech company to do that. So happy to share that perspective. Yeah, and I think we'll kick off with just talking about how that decision got made. At the time, just for context, I was actually leading our internal comms function. So that was the that was the scope that I had at the time and how I was touching this decision. But how did we get there? I will say that pre pandemic Coinbase was a very in office company. We were all about consolidating teams. We really believe they need to be physically proximate to do their best work. But as we started preparing for what was eventually the inevitable shift to work from home early last year, there was a conversation that kicked off among the E.T., our executive team, our E.T. about about being remote and the challenge is inherent in it. And we actually intentionally started ramping down the number of people who were in office before the sort of government mandated shelter in place happened because we wanted to minimize the shock to the system for Coinbase. And because we wanted to make sure we could do it in sort of a compliant and a safe way for our customers and for our employees. But as we started doing that, as we as we reckoned with bullet three here, we have to do this, we kind of realized that being remote wasn't slowing us down. We were still hiring like crazy. We were still building amazing products. We were we were not losing any of the the momentum that we felt like we might have before we were forced to go remote. And so it was this incredible moment of a forced experiment that we had to go all in on and had this opportunity to ask ourselves, should should we do this forever?  And to answer that question, we had to come up with the rationale that made sense for Coinbase. We didn't want to just do it because of momentum. That wouldn't make sense. So for us, I think what we ended up identifying were three big, three big wise, three big reasons why it made sense for us to be a remote first company in the future. First was incredible access to diverse talent. Coinbase has as a cultural tenant the notion of top talent in every seat. And the idea that you can only recruit from driving distance around your offices is kind of intention with that idea of top talent in every seat. So being a remote first company would earn us the ability to really get top talent in every seat. Second was alignment with the core principles of crypto, which is obviously a fundamentally decentralized technology and making a big symbolic move like this, I think was a in some ways like a statement of our of our support and belief and commitment to those principles of crypto. And then finally, and not least, was autonomy and flexibility for employees. We have always tried to be a really employee first company where we give lots of autonomy and trust to our people. And this felt like an extension of that. So for those reasons, we decided that post pandemic Coinbase would be a remote first company. And we didn't know this at the time, but being really decisive, we were one of the very first companies to make this real decision in the wake of having to go work from home for everybody. Being so decisive so early on gave us a ton of space over the last 18, 12 to 18 months to actually think about what it means to be a remote first company. And that was the kind of the tradeoff we made. We didn't necessarily have all the answers when we made the decision, but making that decision has allowed us the space to go develop those answers. Dominique, what am I missing? What would you add? Yeah, I think, you know, hindsight is 2020. And I think it's it's you've just put a very beautiful narrative around it. I think as as a relatively new person starting and really coming in at the middle of I think this conversation. I think what was very clear to me was how quickly we as Coinbase are able to make decisions if we think they're the right thing to do. It didn't mean that we had figured everything out and we didn't turn over every stone in some deep analytical exercise. But I think we identified pretty quickly, like what are the key things that would make the decision? Do we think it's true? And then once we made the announcement, the work that was handed off to me was, OK, make this the right decision. We made a bet here. So like, let's make sure that we can play it out. And that was pretty exciting, kicked off our journey. But I think also, like you said, being so decisive early, instead of hemming and hawing about the right information and how to make the decision, we were able to put all that energy into creating the best future of work for Coinbase. So I guess that's one thing that I would share to the audience, which is, you know, you might be in various phases of this. You probably have employees who are just like clamoring to come back to the office. But there's other employees who probably had a new type of freedom during this time that also don't want to give it up. And in some ways, deciding earlier versus later just means that you can devote a lot more energy into really leaning into the future. And I think that's one of the things we have done.  How do we make this big aspiration into a plan? So I'll flip to our next slide so then you can talk a little bit about how you thought about it. Yes, yes. And a little bit more about me and my background coming to Coinbase. This is actually the first time I was in a people function or even an employee experience function. But my background is actually much more in I would call it like business generalist roles. I started in management consulting when I moved over into tech. I served in a role called this ops, which is very strategic and operational and then moved into growth and product roles. And so in many ways, not only was I coming in new to Coinbase, new challenge, but also sort of a new function. That said, I would say that fundamentally this work was pretty textbook, like nebulous, large problem that just needs to be structured, broken down into key pieces of work. And then executed against. So in that way, you know, it was actually very cool for me to come in and be able to do this. So first things first, you know, we really needed to be clear about our goals and articulating what our charter was. And one of the things that was very inspiring for me and very much in the spirit of Coinbase and our bent toward innovation is in May of 2020, there was just a lot of conversation about how sucky it was to work from home for some folks, you know, not having the same benefits of the office and all of that. And when we talked about being remote first, we said, well, we can't just try and replicate what was in the office. We've been doing it for two months. There's there's no replication for getting coffee in person. But there are a whole lot of other benefits, not having to commute, having more flexibility on your time, actually not having FaceTime weirdly. And so we we set out a charter that was that, you know, we weren't trying to just like replicate or equalize the remote experience. But actually that we had this opportunity to create a better Coinbase and and to really lean into how do we take this opportunity to in some ways, like, right the wrongs with the sort of like legacy in office structure. And so some of those things, for example, were that, you know, before before the pandemic, about 90 percent of our employee base was in the SF Bay area and 10 percent were either in global offices or remote. And that 10 percent, regardless of where they were, felt like they were second class citizens that didn't have the same access to learning and development, that they were sort of this anomaly. And in a remote world or in a remote first world, that actually went away. Everyone was more on equal territory. So things like that we really wanted to lean into. And so that was our charter to be a better version of Coinbase. And then once we aligned on our charter, then it was really about, OK, next step, how do we create some structure on this? Like, what are our core principles? And Daisy, I think there's another slide here if you want to flip toward it. So we aligned on five core design principles. And again, because we were dealing with such a nebulous problem, we didn't know all of the decision points. And we wanted to be able to make decisions quickly without always having to check in with our executive team. And so we aligned on these five design principles to shape all of our subsequent decision making. So the first was about maximizing choice for employees. And as Daisy mentioned earlier, like, we actually think this is the biggest value cap for remote first is this idea of offering optionality, offering flexibility. One of the ways I describe this is we, again, very much came from a office culture that was, I would say, pretty quintessential, like best in class tech offices.  And that I think for the last 20 years, I call this the Google effect. That's become the norm of what it means to offer a best in class experience. And when we said we were going to remote first, we realized, gosh, we can't we can't rest on the laurels of having this like dynamic office. So we have to offer something else. And that something else is optionality and flexibility. Be able to work where you want to work. The second design principle was. Because we were going to continue to have both offices and people working from home, we knew that there are going to be different experiences and we it was important for us to build equitable experiences, but not identical experience. Like I mentioned, there's no way to replicate an in-person meeting virtually as much as we all have tried. It's different. We know that. So that's not what we were even trying to aspire to do. But we wanted to make sure that whether you are working from a home office or coming into the office, that either way, you are having, you know, really a phenomenal employee experience and the choices horse. The third principle is around ensuring equal access to opportunity growth and inclusion. And so, like, you know, I think we can all probably identify with either having experienced it or the fear of being a remote worker and and somehow, like, you know, winnowing your career opportunities, you're not going to be seen as much. People are going to think you're not committed. You know, there's all of these old preconceived notions about what it means to be a remote worker. And we knew that in order for remote first to be successful, we actually needed to change the composition of of who's coming into the office. If we said we were going to go remote first and 90 percent of people were still based in this SF Bay area, nothing was going to change. And one of the biggest blockers to making people really feel comfortable that they could move to, you know, Cincinnati, Ohio and still have the same career opportunities was to make sure that they understood that we didn't see that as stepping back or caring less about work just because you want to maybe, you know, make other decisions in your life. That's good for your quality of life or well being. So making sure that this was true and ensuring equal access was is pretty important to us still is the fourth design principle was around letting the culture drive the decisions we wanted to make. And so, you know, this is really when tackling remote first, there's actually so many different decisions you can make with a financial lens. Like, you know, I if you wanted to cut costs, you might make certain decisions. Or if you wanted to. Well, I actually I think the cutting costs one is probably the biggest one that comes up with remote first. But really making sure that we weren't we weren't making decisions because we were trying to optimize something in the business, but rather that we really wanted to continue to hone and foster this culture. And so really thinking about what's the culture that we want. And then that's what would drive our decision making. And then lastly, this this has actually always been a principle of Coinbase, this notion of default of trusting employees. But we wanted to make sure to call out and to continue to really cherish that principle because I don't know about all of you. But certainly when you when we first were entering a remote first world, there was a lot of buzz about new software and technology to be able to monitor, you know, whether employees were working. I think there's like some software to see if like people are actually typing on their keyboards or not. Also, we had adopted or we soon realized that we were going to do Geo based compensation philosophy, which means that we do pay differently based on where you're working.  And what we didn't want to do is to vote like, you know, a disproportionate amount of resources to compliance. But rather, we wanted to continue to have this trust with employees where we would set policies that we thought were the best for the culture and we would, you know, default to an honor code. So those were our design principles. I think they've served us pretty well. I don't know, Daisy, what do you think? Have we have we stayed true to these? I think so. I actually had a friend ask me when I was telling them about the course of this work, whether these design principles are sort of just like window dressing or writing on a wall or sort of socked away in a Google Doc somewhere. And I think the reality is we do revisit these quite often. And they I think have continued to be the North Star for this work, along with the charter as kind of the macro goal. And they're things that I think we can honestly point to with employees and say this is this is the future of work that we're building at Coinbase and that these are the principles around which we're building that future of work. So, you know, I feel great about these. I feel like we did this was a good early piece of work that we were that we were able to do around around about first. Yeah, if anything, no, go ahead. I was going to say, if anything in retrospect, I now understand how much these have saved us as we were going through the decision making, especially when we were working with so many different stakeholders internally who are probably optimizing from from their lens and really allowing us to almost like cut through organizational clutter. Yeah, I mean, and talking about the number of stakeholders and partners, like it very much does take a village to to move a company from in office to remote first and part of the way that we included a ton of teams really early on was the way that you broke down this big question of what does it mean to be a remote first point base into a series of really discreet questions? So maybe we can talk about that next. Yeah, sounds great. So it's always nice to have the theoretical like what's the charter we're trying to go after and what are our principles? But yes, as you mentioned, like there's brass tax work that needs to happen to actually go from being again, a predominantly in office culture to being one that is remote.  Oops, was pretty quickly, I realized we really need to break down what what is this like bigger amorphous problem into discreet pieces. And so through a series of brainstorming days with you, you were very involved in those early days. We basically distilled this work down into nine key questions and actually one step further, prioritize those questions based on first. What we call P zero priority number one was about the information we thought we owed it to employees to know right away. And so this is fast forward. This is now June of 2020. We've been remote now for three months. People are starting to want to permanently move to, you know, other places in the country. They don't know if it should be a permanent move or a temporary move. And we felt like we owed it to them to tell them. Number one, is your job going to permanently be remote? And we actually did find that 95 percent of our roles will be permanently remote, but five percent were not. So people in that five percent group needed to know that they couldn't permanently move or the repercussions of that. Number two, I mentioned this earlier, but we ultimately recommitted to our geobased compensation philosophy. That's something we had before remote, but we recommitted to it. And so people needed to understand if you were to move to, you know, go back to your hometown, what's the compensation of that? And then three, we also felt like we needed to tell people if there's anything tricky related to things like visas or anything else that would add additional complication to whether they moved or not. So again, I would call those like the table stakes questions that we just felt like we owed it to employees to tell them as soon as possible. So they wouldn't be in limbo. And then the next set of questions that we prioritized really had to do with what I would call the new piping of the company. And so that was a perspective on how we create those equitable working experiences. What is it? What does it look like in office in the future? What does it look like at home in order to appropriately set expectations and plan for that? Number two, how do we maintain security security? You know, I can't underscore how important security is for us. And it's one thing when it's fairly well contained within, you know, one or two geos. It's a lot harder when you've got basically an infinite number of offices. And then the third is around tooling and documentation and what we needed to support a remote first headquarters, if you will. And so, you know, I think when we think about this tier of questions, there's actually a lot of crutches that you have when you're all co-located. You can almost be like a little rougher on the edges with policy or cultural norms, because there are a lot of, you know, unspoken cues you get in the office. And this piece of work was actually about saying, well, if you don't get the crutch of being co-located, what is the other infrastructure you need? And then the last set of questions, I would say, we're really about how do we optimize now within this structure? And so it was about, you know, how do we effectively collaborate and connect while working? How do we train and develop employees, especially earlier career employees where there's so much about apprenticeship that's part of the job? And then lastly, how do we identify and recognize employees? Specifically, you know, we were realizing that there are a lot of fears that our employees had about having their work be invisible. If people didn't see them in the office, didn't see them working late, you know, they didn't bump into Brian Armstrong in the lunch line. And in truth, that's actually something that I think is actually a problem in the legacy structure. The fact that, you know, even if we didn't want it, there was some notion that there was a FaceTime culture or on the flip side, if you're like me, a working mom and have to leave at 430 every day, that somehow that that would be a ding. Anyways, all of this is to say, I think determining what our new recognition signals we're going to be to make sure that when people are toiling away in their home offices that they still feel like their work is seen. So those were our nine key questions and and we organize them in three different phases doing this and being able to articulate the structure early, I think gave people a lot of calm and confidence that this decision that seemed like we made relatively quickly actually had some order to it and that we were methodically working through what I would describe as like the the biggest fears in our employees minds. Yeah. And I think one of the one of the things that was really valuable about the way we structured this work was we actually gave people internal deadlines that we were working to. So they knew that on September 1st, no matter what, they were going to know about how we were thinking about tooling or equitable experiences. And by what was I guess it would have been October 1st, we told them about our new meeting norms and how we're thinking about recognition for the future. So I think just putting those lines in the sand and if I could give advice to companies who are on this journey, like giving yourselves those internal milestones. And even if you don't know exactly what the answer is going to be by those dates, giving employees a sense of when they will have more clarity, I think can calm a lot of the noise that you can feel internally, which is a totally natural reaction to that ambiguity of, I don't know what's coming next. I don't know what working here is going to feel like in the future. So so, yes, we pulled together teams to answer each of these questions or V one of our answers to these questions in the back half of last year. And those teams were comprised of subject matter experts of natural owners in the organization of passionate employees. And we made sure to have like a voice of the customer on each of those teams. So people who were actually going to be on the receiving end of these answers to make sure that we were not kind of designing in a vacuum. So I'll say and I say V one, because I think this work, you know, different for each of these questions, but we continue to iterate. This is definitely a journey of evolution. But I mean, that's that's where I wanted us to go next, which is when we look back on the last 18 months, like what are the big wins? What are the big challenges that we uncovered? And since I'm already talking, I'll just share what I think first, which is empowering employees. I think one of the big gaps that we experience with an entirely remote culture is loss of connection, especially because Coinbase has been growing so fast during this time that we're really wanting to put it in the hands of employees to stay connected with their colleagues. So one thing we did was implement a monthly coffee budget for all employees to expense coffee or Boba or whatever they wanted, just for the purposes of connecting with a colleague, maybe someone on their team, maybe someone they've never met before, but really empowering them to continue that sort of investment in relationship making for themselves. And the other one that I think we we managed was this is this is not written down anywhere. But I think Dominique and I and the working team have sort of this informal ship it at 80 percent rule, which the reason I relate this to trust and transparency is because I think we're clear about that with employees. We we have been pretty consistent with them that we're going to share our best guess at this, our best answer as of today. It might change and we probably don't have all of the FAQ answers quite yet, but ask them when you have those questions and we will do our best to find the answers as quickly as possible. The idea being if we wait until we're at 100 percent fidelity to ship something, a decision, a new design for a comp program or something like that, we're probably taking too long. And we've probably we've probably overthought something that we should have just tried to put out there and get some feedback on. But Dominique, what would you add? Yeah, so, you know, it's funny, what keeps going through my mind, Daisy, is you keep saying the last 18 months. And I'm like, no, it hasn't been 18 months. Um, but I I actually would call that a win. I mean, I I it's easy looking back now and say, oh, this is, you know, it's very well organized and all that. And I think it was. But I do think that, you know, being committed to this journey that we're on and having really turned over, I think the most important stones, I think, honestly, to me, that's the biggest win that we are where we are. And it no longer feels like we are designing a remote first reality, but that we're actually in that remote first reality now. So much so that Daisy, I think when you joined the team, your role was director of remote first. And we realized that doesn't make sense because remote first is everything now. And so it really is just employee experience. Yeah. Well, the one thing I didn't mention this slide was meeting proliferation, which is probably a whole other conference talk in and of itself. So if you want to talk about meeting overload, you can find me on LinkedIn. But I will just say that I think everyone has experienced this. Going fully remote means more meetings. And so now we're making efforts to wind that back and be really, really, really thoughtful about what the occasions are that require an investment in a synchronous meeting and where our employees and our teams should be really focused on a sync work instead. But definitely a lot to continue to improve there on our side and that will for sure be an 18 month journey. Definitely. That is that is probably a forever journey. So well, we'll wrap up here with our last last slide and and on a real high note with what keeps us up at night about remote first. Do you want to do you want to jump in first? Yeah, well, as much as I had just said that we're now in remote first, you and I talk all the time about how the proof is going to be in the pudding when, you know, offices have gone back to the to the old world where they're open, we're going to have some people in office, some people at home. And that's where there's going to be people are really going to realize that for those people who want to go in office, but that experience is going to be different. And it's not going to be the same as when that was the center of energy. And so I think we're as well prepared as we can be. But I guess I'm expecting still some growing pains there. I'm going to kick the culture one over to you. Yeah, I think one of the things that I've been talking about with our talent team, because they get questions about this a lot, is what does it mean for culture to have a company that has grown so much as as an exclusively remote company and how has culture shifted and what are we worried about? I think what we've got going for us is as a founder led company, I think so much of the culture emanates from the exec team and from Brian. And I think that will continue to be true. But I think that that massive growth has had just as much an impact on our culture as going remote first has. And you can't really discount either of the two. They're both huge shifts for us. And so, yeah, what keeps me up at night is how do we I mean, so much of culture is about communication. How do we make sure that new new joiners really understand what they're getting themselves into when they join Coinbase and all of the good and all of the hard and equipped managers to underscore that? I think it's it's it's honestly it's a communications challenge going forward. And I think that only gets more complex as we continue to scale and scale in new countries where we haven't had historical presence. That's definitely the culture piece. And you were you were the the one who thought of this operational backbone question, so maybe you can touch on that. Yes, I so I think I have more appreciation for all of the things that happen on the back end in order to fuel a great employee experience. And so I think you and I have really leaned in on the innovations around employee experience, the employee facing stuff and have realized through this work just everything it takes to power 2000 home offices or make sure that we can ship laptops to all sorts of new company countries, etc. And so I think it can't be discounted just how much operational change there is on the back and that we hope is going to be seamless to employees, but certainly can't be discounted. Yeah, that's definitely a huge part of this work going forward. And I think the good news is the silver lining of what keeps us up at night maybe is the opportunity to build these back end systems to really scale as we go from thousands to tens of thousands of people. So and maybe just highs and lows the journey, I can start really quick. Mine are linked. I think the high of this journey is consistently seeing how happy many of our employees are with this decision that we've made. And when we do when we do surveys, seeing comments like I joined Coinbase because it's a remote first company or even over the last year, people who are so happy to have spent more time with their kids and with their families than they would have spent in the car driving down 280 or 101 in the Bay Area for a couple hours a day. So that that makes me feel really good about this journey. And I think the flip side of that is that remote first isn't for everybody. And while everyone who has joined us in the last maybe not 18 months, but 12 months has done so with the full knowledge that Coinbase is now a remote first company, we have hundreds of people who joined the company at a time when the agreement was we're an in office company. And luckily, lots of those people are flexible and curious and into this idea. But some of them aren't. And it I never want to make things harder for employees than we have to. And so I think it is a bummer that we can't be all things to all people, I guess, is my low. How about you? Yeah, well, I will describe a very discreet low. And that is when I had to send an email to the company saying that we are planning to close our San Francisco Headquarter office. That was a low, not that I didn't actually think it was the right decision in order to break the mindset of having a headquarters and really being able to leave into remote first, which was the reason. But again, just knowing that so many people were looking forward to a world where the coronavirus was behind us and they'd be back in the office. And I could almost I could feel that excitement to return to the world that was and this was really just like almost like the harshest way of saying that world is over and it was a necessary step. But like absorbing what I felt like was the pain and disappointment. And so that was I would call that a low. But for me, ultimately, the high in all of this work is that I truly believe that being a remote first company is going to allow us to be much more inclusive, a much more diverse and really create a place where everyone can be successful regardless of their background. And I think that's the future. I think it has to be the future. And so I'm just super excited about our ability to tap into more diverse talent pools. I personally feel like it is game changing for any working parent to be able to both lean into your career, but also be there for your kids when you need to be. And so, yeah, I'm just I'm just really excited about like the future of work that's being created. That's totally different from what we've experienced in the last 20 years. So good. And so true. Well, thank you, everyone. That's all we've got for today. We've got a link here and we'll also drop it in the chat to our original blog post announcing we were going remote first, which has some more of the nitty gritty behind the thought process of that decision. If you want to check it out. And of course, we would not be Coinbase if we did not end on the note of if you're interested in this journey, if you are interested in Coinbase, definitely check out Coinbase.com slash careers. We would love to have a conversation and it's been a pleasure and Dominique, so nice chatting with you about this. Oh, you too, Daisy. Just another day for us. We'll enjoy the rest of the sessions, everyone, and thanks for joining.


Good evening everyone. It's really a personal privilege as well as an honor to be here with each and every one of you When I didn't see the US in the first presentation I thought I might have to get up here and say Vashana town hall or words to that effect But wasn't that beautiful from East Texas the Texas? University a beautiful Mr. Ambassador, thank you so much for the invitation to be here this evening and honor to be here with the mr. Minister My friend is when he was former ambassador. I learned a lot from him and Congratulations to you on your new position And I'm as was mentioned by the ambassador earlier our support in Congress has always been Bipartisan so I'm so honored that the former chair of the armed the foreign affairs committee at Royce is here Chairwoman Ileana Ross Layton of Florida former chair and From a New York Joe Crowley of my Joe Crowley And I had the honor of traveling with with president Obama to India. We were there for a public day It was Savile's trip and a lot of yoga Nothing, but in the parade any other members here that I haven't seen please way We are out of session But we're not without of admiration for India and the important occasion this is and an honor for us to have it at the Library of Congress and the Distinguished service of the minister and the ambassador Make it easy for us to learn so more every day It's a pleasure to be with all of you as we observe the 150th birthday of Muhammad Gandhi at the same time as we observe the 90th birthday of someone who learned so much from him from a distance The Reverend Martin Luther King, Jr. These legacies of these two extraordinary men Men forever shaped our nations and changed the course of history in both of our countries and indeed in the world The relationship between the United States and India is a shining example of mutual cooperation prosperity and peace and Respect as the world's largest democracies yours the largest ours the oldest We have been partners in the fight to expand justice and ensure the blessings of liberty for all in America Generations of Americans of Indian descent have enriched our communities our democracy with their beautiful culture and rich traditions not to mention their entrepreneurship of fueling our economy our caucus our government has been strengthened by the leadership of Indian American members of Congress Senator Kamala Harris Representative Ami Berra who was on our trip with President Obama a Representative Pramila Jayapal representant Raja Krishnamurthy who was the lead author on one of those resolutions and Representative Ro Khanna about Ro Khanna. I could talk about all of them Ro particularly wanted you to know this story Ro Khanna's grandfather Who's lesson of Amarath Nath? Vidya Kankar probably okay was a champion for freedom who spent years in prison Alongside Gandhi in the quest for Indian independence today rep Khan I proudly honors his family's legacy of service and sacrifice in this and his work and leadership to build a better future for all But his connection is a direct one to Mahatma Gandhi as members of Congress We have been privileged to lead official visits going on official visits to India meet with leaders in exchange With citizens to strengthen the bonds of our friendship between our leadership But also among our people seeing the joy and vibrancy of the Indian people especially the children has always been an inspiration our 2017 trip was critical to advancing strong economic ties reaffirming our shared commitment to tackling the climate crisis and Securing peace in the region around the world and in New Delhi in 2008 was an honor to place a wreath at the Rajat Memorial Located at the site of the Gandhi cremation Gandhi's story of peaceful struggle to free the people of India had a meaningful impact from the lives of many Americans For me as the ambassador and the minister no one have referenced. This is very personal for me I have always since my childhood carried India in my heart largely because of Mahatma Gandhi when I was a little girl This is a very dignified occasion, but I'll tell you about it when I was a little girl I went into school one day and I had on a hat and one of the big tall nuns I was a little girl said who do you think you are Mahatma Gandhi with that hat? Well, I didn't know who Mahatma Gandhi was But I wasn't gonna let on to her that I did not know so immediately went to the library after school and and at that time Even that was like in the 50s. They Library had books on Mahatma Gandhi for children already Already had books for children. Oh my god. So that's when I started absorbing everything I could and more shall we say The bigger books smaller print that's like that older and people would always say we always know you'll have every book out of the Library on Gandhi such an inspiration But it is some around that same time Martin Luther King whose birthday we celebrate 90th today and Chris got visited visited India at how much We draw upon India and who we are As you probably know when I say it again probably mispronouncing Satya Graha That word has two meanings and Sanskrit Non-violence and insistence on the truth and Isn't that exactly what Gandhi took from India? non-violent insisting on the truth Learning from the experience and the depth of strength of that message not just the example the strength of that message of Mahatma Gandhi and of course it made all the difference in the world in our country So that is a debt that we owe to India for that inspiration More than an inspiration that strength of of message to make a difference in our own country Though he knew it would mean sacrifice and struggle Dr. King would insist on the truth in the heart of our nation They're all that were all created equal and that to do so insisting on the truth Non-violently Dr. King insisted on the truth at lunch counters marches and like Gandhi from Dale House cells He insisted on the truth of his dream of equality and opportunity for all regardless of race gender or creed as we face the great Injustices of war inequality oppression and tyranny We all have an obligation to continue to answer dr. King and Gandhi's insistence on the truth non-violently with action We're called to act to give voice to millions of refugees fleeing violence and natural disaster and ensure that we honor the dignity and worth of every person man woman and child. I'm especially grateful as I have expressed to Prime Minister Sun, Prime Minister Modi as well, Mr. Mr. Ambassador, Mr. Minister, when he was ambassador How much we all so many of us appreciate the hospitality that India Extends to his holiness the Dalai Lama and when I've mentioned When we mentioned that to The Prime Minister and the previous Prime Minister, they've always said you don't need to thank us. That's who we are That beautiful beautiful respect for the dignity and worth of every person. The Minister and the Ambassador, the Minister especially, talked about the climate crisis and the commitment that the Prime Minister Modi has to that And I was there in Paris and saw that Agreement come together and you will agree, Mr. Minister, it wasn't easy. It wasn't easy But it was done and when Prime Minister Came to Congress for a joint session of Congress Ambassador it was there when we met with him the leadership met with him before the speech and I mentioned about Climate crisis and that and thank you for your leadership. He talked about Mahatma Gandhi and the environment Remember he told us about whether it was water or conservation or whatever it is Gandhi Understood the worth the respect we had to have for nature all that long time ago So as you have said both of you so brilliantly What we Gandhi do now pretty he would be a leader in this important challenge To God's creation our planet We're called to fight this fight, which is the existential threat of our time really Jeopardize the health security and future of our children and our grandchildren We're called to act and stand firm against malign actors seeking to destabilize our democracy in our free and fair elections at the same time of With this time of challenge and opportunity we must act drawing the strength and Inspiration for Dr. King and Gandhi's example Just as the torch passed from Gandhi to dr. King the torch now belongs to all of us 150 years after Gandhi's birth and 90 years after dr. King was born We must now pass the torch to millions of young Courageous people across the globe who are blazing a trail toward a more just and equal world for all It is our responsibility to support them and empower them in this critical mission to build a future worthy of Dr. King worthy of the legacy of Mahatma Gandhi So it is for our colleagues, and I know I speak from bipartisan way for our colleagues house and Senate who weren't here because we're out of session that observing Mahatma Gandhi's 150th birthday at the same time as we observed Martin Luther King's birthday on The campus of the US Capitol is for us a thrilling experience We're out of session, but I told the ambassador when he told me about this And no matter where I am no matter what it when it is Because of that little girl in that school Learning about Mahatma Gandhi. It would be a thrill of my life to be there To honor the memory and the legacy the leadership the strength the inspiration of Mahatma Gandhi Thank you all very much


Hi everybody, happy Monday. I'm Joe for jaskiescasebreaks.com and this is 2022, Topps Chrome, Ben Baller Baseball, 12 box picker team number 6. All card ship, really nice stuff, a lot of fun parallels, fun looking set. Big thanks to this group for making it happen. Appreciate it, we sold this out straight up, no filler. We got Ryan with LastBod Mojo and the Nationals. This is our last case. We don't have any more to post after this. My guess is we'll have some more on the way. But for now, no more to repost, just keep an eye out on jaskiescasebreaks.com for its return. Mostly parallel hunting, but I think each case generally has some autographs. I don't think they're super common though. Parallels are the big hunt here. Ben Baller, some of you may know as a jeweler to the stars, one of the more famous jeweler to the stars. It's done a lot of things. Mostly some music production work, well known in those circles. The custom jewelry circles. I guess he's pretty good at amateur golf, he's been playing some programs. All right, here we go.  These are pretty cool. It's a good question, Joe. Hopefully as many as possible. But I really have no idea. 7 out of 99, Chris Parent and the Giants. And there's an out of 5, Alexander Wells. Nice. Train whistle right out of the first box, out of 5's and under. That's for Kyle and the O's. All aboard the Big Head Express. Out of Bryce Harper die cut, 20 out of 50. It's Ryan, no, check that, sorry, Ryan in the National, he hasn't been in the National in a while. Daniel and the Phillies. Kyle Lewis for the Mariners, Daniel to 75. Jordan Alvarez to 99. Jorge Soler to 50. All right, box one in the books. Jorge Soler for Justin and the Braves. Jordan will go to Mark S and the Astros. All right, but that out of 5, Alexander Wells for the O's, not a bad start. Box two. Yeah, as for that, I mean, Joe, that's going to be 2020, 2021, the Cup Hockey, I want to say. So I'll just be happy to get that product in. We've been waiting for it for a long time. Love the Cup. I'll be grateful for one case. But it's one of those things where it's just like, we just tell our people like, hey, as much as possible, how much can you give us? So we'll see. It's actually, yeah, it's been actually so long since we've seen the Cup. Like, I don't remember how many cases we usually get in a normal year. You know what I mean? So I'm trying to think back to a normal year for the Cup. You might be able to look back to our 2019, 2020 Cup Hockey videos and see how many breaks we did the new release day. But I don't know. I mean, I don't know how things have changed for Upper Decks. How many are actually printing in a post-pandemic world. So no idea. My guess is at least two cases. One for personal breaks on Instagram at Jasper's Rakes on IG and then one for YouTube. Right here, Jasper's case breaks. Would love to see more though. Tristan McKenzie to 75. You know, Upper Deck is actually located just south of us, North County, San Diego. I think they're in Carl's back. So Adele to 75 and Brandon Lau to 50. Suppose we can just drive down there. Just knock on the door and just be like, guys, what's happening here? How can we help? And it's Jesse Winker to 99. Yeah, with any other product, that sounds about right. Any other high-end product like that, five or six cases, a few picker team cases and a couple reserve for Instagram. But I mean, it's just been so long for that Cup Hockey. I'm just like, I'll just be happy to get anything. There's Mike Moustakis, moose to 15 for the red. That'll be for Steve. Got Harrison Bader to 99. That's for Stephen Carney and the Cardinals. Nice photo of him there. And we've got a Hunter Green guy cut. Box three. Yeah, that'll be kind of hilarious. Redemptions could be already expired in the Cup Hockey, if any. Hopefully, I don't know, hopefully they're printing those last so they can get a more accurate expiration date on it. Or maybe there won't be any. I mean, after all this time, maybe they shouldn't have redemptions. Is that this week? Yeah, the blowout new release calendar saying it's on the 24th. That's Thursday. I don't know, Joe. I wouldn't put it past the manufacturer, kind of forget that part like, oh, right. And it's like, yeah, we printed those redemptions first like years ago and then got to update them. 24th. 23rd. Which is a Thursday, which is kind of a weird release day. Is that right? Redemption never expires, it'll never come in. Well, hey, listen, it's slated. The calendar says the 23rd. If it was pushed back, I feel like it's happening but if it was pushed back, we probably would have gotten that notice like a week or two ago. I mean, we probably would have known by now. Is that right? Jason is saying that UPDEC not wanting to do a typical Friday release. It's not a bad idea. Everyone else has Wednesdays, Fridays. UPDEC could own their own day. Own the hobby news cycle of the day. They take control of that Thursday. There's Juan Soto to 50. And a Bobby Whit Jr. riding low insert. That'll be from Mark B. And the Royals. Kind of like this insert set. And Ryan with the Nationals edition of Juan Soto. Whit Merrifield, 39 out of 99. Royals. It'll be from Mark B. And a blue man, Machado, to 75. Gave his team an ultimatum. They made it in Maw Offer and then he's like, I think I'll opt out at the end of the season. Spencer Torgelson, green. 1999 prints in that 1987 wood border design here. I like it. Yeah, I do too. We do have more of that Series 1 on the website. jaskyscasefrakes.com if you want to run that. And Wander Franco, rookie card. Let's look for parallels of this guy. Tampa Bay, Mark. Brandon Belt for the Giants, Chris Parent. You know, I was hoping, when I did my first case of that Series 1, when Ahulio Rodriguez died cut for Seattle, Dilo, Daniel, I was hoping that it wouldn't just be aces. Like, I thought we were going to be able to make a poker hand out of it or something like that. Alas, no. They did not lean into the playing card thing. It's Miguel Cabrera, to 75. Four of a kind aces, those aren't bad. All right. Another box. If you got to redesign Top's Chrome Baseball, how would you do it? Ben Baller, a jeweler to the stars, Jilo. Music producer, got discovered by Dr. Dre in the early 90s as well. I'm trying to think what I would do. It'd be interesting to see the stats of how many cards I top load a year. Geez. I don't know. Like, if someone said, hey, let's do, instead of Top's Chrome Ben Baller, let's do Top's Chrome JC, Joe Christian. Like, I don't know, what would you do with it? I'm trying to think how many cards do I, it must be tens of thousands, right? You think I top load 1500,000 cards a year maybe? How many breaks do I average a day? How many cards am I top loading in each of those breaks? Jilo Gabe would do a Top's Chrome Pokemon? I would say this is a variation of Top's Chrome because I think the, I think for the most part, is the photography the same? Maybe there's different photography, but I think like the checklist is the same. I don't think that changes that much. That's right. Yeah. I mean, if we're top loading 50,000, if I'm individually top loading 50,000 cards a year, like think about my groups like Layton as well. I mean, how many are they? How many are they top loading? I mean, they're team top loading on a year. Hundreds of thousands? Keeping those top loader companies in business. There's Manny Machado 25, Steve Locke and the Padres. I do not collect. I think this, being able to do this every day scratches the edge. So, Gabe's Top's Chrome, Top's Chrome Pokemon, maybe a red Charizard Otanii to five. Be kind of hilarious. Aaron Judge going to Ed and the Yankees. So maybe like down there would just be like Pokemon instead of the team logo perhaps. Gavin Sheets to 99. Daniel and the White Sox. I feel like there's some licensing issues there that probably doesn't let that happen.  Corey Seager to 50. Got a Bobby Whit Jr. in that 1987 design. That's for the Royals. That'll be for Mark B. And then there's Shane B to 75 for Daniel and the Guardians. Another box. Yeah, I do collect postcards. I don't know if I'd collect Chrome postcards. You would say keep going with Steve Locke cards. I'm surprised they did a second year of I guess 2021. Ben Ballard must have done really well if they invited him back to do a second year. Is it third year already? Did they do a 2020? I don't remember that one. I know last year's are in the blue packs, right? This year's in the black packs. No, not the stamps. I mean, this stamp helps if I'm like mailing a postcard to myself. Or if some friends are traveling I'll say, hey, if you're able to send me a postcard from some international location here, and that's cool. Apparently that's a... I mean, there was a one point in time where that would have been an easy task. But now it's like an actual... It's actually hard. Top's Chrome Banksy would be kind of cool, my tower. And that might be out of... I mean, how much would those boxes be? It would be pretty pricey, I would think. Matt Olson to 99. And Cole Calhoun to 50. And Juan Soto to 99. Eli Morgan to 99. Sonny Gray to 75. Are you able to take a photo and print to postcard stock so you can send a postcard to the photo? Yes, you can. I've done that before. Maybe not to postcard stock. You can take a photo, get it developed, get a standard 3x5 photo, and you can put a stamp on the back of it and send it. Tyler Gilbert, 10 out of 10. Kevin with the Diamondbacks. I have no 100s of postcards. I'll see if someday maybe a postcard book could be in the works. I haven't worked on that project in a while though. Just as long lost paper ephemera. Is there a Banksy exhibit in Philly right now? Have we found out who Banksy is? Has anyone uncovered his identity? Also, is there only one Banksy? Could there be multiple Banksy? Like the Blue Man Group and their understudies? The Tothcrone BK Wapper Edition? It's pretty cool. Get some Wapper Redemptions. At BK, have it your way. Tyler Scott did a collaboration with Donald. He has a 36 inch body pillow that looks like a McNugget. Is it the one that looks like the United States? That nugget? Is it that shape? There's a tiny die cut for the angel that will be for Mark. Tothcrone Breaker Editions? How would that work? What are you thinking on that Gabe? A bunch of different breakers have different cards of themselves? Didn't the company ever try to push really random card sets? Random as in how? I feel like there are some independent card companies out there that will manufacture some really weird stuff. I think there's a company that has the... I think Futera maybe? Has a cricket license or something random like that? Tristan Mackenzie to 25? I did not, Danny. I completely forgot. But next box I will. It's Joey Votto to 75. Kyle Hendricks to 99. Torkelson. So Danny had a weird issue, I think on the group breaking side of things where he had one of those die cuts, the Wander Franco die cut. That was like ten, Danny? Or five maybe? And what had happened was, what happened was the die cut, I guess while this wrapping process was happening and they seal that right there, the die cut must have slipped up to the top. It was the ten. So the point of the die cut must have slipped to the top and then it went kajunk. And so essentially crimping the top of the die cut. And so he contacted tops and usually like for damaged cards that they'll be willing to replace, especially like a higher end card like that. Usually we can just send you the box and one of these wrappers and then you just kind of go from there. But some representative emailed Danny back and was like we need the box and every pack in the box. Isn't that random? It's the first time I've ever heard that. Oh, Zero, we know the guys at Zero Cool. We've actually sold some Zero Cool Jackass stuff right out of the shop. We did a fun little video for them too. Yeah, they've put out some pretty interesting stuff. So hopefully they can kind of fill that sort of niche because sort of high end non-sport type stuff with different and unique collaborations I think could be a market that could be worth exploring for sure. Some painter's tape on here. This will come off pretty easily without sticking. Good luck. All right, onwards. We've got Zach Popp to 75. That'll be for Chris Parent and the Marlins. Max Muncie to 50. That's for Daniel and the Dodgers.  Daniel with the Mariners. And the Rare Autograph, Mackenzie Gore. It's a nice one too. Rookie Auto for the Padres. I'll go with Sea Block. It's part of that big Juan Soto deal. Three out of 50. These are the Nats now, I think. I'm in C.J. Abrams, among others. Brian Della Cruz, 10 out of 10. Chris Parent with the Fish. Another box down. Some more boxes to go. Let's see. I'm on mlb.com. Let's see what kind of headlines we got there. Inseparable Goldie and Aronotto push each other to improve. Marlins number one. Prospect throws heat in first live BP. Otani's agent on contract talk one day at a time. Could Judge possibly match 62? We'll see. What does the future hold for Machado and the Padres? Two surgeries later. Anthony Rendon, finally healthy. Apparently, Christian Yelich went off the grid to recharge for 2023. And apparently, Jason Hayward. His new swing is the early talk of Dodgers camp. Jason Hayward has enjoyed playing a success during his 13-year big league career. Made an all-star team, won a handful of Gold Gloves, integral part of the Cubs' 2016 World Series team. Last season, however, Howard experienced some of the worst struggles at this plate. When he hit 204 with one homer in 137-at-bat and striking out at 21.2 percent, his highest of any season since 2012. Given those struggles, the Cubs decided Hayward wasn't going to finish the season in order to give the organization to the younger players an opportunity. Hayward's only 33 years old. I thought he was much older, but... Blah-blah-blah-blah. Didn't know if anybody would... would even sign him at all. The Dodgers do have a... Yeah, but Los Angeles' track record of reviving careers was ultimately the biggest appeal for Jason Hayward. I wasn't expecting changes in his playing to start from scratch, which was nice. But then, so... Blah-blah-blah. Decided his swing needed a major overhaul. Wow. Over the years, Hayward preferred to keep his hands closer to his body, but this spring has kept his hands higher and more compact. Something like that. We'll see if that works out. Yeah, Angels gave Anthony Rendon crazy money. I think they gave him, uh... They're paying him like $40 million a year, something like that. They gave him... seven years, $245 million. Average out to be $35 million a year. That's the average annual value. It's Joe Adel to $50 million. Lars Newt Barr to $99 million. For the Cardinals. Got a Wander-Franco right in low insert. That'll be for Mark S. And the Rays. Newt Barr goes to Stephen C. Angels, Mark S. You know, we were just looking at that yesterday. It's worth looking up again. So they signed him in 2020. So his first season was 20, which was the pandemic shortened season. I think he played most of those games. 52 games. And like a 60-some-odd season. 60-some-odd game season. Hey, no worries, Danny. Good luck with the, uh... with the replacement. I hope the IP gets something nice. But then 2021 only played 58 games. 2022 played even less 47 games. All for an average of $35 million a year. There's Juan Soto to $75 million for the Nationals. That'll be for Ryan. And another autograph. CJ Abrams, another Padre for Steve Locke. You got McKenzie Gore earlier. It was part of the Juan Soto trade. And it's TJ Abrams to $50 million. I think there's some others involved, but those are the main guys. Well, that's numbered. You knew that looked a little different. That's to $99 million. Mike Trout, Mark S. You got Jake Myers, 88 out of 99 for Mark S. And the Astros, the Biebs, Shane Bieberber to 25 for Dilo and the Guardians. So, rough time for Anthony Arundo. The Angels just seemed... Either they just have bad luck, or they're just not signing the right long-term free agent. I guess Trout. No, but Trout was more of an extension, if anything. But the free agents they've signed from other teams, they've just been unlucky. Josh Hamilton, Albert Pujols, Anthony Arundo, and those are some of your more recent sort of misfires. But went healthy in that 2019 season. It's an all-star finish. Third in MVP voting was the Silver Slugger. I think that's won the World Series that year. He hit 319, had over a thousand OPS. I think he almost walked more than he struck out. 80 walks, 86 strikeouts. 44 doubles. 34 home runs, 126 RBIs. 175 hits, 74 hits. Over 100 runs scored. That's the kind of production you can get from him. Went healthy. But hasn't been healthy. Yeah, it's gotta be frustrating. Someone was mentioning earlier, man, it's just a shame that the angels have got guys like Mike Trout and Botani. They just can't get anything else right. Yeah, if something can go wrong for them, it will. Just around town. And this might not be the answer for everything, but I've just heard that Artie Moreno likes to spend on these flashy free agents, but kind of doesn't really spend on anything else. I think there are credible rumors that say that, for example, in comparison, like the Dodgers front office is like, personnel-wise, two times the size of the angels front office. So Dodgers just have more people working for them, whether it's assistants or coaches or more scouts and more assistants in the scouting department, data guys and gals, just all that sort of stuff. They invest into their medical staff, their training staff, their HR, their operations, all that sort of stuff to keep that, to keep the organization running as smooth as possible from top to bottom. Nice Wander-Franco Green, 18 out of 99. But if you don't have a strong structure, then you run into issues that they've had with, with their medical staff distributing drugs to their players. So that's a whole thing. I don't know if more personnel would have helped, but I don't know. That's something, if that happened in any other corporate America, any SAP 500 company, imagine how massive that scandal would be. These are corporations. That's numbered. That's numbered. 41 out of 50, speaking of the angels. So it's sort of frustrating to kind of see Mike Trout and Botani, they're not really seeing them in the playoffs. Yeah, Danny's right. At what point do the angels try to do something with Trout? I mean, I don't know if you could, with a player like Mike Trout, could you ever get, you know, full value for someone who will end up being one of the greatest players in baseball? Even if you had like, if you got like 10 prospects, how many of those prospects on any given team, even the Dodgers, how many of those players are going to turn into Mike Trout? Yeah, Gabe saying maybe they're buying into the angels in the outfield strategy. Yeah, prayers all they really have at this point. Yeah, Manuel, there you go. Manuel is an angels fan, kind of frustrating to see. I'm a fan though, but they need to build around the team instead of throwing money at the next big name. I agree. Yeah, you won't get the best return, but if you're not going to win a series, but then it's a matter of Danny, do you trust the angels from an office to make the right move for Mike Trout? That's the other thing. You know, you got to be, I mean, you got to be A, a very confident GM, and a very smart GM to be able to get the best deal for Mike Trout. Pretty ballsy too, if you're going to be, try to face a baseball even. It's pretty bold. I mean, that's what it is, Joe, right? They'd have to, for Trout, I mean, that's why he's almost untradable. They'd have to bottom out a team's farm system and hope two or three players turn into like a Freddie Freeman or something like that. But, is that going to happen? I mean, what would the best thing to do would try to be, would be trying to get, you would have to have a combination of a star, a ready-made star, and then prospect. So it would be like, and I don't know, the Rays would never do this, but you would trade Mike Trout for a young potential superstar in Wander Franco, right? You get Wander Franco, and then five or six, you know, of their, five of their top 10 prospects or something like that. I mean, that's probably not realistic, but, I mean, the Rays would never do it. Oh, Bobby Whitjune here, wow. Get some nice autographs out of here. Mark Bassett with the Royals. If you were him, you would want him to go to Seattle. I mean, that would be Julio Rodriguez, Logan Gilbert, George Kirby. Do you trade that for Cal Raleigh? Do you trade that for Mike Trout? Yeah, what's the formula for baseball if you have Trout in no time? For football, I believe in drafting when you're outside, get your line and then draft QB. Right. Well, the Angel problem has always been pitching, but they never seem to do that. They end up spending money on Anthony Rendon instead of like, instead of investing in top of the line pitchers. I mean, they've got the hitters. What made the Angels good in 2014, the last time they made the playoffs? I mean, they probably had better pitching. And they've always seemed to have traditionally some good, like, like back of the bullpen kind of guys, but the last few years, their bullpen has been terrible. I've seen them, I've seen them, you know, just, just because they're on TV. You know what I mean? When they're, if they're in Seattle or something like that, they're one of the later games. So after the Dodger games, they'll flip over to like an Angels game and they'll be up by three or four runs and sure enough, inning seven, eight, nine, their bullpen will blow it.  And then all of a sudden, six, five Mariners, you know, the back of the bullpen has been an issue. Wouldn't mind having Trump come to Cleveland, but Cleveland doesn't have anyone they can trade. Yeah.  Any exciting breaks, Lorcan not post maybe for Thursday or Friday? I'll bet if we sold out more breaks today on the website currently, Eric Houston. All of a sudden, there might be some new stuff that appears. I think the Cup hockey is coming out on Thursday. That's one we haven't posted pre-orders for yet, but allegedly they've been pushing that for years now, but I guess since the new release day is Thursday, I guess if it was going to be pushed, they would have pulled us by now. So I think you like hockey, right, Eric? I think I've seen you buy in hockey. So I think, I think Joe Christian was interested in that too. They'll just be some people who just don't even care about hockey, but they realize that the Cup hockey can, you know, they'll play that as a high-end lottery ticket. So there should allegedly be the Cup hockey there. It's a high-end flagship set. And remember, it's 2020, 2021, upper deck the Cup hockey. That's how that's more recent years than we've come out yet. What, Eric? Are you talking about the year? Yeah, 2020, 2021. Look at, look up the release calendar. It's insane. I agree, GT, no one player. Yeah, it's not like the NBA. You know, we're one, I'll use, I mean, you really do need a team everywhere, but in any given day, there could be one, one, you know, it's just this NBA basketball, it's a smaller roster, a smaller rotation of players playing regularly. One person can just go off and yeah, take over a game. One person could have a hot series and take over a playoff series, but yeah. Baseball much like the NFL, it's not just one player. One player cannot carry a team.  In most sports, and that would be for baseball, it would be pitching, bullpen, closer. Torgelson, for the Tigers, Stephen Carney. That's what, that's what will win championships in the end. And then just some timely hitting here in there. Patrick Wisdom to 75. It's a smart hit going to Mike and the Cubs.  And Vidal Brujana to 99 for the Rays, Mark S. So Tani, really Castro, that might be to 10, I think. No, to 25. I feel like the colors are a little too similar in some of those ties to 50. Final box coming up. One person seeing our games, then playing the All-Star Game can hurt an NBA team too. Yeah, Danny was offered free Kraken tickets. I had my daughter and it was a school night, so you could take her there. No, she doesn't want to go see the Kraken. Hockey's really fun live. Ah, Gilo, we know.  Gabe trying to shoehorn in some Mahomes talk. There's exceptions to rules, of course. Yeah, Singles' dominant game-changing postseason player would be Mariano Rivera, yeah. What's his savory in the postseason? You think it's like 99%? Or what is that Diamondbacks incident? Oh, she's seven, okay. I don't know, I feel like that's kind of... No, maybe not. I'm trying to think when I really got into sports. So that had to be like... When do most kids really get into it? Seven's a little young, I think. Nine? Nine or ten? I like having the lip of the pack on that side. I don't like when it's flipped around the other way. That just doesn't work. You're 12 or 13 because of Madden video games. Yeah, I feel like that's right. Late elementary, middle school is when you really start getting into it. Austin has any baseball breaks when moving? Yeah. We're doing one right now, obviously. So yeah, it has been. We did some other baseball breaks earlier today, too. We did Finest baseball a little while ago, so... They have been moving. Is Andrew McCutcher into 75? Mariano's ERA was 0.7 in 96 playoff appearances. That's crazy. There's Josiah Gray to 50 and Spencer Torkelson. Ooh, there you go. You did get her set of golf clubs for her birthday last month. She loves them so far. That's awesome. Maybe we'll... Maybe that pays for the college, Danny. She gets a golf scholarship, right? Ends up on the LPGA. There's Otani to 50. It's crazy. I'll go to the driving range and there'll be little kids that are out there with their parents who are clearly under 10 years old. And for kids, their bodies are just so rubber bandy. You know what I mean?  It's crazy. There's Eudarvish 99 and Shaman Naya to 15. Half of them probably do hit better than their parents. Bryce Harper. DJ LeMayhew. DJ LeMayhew. In the midst. That goes to Ed and the Yankees. And we've got Mookie Betts riding low insert. We've got Lindor, Julio Rodriguez, Ernie Clement, and Fernando Tattis Jr. And that, my friends, is that. Not a bad break at all. I think there was maybe a couple more autographs than I feel like we usually get out of a case of Ben Baller. The autographs are not, you know, a super common thing, but some nice ones. Bobby Whitjr, CJ Abrams, Mackenzie Gore, right? That's not bad. Those three are not bad at all. Thanks for watching, everybody. I'm Joe for jaspyscasebreaks.com and I'll see you next time for the next one. Bye.


Hi, I'm Video Ben and I'm the media manager for DynaVap. I'm also the director of DynaVap Live. A lot goes into each episode of DynaVap Live and we're going to show you the process. On this week's episode, I'm exploring the Dynaverse. DynaVap Live always starts with a concept, whether it's Dyna stashes into the Dynaverse or a major product launch. 2020 Amphol colors, George, Josh, Jerry and Troy will be on the show. We discussed the concept in a weekly meeting and we build the show around that concept. This week, we're going to be premiering the new fall color amps. As soon as we know the concept, we get Josh into the studio and record the teaser. The teaser is a short video that announces the who, what and when of the show. This week on DynaVap Live, it's fall again and we're releasing the 2020 Amphol colors. It gives our audience a heads up about what the show is and what they can expect. After the teaser is done, I get to work on creating the main graphics of the show. Now each show has its own unique set of graphics that relate to the main topic of the episode. I create an outline and use that as my guide for which content needs to be created and where it goes in the show. We use OBS Studio to program the show and stream it to YouTube. For this week's episode, we actually have a new set and a new location so there's some extra work involved. We had to tear down the old studio and rebuild to a new location. Once we're happy with how the set looks, we set up all the cameras and microphones and start testing. We run through each microphone and camera testing to see if everything works and troubleshooting problems as they come up. By midday Wednesday of DynaVap Live week, we should have the content programmed into OBS and assigned to buttons on my stream deck. We do a stream test with all the graphics and content for the show as well as an on-camera mic check. It's 4.19 on Thursday, October 15th, 2020 and we are live from DynaVap headquarters. The last thing we do on Wednesday is send out our best stream test tank. We call this the graphics preview. We send it to the entire cast and crew so they can see all the content and know what we'll be showing. On DynaVap Live Day, we do another stream test in the morning before rehearsal. By 4.10 p.m., everyone is mic'd up and on set and waiting to begin. Greetings! Hello! And welcome to DynaVap Live! During the show, I'm running several things all at once. I control the audio, I switch cameras and I switch to content. I'm always looking for a way to jump to content that complements the conversation. I love the Rosium, man. I thought it was great the first time around. I was bumming when it ran out and you weren't getting them again and I was like, you've got to bring that back. Bryce is on the studio floor directing the cast and running camera. We keep Pranav over in the corner running questions and monitoring the live chat. The ultimate goal is to work together as a team and make every episode of DynaVap Live as fun and exciting as we can. And we look forward to seeing you next time. Be time. Thanks, Dynaverse. Thanks for watching this episode of Exploring the Dynaverse. Check out some of these other videos for more information on other cool things.


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Hey everyone, welcome to this CUBE conversation, which is part of the AWS startup showcase season two episode four of our ongoing series. The theme of this episode is cybersecurity, detect and protect against threats. I'm your host, Lisa Martin, and I'm pleased to be joined by the founder and CEO of Hunters AI, Ori May. Ori, welcome to the CUBE, it's great to have you here. Thank you, Lisa, it's good to be here. Tell me a little bit about your background and the founder's story. This company was only founded in 2018, so you're quite young, but give me that backstory about what you saw in the market that really determined this is needed. Yeah, absolutely, so I mean, I think the biggest thing for us was the understanding that significant things have happened in the cybersecurity landscape for customers and technology stay the same, right? I mean, we tried on solving the same, we tried on solving a big problem with the same old tools when we actually noticed that a problem has changed significantly. And we saw that change happening in two different dimensions. The first is the types of attacks that we're defending against. A decade ago, we were mostly focused on these highly sophisticated nation-state efforts that included unknown techniques and tactics and highly sophisticated kind of methods. Nowadays, we're talking a lot about cyber crime gangs, groups of people that are financially motivated are using off-the-shelf tools, off-the-shelf malware, coordinating in the dark web, attacking for money and ransom, basically, and versus our sophisticated intelligence kind of objectives. And in the same time of that happening, we also saw what we like to refer to as explosion of the security stack. So some of our customers are using more than 60 or 70 different security tools that are generating sometimes tens of terabytes a day of logs. That explosion of data together with a very persistent and consistent threats that is continuously affecting customers create a very different environment where you need to analyze a big variety of data and you need to constantly defend yourself against stuff that are happening all the time. And that was kind of like our eureka moment when we understand that the tools that are out there now might have been the right tools a decade ago. There are probably not the right tools to solve the problem now. So yeah, I think that that was kind of like what led us to hunters and in the same time, I think that that's my personal kind of story behind it. We used to talk a lot about the fact that we want to solve a fundamental problem and we as part of the ideation around hunters and us zooming in on exactly the areas that we want to focus on insecurity, we talked with a lot of CISOs, we talked with a lot of industry experts, everyone directed us to the security operation center. I mean, the notion that there's a lot of tools and there's always going to be a lot of tools but eventually decisions are being made by people that are running security operation center that are actually acting as the first line of defense. And that's where you feel that the processes are broken. That's where you feel that that technology doesn't really meet the rubber. The rubber doesn't really meet the road. And for us, it was a very clear sign that this is where we need to focus on. And that set us on a journey to explore threat hunting and then understand that we can solve something bigger than that. And then eventually get to where we are today, which is go to market around a holistic SOC platform that can help SOC analysts doing the day-to-day job defending the organizations. So you saw back in 2018, probably even before that, that the SIM market was prime and ripe for disruption. And only in a four year time period, there's been some pretty significant milestones and accomplishment that the team at Hunters has made in that short timeframe. Talk to me about some of those big milestones that the company has reached in just four years. Yeah. I think that the biggest thing, and I know that it's going to sound like a cliche, but we're actually believing that. I think it's the team, right? I mean, we're able to go to an organization of around 150 employees all over the world because I think, I mean, the last time that I checked like 15 countries and just that's the most amazing feeling that you can have, right? That ability to attract people to a single mission from all over the world and to get them collaborate and do amazing things and unbelievable and achieve an unbelievable accomplishment. I think that's the biggest thing. The other thing for us was customers.  So for us as a young startup from Tel Aviv to go out, to enterprise America and convince the biggest enterprise around the world to rip and replace the existing solutions that are being built by the biggest brands, software brands out there and install hunters instead, that's a huge leap of trust and that we're very grateful for and we're trying to handle with a lot of care and a lot of responsibility. And obviously I think that other than that is all of the investors that we were able to attract that basically enabled all of that customer acquisition and team building and product development and we're very fortunate to work with the biggest names out there both from a strategic perspective and also from tier one VCs from mainly from the US but from all over the world actually that are back in us. Great customers, solid foundation. Hunters is built for the clouds, is powered by Snowflake, this is AWS built. Talk to me about what's in it for me from an AWS customer perspective. What's that value in it for them? Yeah, so I think that the most important thing in my opinion at least is the security value that you're getting from it. Other than the fact that Hunters is a multi-tenant SaaS application running in AWS, it's also a system that is highly tuned and specifically built to be very effective against detecting threats inside AWS environments. So we invested a lot of time and research in analyzing the way attackers are operating inside cloud environments specifically in AWS and they will model these techniques and tactics and procedures into the system. We're leveraging data sets like AWS cloud rail and cloud watch and VPC flow logs. Obviously AWS guard duty which is an amazing detection system that AWS offer to its customer and we're able to leverage it correlated with other signals. And at the same time, there's also the commercial aspect and the business aspect. I mean, we're allowing AWS customers to leverage their AWS credits through the marketplace to fund same projects like Hunters that comes with a lot of efficiencies also and with a lot of additional capabilities like I mentioned earlier. So let's crack open Hunters AI. What makes this approach different? You talked about the challenges that you guys saw in the market that were gaps there and why technology needed to come in from a disruption standpoint but describe the differentiators. When you're talking to prospective customers, what are those key differentiators that Hunters brings to the table? Yeah, absolutely. So we like to define divided into three main pillars. The first pillar is everything that we do with data that is very different from our competitors. We believe that data should be completely liberated from the analytical layer and that's why we're storing data in a dedicated data warehouse. Snowflake, as you mentioned earlier, is one of our go-to data warehouses and that gives customers the ability to own their own data. So you as a customer can opt in into using Hunters on top of your Snowflake. It's not the only way. You can also get Snowflake bundled as part of the Hunter subscription but for some customers that ability to reduce vendor lock risk, own data on your own and also leverage security data for other kind of workflows is something that is really huge. So that's the first thing that is very different. The second thing is what we like to call security engineering as a service.  So what we're saying is that in today's world, the threats that we're handling as a SOC, our security operations center professionals, are actually shared by 80% of the customers out there. So 80% of the customers share around 80% of the threat. And what we're basically saying is let us as a vendor solve the detection response around that 80%. So you as a customer can focus on the 20% that is unique to your environment then a lot of cases generate 80% of the impact. So that means that you're getting a lot of pre-built rules and detections, data modeling to your integrations, automatic investigations, scoring correlations. All of these things are being continuously deployed and delivered by us because we're a multi-tenant source. And also allowing you again to get this effortless, turnkey kind of solution that is very different from your experience with your current sim tools that usually involves a lot of tuning, professional services, configuration, et cetera. And the last aspect of it is everything that we're doing around automation. We're leveraging very unique graph technology and what we call automatic investigation enrichments that allows us to take all of these signals that we're extracting from all over the attacks, we say AWS included, but also the endpoint and the email and the network and IoT environments and whatever, automatically investigate them, load them into a graph and then automatically correlate them to what we call stories, which are basically representation of incidents that are happening across your attack surface. And that's a very unique capability that we bring into the table that demonstrates our focus on the analytical lens. So it's not just log aggregation and querying and dashboarding kind of system, it's actually a security analytics system that is able to drive real insights on top of the data that you're plugging into it. So talk to me, Erie, when you're in customer conversations these days, the market is, there's so many dynamics and flux that customers are dealing with. Obviously the threat landscape continues to expand and really become quite amorphous as that perimeter blends. What are some of the specific challenges that security operation center SOC teams come to you saying, help us eliminate this. We have so many tools, we probably got limited resources. What are those challenges and how does hunters really wipe those off the plate? Yeah. So I think the first and foremost has to do with the second pillar that I mentioned earlier and that security engineering. So for more security operation centers and most organizations around the world, the feeling is that they're kind of like stuck on this treadmill.  And no one can really help because a lot of the stuff that they're building, they're building it in their environment. And what we're saying is that let us do it for you for that 80% that we've mentioned earlier and allows you to really focus on the stuff that you're doing and even offset your talent. So I mean, we're not talking about really a talent reduction, right? Because everyone needs more talent in cybersecurity nowadays, but we're talking a lot about offsetting. I mean, if we had a team of five people investing efforts in building rules, building automation and now three or four of these people can go and do advanced investigations, instant response, threat hunting, intel work, that's meaningful for a lot of socks in a lot of cases, that means either identifying and analyzing a threat in time or missing it. So I mean, I think that that's the biggest thing. And the other thing has to do with the first thing that I mentioned earlier and these are the data challenges. Data challenges in terms of cost, performance, the ability to absorb data sets that today's tools can't really support. I mean, we're, for example, one of the biggest data sets that we're loading that is tremendously helpful is raw data from EDR ports. Raw data from EDR products in large enterprises can get to 10, 15, 20 terabytes a day. Today, in today's themes and SOAP platforms that customers are using, this thing is just prohibited from SOAP. They can't really analyze it because it's so costly. So what we're saying is a lot of, what we're seeing is a lot of customers either not analyzing it at all or saving it for a very little amount of time, like, I don't know, days because they can't really support it for, can't support the retention around it. So the ability to store huge data sets for a longer period of time makes it something that a lot of big enterprises need. And to be honest, I think that in the next couple of years they would also be forced to have these kind of capabilities even from a compliance and regulatory perspective. Is there so, in terms of outcomes and hearing reduction in costs, really helping security teams utilize their resources, the ability to analyze growing volumes of data, that's only gonna continue to increase as we know. Is there a customer story or that you have that really, where the value proposition of hunters really shines through? Yeah, I think that one thing comes to mind from the hospitality vertical. And actually it's a reference customer. I mean, we can share the name, his name is booking.com. It's also publicly shown on our website. And I think the coolest thing that we were able to do with booking is give them that capability to stay up to date with the threats that they're facing. So it's not just that we saved a lot of efforts from them because we came with a lot of out-of-the-box capabilities that they can use. We also kept them up to date with everything that they're facing. And there was a couple of cases where we were able to detect threats that were very recently from a threat perspective, a outer based on our ability to invest research time and efforts in everything that is going on in the ecosystem. And the feedback that we got from the customer and it's not a singular feedback, like we're getting it a lot is that without you guys, we wouldn't be able to do the effective research and then the implementation of this and the threat modeling and the implementation of these things in time and working with you kind of like made a difference between analyzing it and reacting in time and potentially blocking like a very serious breach versus maybe finding out when it's too late. Huge impact there. And I'm kind of thinking that Hunters A might be one of the reasons that booking.com's tagline it's booking.com, booking. Yeah. Yeah, we're secure. We know if we can demonstrate that to everyone that uses our service. I noticed kind of wrapping things up here. I noticed that back in, I think it was January of 2022, Hunters raised about 68 million in series C. You talked about kind of being in the GTM phase. Where are some of those strategic investments? What have you been doing focusing on this year and what's to come as we round out 22? Yeah, absolutely. So, I mean, there's a lot of building going on here still, right? I mean, we're getting into that scale mode and scale phase but we're very much also building our capabilities, building our infrastructure, building our teams, building our business processes. So there's a lot of efforts going into that. But in the same time, I mean, we're being able to vary, to depending our relationship with Databricks, which is a very important part of us. And we got some big news coming up on that. And they were a strategic investor that participated in our series C. And in the same time, we're walking in the EMEA market, which is a very interesting market for us. And we get a lot of support from another strategic investor that joined the series C, Deutsche Telekom. And there are a huge provider in IT and security in EMEA other than doing a lot of other things and including T-Systems and T-Mobile and everything that has to do with that. So we're getting a lot of support from them. And regardless, I think in that ties back to what we've mentioned earlier, the ability for us to come to really be customers with the core of investors that we have is a very important external foundation. It's basically saying like this company is here to stay, we're aiming at disrupting the market, we're building something big. You can count on us by replacing this critical system that we're talking about. And sometimes it makes a difference. Like sometimes for some of the customers, it means that this is something that I can rely on. Like it's not a startup that is going to be sold two months after I'm deploying it. And it's not a founder that is going to disappear on me. And for a lot of customers, these things happen, especially in an ecosystem like cybersecurity that is so big with such a huge variety of different systems. So yeah, I think that we're getting ready for that scale mode and hopefully it will happen sooner than what we think. A lot of growth already, as we mentioned in the beginning of the program since just 2018, it sounds like from a foundation perspective, you guys are strong, you're rocking away and ready to really take things into 2023 with such force. Uri, thank you so much for joining me on the program, talking about what Hunter's AI is up to and how you're different and why you're disrupting this in market. We appreciate your insights and your time. Absolutely Lisa, the pleasure was all mine. Thank you for having me. Likewise, for Uri May, I'm Lisa Martin. Thank you for watching our CUBE conversation as part of the AWS startup showcase. 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