All right, fantastic welcome back. You're still hanging out with us right here on Why In The Morning. My name is Brian Sakwan. I'm so excited. Many thanks for joining us. But before we get too far, let's have some sort of interaction. And that includes our socials, and that's Facebook, Instagram, and on Twitter as well. It's out for you for a full channel. And you can find me at Brian Sakwan 01. And then the hashtag is Why In The Morning. This segment is all about entrepreneurs. And today I'm going to talk about how to create an amazing, bold, and beautiful brand that's actually recognizable by people out there. Of course, we live in a world where people are setting up a lot of businesses and especially trying to get into the digital space that has taken over the whole entire globe by storm. How do you create something that will actually be recognized, appreciated, attract clients, customers, even not only just business-wise, even as a person individually to a single individual best level as well. That's what we're going to delve into and much more. And joining us on set today, we have a very powerful gentleman. He is Mr. Moinesi Musaila. Just a little bit brief or overview about who he is. He has been in the space for over 12 years as a senior management position in various multi-national, both in South Africa and Kenya as well. He is also a corporate lawyer and in communication, he's also a communication professional where the master's degree in international trade and commercial law from the University of Wheatwaterstrand in Johannesburg. He also founded House of Major in 2014, a strategic and communication firm based in Nairobi, Kenya, right here as well. Aside from that, he has also developed and contributed to the personal brand of thousands of individuals from politicians, corporate executives, creative artists and media personalities as well, okay? That's where I come in. He's also a certified trainer, licensed by the prestigious protocol School of Washington in the United States. And he's also a global leader in etiquette, protocol services to governments and corporations, worldwide, also to leaders around the globe. Mr. Moinesi Musaila, joining us live in studio. Welcome to I in the morning. Thank you very much, Brian. When I hear my bio being read out like that, it sounds quite intimidating, but I assure you it is. Why? Why? That's you. That's like your details now being shared with the public. Thank you. It scares you? Well, it's good to be here. I just, I'm not used to hearing, yeah, of course. People are liking your successes. Yeah, sure. Be humble. Anyway, that's what I'm getting. But welcome. I understand it's like a period of very long time before you've been here. Welcome back. Thank you so much. It's good to be back. Let's get to know you a little bit. Like how did you get into this space before we talk about how to come up with a brand that a lot of people can recognize? Like how did you get into this niche exactly? Until to a point, your brushing shoulders to these elite people in the corporate space and in other spaces as well. Sure. I think growing up, I've always been a people person. And I find myself in situations, circumstances, and jobs which require me to face people. My first job was as a waiter and a coffee barista in Johannesburg. I did that for a couple of months when I was very young. I was about 16. And I enjoyed the interaction with people. I enjoyed mingling with them, listening to them, watching their behavior, how they do things. I went on to do promotions, even as I was studying my law degree. And even in that space, I realized that I do enjoy the aspect of people. I like watching how people move, how they behave, how they dress, how they interact, what's successful, what's not, what works and what doesn't. And then when I graduated with my degree, I went full-time into business development for different companies. I was absorbed full-time in one multinational and then I moved to another and then I moved to another. But in the same job, I was always interested in what does it take to make a successful human interaction, whether it's a commercial interaction or a social interaction. I've always been fascinated by that. It's one of those things that can't leave you. You know, certain people have certain things like a musician has that deep need to listen to music or to play an instrument or to be involved with sound. My need has always been the same, that people fascinate me. So I worked professionally in different roles, senior roles, I've been a general manager, I've been a business development manager, I've been in marketing, sales, PR, anything that involves people and human interaction. Training and teaching as well has been obviously a very natural step in that direction. And then in 2014, like you mentioned, I went on my own and started a consulting outfit, which now does that for as many people as possible. Consults on how to make their brand and their image, their perception and their reputation something worthwhile. Because they say that reputation can have far-reaching effects on how people perceive you and what decisions they make about you. There's actually a book, The 48 Laws of Power, which says one of the laws is guard your reputation with your life. So I'm in the business of reputation management. Right, interesting, interesting. I love those details because we live in a world where the social media things are happening really fast. Somebody is doing content on TikTok, they go viral next time, they're getting endorsements. Now let's use that example. For instance, somebody has just gone viral, they're now being seen in countries like Turkey, the US, Canada, etc. And then they've gained, they've amassed all these numbers and now brands wants to start working with them. But then they're not even ready to present that image of what that client wants. For example, if that person approached you and wanted to collaborate something that will actually speak for that client, how can they go about it? I think you've mentioned something very interesting, which is you get to a point where you have a lot of numbers and viewership, which is very attractive to corporates and individuals who want advertising reach, which is what numbers give you. But advertising reach is very different from reputation. Advertising reach is a commercial approach when it comes to getting your name and brand and logo out to as many people as possible. But once you've gotten that name and brand out, does it do anything? Is there any decision that will be made after that? And I think that's where now the true essence of branding comes into play. So you can have even a million or 10 million followers, but are you speaking to the right audience, to the right type of people? And is it a brand that has enough of an impact to make people sit up, take notice and actually do something about it? Because whenever we look at people like that, they're referred to as influencers. And influence is the ability to get people to behave in a way that you want them to behave. But most people have taken the term influencer to mean someone who has a lot of reach. So the minute you have a lot of reach, you are perceived as being an influencer, but the correct term is influential. So the difference between being an influencer and being influential is very different. Being influential means that you have a lot of reach.  But are you able to influence people to behave and move and act in a certain way, whether it's purchase a product, go to a certain hotel, or whatever it is that you as a client want them to do. So my job is to try and make sure that there's the right mix of being influential, but also having influence, to be able to make that brand have an impact and stick and be memorable.  Right. You can have the right music, the right, you can have everything set, but it's the wrong audience, it's the wrong environment, it's the wrong time. Wrong time, absolutely, absolutely. So there are many factors to consider when it comes to branding. And the promise that you're making, are you able to fulfill it? Is it one that has substance? Is it something that is linked to the environment in terms of triggers? There's so many things to consider. Wow, I like that. And I think we can stay right there for a bit. Like for, let me use, for example, as Y254, maybe we want to, but we want to adjust our audience a little bit. We don't want to just appeal to the youth, but we also want to tap into even the older generation. Of course, they might not be savvy with some of the topics that we talk about that includes social media loads now. How can we appeal to them to a point? We're not losing them. Yes, we have them, but they're not here as much, but at least we are appealing to them. How can we do that now? We must remember that human beings are not robots. We're not inanimate objects. We have hearts and minds. So hearts and minds is where you need to start. You need to be able to connect with people at an emotional level, because if someone can feel and connect with you emotionally, then the logic will then follow, and then they will start to decide, is this content relevant for me in my space in what I'm doing? Most people develop content and do things with what they think is best, but branding is really about what does the other side think? What does the customer, what does the target audience think about what it is that I'm doing, and are they in a position to interact with it? So there's a bit of research that goes into that. Very few assumptions. You don't make assumptions. You always try and understand and have intelligence on the target audience, but then you also want to make sure that you are aligned with the environment of the target audience. You're doing and saying and behaving in a way that is comfortable and appealing to the target audience. So if the target audience is to now maybe raise the demographic to maybe an older market, then you need to be able to do and say things that are comfortable for them. I'm sure you're giving them your meeting, that niche and that target marketer audience and what they need. Absolutely. There's a time I interviewed one of my guests here who is from the media council of Kenya. They were saying they're doing a research where they want stations to not only just give the audience what they need to know or hear, but also something that they can hold onto in the future. I was thinking, I was looking at it like, are we programming to just like also, like are we doing future programming or we're doing current programming where yes, we are feeding our audiences, this is what we're doing this morning, but in the afternoon also, you can still tap in and use it. So I really got lost there. Do you think it made a lot of sense? Yeah, it does. There's a saying that says, if you speak to a man in a language that he understands, you'll be able to connect with him. But if you speak to a man in his language, you have him for life. And so you must be able to connect with people according to what they are most comfortable with. So if you take an example of, let's say a chimpanzee, a fish and a caveman, as just a rudimentary example. If I, as a long standing Arsenal fan, go to a chimpanzee, a fish and a caveman, and I talk to them about our title, Chances, This Season, under Mikael Artheta, all three of them will look at me like, what are you talking about? They can't relate to what I'm saying. But if I connect with a caveman and I start talking about caves and fire and hunting and making tools, I then have, remember hearts and minds, I then have a way of connecting with him, dropping his guard, and then now we can start to discuss things like sports and football or whatever it is. If I approach the fish with water and swimming and currents and things like that, things that are relevant to the fish, to his environment, to whatever, then at least I have an ability to connect with the fish. Same thing with a chimpanzee. If I start talking about trees and swinging from trees and that kind of thing, at least we have some level of connection and then the dialogue can follow because everything starts and ends with communication. Etiquette is how you make people feel comfortable with you. So etiquette is just the beginning. And the etiquette of a caveman is not the etiquette of a fish, it's not the etiquette of a chimpanzee. Every person has what they need to feel comfortable. When in Rome, as the Romans, you might want to come and say, well, we want to be dynamic and revolutionary and change the game and be disruptive and all of these things that are very nice catch words. But at the end of the day, people like to do what people like to do and they like to feel comfortable where they like to feel comfortable. So it's very important that you do things that are not too far removed from what they are and what they know, but also if you want to influence them and tilt them to a different side, start where they are. Instead of trying to come from the outside in, start from the inside out. This is reminded me of the Cardi B and the rest of the musicians where you'll hear a lot of people gravitated towards her music and you'll hear somebody from a religious setting say, no, you can't listen to that kind of music because it doesn't resonate with our value system. Now, let's come back to now a company from a company perspective. We want to attract numbers, but then we live in a world where there's, I'll say, celebrities are being used to influence and a lot of the fact that you mentioned is a difference between influencer and influential. Now, if you were to bring an influencer, for example, or somebody who is influential, what are some of the things that they should be briefed on before they take up that brand? Because everybody wants numbers, even stations, not just stations, even individuals. Everyone wants to have 100,000 followers everywhere on social media, at least. You know, it makes them, you know... Influential. Yeah, exactly. For example, if they were to do that, what are some of the things that they should consider? I think always know where you're going and what you want. Most people build the plane while it's flying. They start with, I know I need this, but if you actually delve down, you ask, why, why do you need it? Why do you need this influencer? Oh, because they have numbers and they will help us grow. Okay, but why? You know, the why has to... Good question. The why has to be answered first because the end game starts with the objective. What are you trying to accomplish? If you can go into the future when all is said and done, once you have those 100,000 followers, it's not just about the followers. What are you doing? What is the station doing? What is the business doing at 100,000? What are they actually accomplishing? What is the 100,000 for? You know, and if you start with that in mind, then you can now start to build backwards and start to put in place certain strategies and elements and components of which this influencer is just one element of that. It has to be a holistic strategy. People make the mistake of leaning so much on an influencer, thinking that they are going to take you to the promised land. No, they are a tool. They are a component of a much bigger machinery, but you have to be very clear from your business, from your objective, what do you want to accomplish right at the end? And there's a very famous book by this guy, he's quite revolutionary in the field of marketing and people with Simon Sinek. He says, start with the why. Start with the why. Why, what's the whole point of what I'm doing? Why do I need the numbers? Why do I need the numbers? What is it for? When you talk about root cause analysis, where you ask why five times, by the fifth why, you will get to really understand truly what is the need that we're trying to accomplish. But if it's just very surface, if it's just a very surface consideration because someone said that it's a good idea, I think it's a good idea to have this influencer. You see, they have a million followers. If we get them, at least we'll be able to get 50,000. No, it doesn't work. That should not be a part of the reason. No, absolutely not. This influencer got to where they got because of their content, because of their demographic, because of what they are doing, and they're very targeted and they know what their why is. If your why does not match the influencer's why, then forget about it. So as you're picking an influencer, you must be able to understand that this person is speaking to the same people that I'm speaking to, that I want to speak to, and the reason that I want to speak to them needs to be aligned to the reason why this influencer is speaking to them as well. Right. Before we come back now to an individual perspective, who wants to shine and have that visible bold brand. Now, let's talk about how marketing plays a huge role in propelling a brand. And I'd really like you to talk about how some of their strategies somebody can use to ensure that you know, because of course stands, I've seen celebrities do a lot of stands, like somebody went at a spa, they pretended like somebody was cheating, and then it was all dramatic. And then in the end, I had to come to this spa at 7 p.m. I'm like, what, he used violence to tell us that you can come to this spa, like was there any other option like you guys would have used to, you know, create visibility for it. So please talk about how that can be, you know, incorporated, especially marketing. The word market is a place where buyers and sellers meet. So marketing is the business of bringing buyers and sellers together, that's it. As long as the buyer comes and the seller comes, you have achieved marketing. Once these two people meet and they connect, then that's what you've achieved. So in that example that you gave, if that's what it took to bring the buyers and the sellers together, then that's marketing. That's an element of marketing. And so, you know, if you're interested in marketing, you need to figure out what will it take to bring a buyer here? What will it take to bring a seller to the same space? And once they meet, can we achieve now the objective of them meeting, which is the sale? So, you know, you've mentioned an example which perhaps you are not comfortable with because maybe you are not the target. It's not for you. And this is what we must realize is that marketing and branding is very specific. It's target specific. There will be people who will be for Cardi B and there will be people who will not be for Cardi B. There will be people who will be for Donald Trump and there will be people who will not be for Donald Trump. Yesterday, our country was at a standstill because their people are either side of the divide and they believe and they resonate with different ideologies from different people.  And you have to be clear on the type of individual, whether it's in terms of age, level of income, level of education, status, preference. There are so many factors. They call it LSM, Living Standards Metrics. There are so many factors to consider when you're looking at who would best resonate with your brand. So, it's not a one-size-fits-all. If you, as an organization or a company, want to do something, then you must be very clear who are my people? And then even segment them even further. You can have primary, secondary and tertiary if you want. Interesting. Now, from an individual's perspective, somebody wants, let me use myself. I come to you for consultants and I tell you, hey, when I see me, I want the visibility, the wired one. I want to post a photo and Asiad is liking it. Everyone who is influential, like you said, is liking the photos. Is it right to do that? And is it possible, possible? Is it right? Yeah. I guess. I don't think there are any laws against doing that. I think you, depending, again, like I told you, what is it for? Right. For what, for what, what's the purpose? Yeah, maybe I say, there's some, some target, no, target I did. There's some corporate attention I want to get, or there's some people want them to see my work so that maybe next time we are networking, we're interacting, working together. So that what can happen? You see, I already need, I'll give you the rate. But you need to go, it needs to go even further. It needs to go even further. Yeah, it needs to go even further. Right. So that what can happen? Right. You know, we leave it here at very surface and then we do things and then it's piecemeal. It's like saying, I want a cake and then I get the flour. Yeah. Or I want to be recognized by the president and then? Yeah, so that, if I take the analogy of I want a cake, a cake has so many ingredients, there's flour, eggs, sugar, yeast, milk, water, and so on. But you're taking a picture, it's just one ingredient. And what's the cake for? Is it for a birthday? Is it for yourself? Is it just because you want to make, what is the purpose of it? So once you understand what the purpose is, then now you set around putting the things together. You've mentioned one influencer. You've mentioned the president, for example. Right. What is the, if you look at the example of the fish, the chimpanzee, and the caveman.  Right. What does the caveman care about? What does the chimpanzee care about? What does the fish care about? So similarly, what does the president care about? Right. Yeah, what are you doing to be in the space and then the environment and then the trigger set of the president? Of the president. Right. Once you understand that now you work your way backwards and you ask yourself, how many trigger sets does this person have? Can I be there with all of them? Can my content at least touch as many of these trigger sets as possible? And then once that happens, what next? What do I do next? Because once he is triggered, once he sees you, now what? And then he's seeing you. Do you have a plan of what you're going to do after that? You get my point. Most people, once you've been recognized and you've been seen, then what? You can have all the numbers of all the famous people and the elite people, but what are you doing with it? Are you able to capitalize on it and actually move it to something that actually... Or even make money. It's tangible. If making money is your objective, then absolutely. Right. Yeah. Because like I said, before we live in a world where everybody wants to come on Instagram, go live. And speaking of that, I don't want to mention her name because you're having a very serious conversation here. During the COVID time, she went on, did some two, three things and then Tori Lenz recognized her. And then recently, you've seen how she's getting a lot of recognition. Even at some point, she mentioned PDD, you know, or Puff Daddy recognized her. You know, getting that attention. Do you feel like, you know, it also reminded me of reputation. Do you feel like, for example, if a product or an advertiser wanted to come and approach such a person? I don't know if they're already abrammed. It's either maybe they are gravitating towards that kind of behavior, like coming on Instagram, doing some two, three things and then you go viral. So is it because they're gravitating towards that kind of reputation? So there are certain things that every brand needs to understand. We call them brand vitals. And vitals is an acronym. V is values. So what are your values as a brand, as a person, as a company, as an organization?  Are you willing to be associated with a certain group or a certain person or a certain individual? And because by association, you're kind of endorsing the values, which is fine. And if those are your values, then that's okay. Then you have interests, which is what are you interested in? What type of personality are you as a company or as a person? What are the activities that... Interesting, company personality. Yeah, company personality. A company culture. What are the activities that the company is involved in? What is the legacy of this company? What do they want to accomplish? What are the strengths of this company? And does the individual that you're trying to get to endorse you touch with these things? And if you answer those questions, then you can pick wherever you want, really. It's up to you to decide what you think is best. There's no universal standard for what is right or wrong, unless you are religious and you subscribe to a certain moral code, which is yours. You see, the moral code is also yours. Right now, we have so many people with so many different moral codes which lead to so many different value sets. And so at a brand level, what is your objective? And do you feel that the person that you're aligning yourself with or the influencer that you're aligning yourself with ties in with your brand vitals? And if they do, then go for it. Right. Now, staying off loads, competition. Nobody, I don't know if competition is good. They say competition is good for business, but I don't know if everybody likes competition, but those people will say, if that person has done this today for their brand to shine, then tomorrow I'm doing this. I'm taking an example of, I think I saw it online, there's like some sort of Instagram exchange between, I don't know if they're already celebrities, Amberay and Vera Siddique, of course, they are known for some certain things that are out there in the public. And then there's one of them who did a gender reveal via a helicopter. And then the other one came claiming, oh, you copied me, you used my style, you don't have money, you use witchcraft. So I was trying to compare. Both of these people have huge numbers of followers. But then the other one is blaming this one for doing some certain things. Is it possible to maintain healthy competition? But yes, we are in the same business, same environment, same clients, but still we are objectively competing without having these, you know, brushing shoulders in a very, you know, negative way. Well, in publicity, there's no such thing as negative publicity. And as far as I'm concerned, they both won. You feel like they both won? 100%. Okay. They've absolutely won. And at the end of the day, it's all, it's a show. It's a show for you guys. It's a show for the masses to be entertained, to be, to have something to talk about. We're here sitting in a program talking about them. They've won, you know? That's the point. They've accomplished what they needed to accomplish. And so you might see it because you see, whether you're talking about competition or negativity or whatever, as long as you're talking, they've won. That's the point. Now, it depends what do they want you to talk about. So if our conversation now starts to veer into something negative and we start maybe insulting them and causing them some kind of reputational damage, then that's obviously negative and tarnishing their brand. But, you know, if we're just commenting on, if we're just providing social commentary, then I think they've accomplished what it is that they set to accomplish. And, you know, I know one strategy in public relations is to engineer beefs and to create acrimony so that people have something to talk about, especially if your brand is on the decline or let's say you want to launch a new show, which I think one of those ladies has just done. You want to have at least something that will bring the attention because now the attention is on both of them. And then now you start to pick a part. Okay, so what is this one doing? And what is this one doing? Oh, this one has a new show, let me check it out. The other one is on a billboard. You see, so now you see now it drives numbers to the show. Right. Yeah, and that's part of the overall strategy. Right, interesting. And still on that celebrity vibe, I saw you were working with Zari Hassan, let me call her ex-wife to diamond platinum. You were working with her. You guys were flying as well. I was like, wow, this is my nest getting it big, bro. How did you get to that place now? You're working with some of these amazing people that we just read about them or we saw them in movies and TV. Sure. Now, I think it was courtesy of the company that I was working for at the time. I think they've done an amazing job of getting their brand out there. I was certainly part of assisting with that process. It's part of the work that we do to help get brand visibility and stuff out there. And it was just a strategy that we deployed to try and increase the visibility and the reach of this really, really great company that is doing amazing work in the renovation and real estate space. Yeah. So that aside, you're also in real estate professionally now. Well, I'm still a communications person.  Right. Correct. Now, I'll also talk about law.  How is that important? And why is it important even for a business that's competing or are really out here to have a person like you behind their brand? Sure. It certainly helps, because at least law is all about risk mitigation.  Don't try this. We mitigate risk. So we're trained from very early on to understand what's risky and what's not. What can you say? What can't you say? So from that perspective, it helps. And it also helps to know how far can you stretch something until you break the law. You know what I mean? So you can stay just within the lines of legality until you tip over. So it's useful to have someone with that skill set as part of your team. The other thing is that lawyers think laterally. Because for a lawyer, there's no right or wrong. It's how you defend it. It's how you justify it. It's how you explain it. And lawyers are very good at that. In fact, I think lawyers and marketers are kind of in the same. I think that's why maybe for me, the transition was very seamless. I think the ability to make sense of situation and to also stay calm because one of the things that they teach you in law is that because one, there's no right or wrong. Well, there is right and there's wrong. But in terms of your position, you must be able to look at both sides. Like being neutral? Remain neutral but also understand what the dynamics are on both sides. So what that does is it teaches you to think laterally. So most people, normal people, will take a position. This is my position. And my position is my position. And I stand by it. And you can't move me from here. But lawyers can think best case and worst case and be able to allow a view of all sides. So we're very good at scenario planning and planning what kind of, if this happens, then what's the worst that will happen? If this happens, then what's the best that can happen? So it's useful to have that level of training as well.  And then it happens I also have a gun and I shoot them. If we go to court, will I be charged of murder or self-defense? It has just played in my mind right now. Now let's talk about digital footprints. I think it should be, let me not mention her name. There's somebody also lying who had, like before she became famous, she had commented on a certain celebrity's drama somewhere else. And then her time came, she became famous. And then people are talking her. And then the celebrity came and screenshoted that part and said, but six years ago, you were the one who was insulting me. Now why can't you take the same hit I was taking? And it just taught me about online and digital footprint. Like your online history will remain there for the rest of your life. Why is it important to take care of your digital footprints as a company, as an individual? It's very important because it's directly tied to your reputation. And so you must be able to have a daily audit, or at least a regular audit of your online assets.  The internet is there. And as long as you have an interaction with the internet, someone will take that interaction for whatever it is that they think can be useful to them, whether it damages you or not, it doesn't really matter. Because we're all in a competitive space. Everybody is trying to get ahead. So if they can take something that you have done and use it, then it's fair game. There's the laws, I mean, of course, we do have laws now on data protection, which is very important. We have laws on cyber bullying, which is also quite important. But outside of that, the court of public opinion is a free for all. We have a very robust Twitter community here in Kenya, which doesn't really care. The minute something happens, you will trend, and it will go for as long as it needs to go and you, as an individual, as a company, as an organization, have to be comfortable in whatever... If I put something out today, even this interview, whatever we're discussing, am I comfortable 10 years from now, someone watching this and making a decision about this, about me based on this conversation? So always... I'm calling you again. Absolutely. In somewhere else. Think not just in... So my job is to make sure that people think not just in terms of now, because we can be very impulsive and emotional in the way we react online, but think also in terms of the future. If I'm not comfortable posting something today that can come and be used against me 10 years from now, then I'd rather not post it. Think before you post. You know, those are some of the fundamentals. But if I'm comfortable, if in the future I'm okay with whatever it is that people have to say about me, because why? Because my objective, I'm not trying to go for a government position. I'm not trying to be a whatever. I'll be a corporate. That's corporate. I'll be a corporate. Absolutely. If I'm just interested in a different career path, because I know my why, then I can post and interact the way I want freely without fear. Now, I must stress that the term professional means that you subscribe to a code of conduct. So when you're considered a media professional, it means that the media code of conduct, the laws, the ethics, the counsel as a journalist, maybe you have subscribed to a code. As a lawyer, you subscribe to a code. As a doctor, you subscribe to a code. So then now you're considered a professional because your profession is governed by rules and regulations, do's and don'ts. So as a professional, if you know that you have certain do's and don'ts, then you absolutely must color within those lines even as you're interacting online. But if you're not a professional, which is why professionals are held to a higher standard. When you say that I am a professional this, it means that I am tied to a code of conduct. But non-professionals can do whatever they want and have no consequences for it. Right, and that has reminded me of the African parenthood setup where you'll see some parents saying, I don't want you to tune into that station, shut it down, let's switch a channel. Even when it comes to Montes politics, in the public domain, you'll see people say, hey, may another station, I feel like it gravitates to other certain agenda that I don't want my kids to tune in. Why does it happen like that? Is it because it's an already perspective that was set? The tone, like I mentioned, there's no right or wrong. But yes, it's still there. Parents don't want their kids to tune into that station or tune into that program because they feel like it might introduce different perspectives, values, or interview with a certain code of conduct, like you said. But why is it still happening even though you've mentioned there's no right or wrong? Remember I said that everyone has vitals. Everyone has values, interests, personality, temperament, activities, legacy, and strengths. People have vitals, and I'm speaking as a parent. I have certain values that I want my children to subscribe to. And I'm very clear on those values. And whatever it is that they're consuming, whatever it is that they're doing, however it is that they're behaving, I would like them to subscribe to a certain value system. And I'm well within my rights as a parent to do that. So if a parent decides that they would like their household, that they're paying for, to move in a particular direction, then that's it. And this applies to companies. This applies to anybody who is in a position of authority. Even this institution, this institution has certain values that they maintain and say that, remember values are non-negotiables. Values are not something to debate. If this is my value system, this is my value system. This is not a discussion point. And so for that person at an individual level, they have the right to control whatever they can within their control, which is their children. But outside of that, you cannot impose your values on other people. You can try and influence. You can try and create a brand that will pull people because brand is not about force. It's not pushing. It's pulling. It's magnetic. It's charisma. It's bringing people in, in a subtle way, using influence, using communication, using top of mind, using reputation. And many of these are the tools and strategies that we work on. So you can't really force your, you can't impose your value system on people. And there's a global trend right now of competing value systems. So many people have different values that they subscribe to, they believe in. And it's up to you to decide. In the supermarket of values, which one do I like? And you find people who like, maybe today I'll pick this one, I'll drop it, I'll pick this one. That's not really a value because then you're wishy-washy, you're flaky and you're not, you can't really be taken seriously. Look warm. Still in that, we've seen, for example, they say a lot that the corporate world is very cutthroat. And of course, if you're in that space, you must maintain a certain image as we close. For example, somebody went and vented online and the company felt like, hey, since you went online and vented, I don't think we can keep you with that kind of venting. But this person just used to the social media to share their emotions or what they feel, or maybe a perspective on a certain, let's say issue that maybe that company doesn't gravitate towards. Why should they let go of this person and yet they just made use of their social media? And yet the input in the company is still valid and profitable. It's back to values. Right. You know, values trump money. Values trump everything. If my values and your values are not aligning, and I think that's a conversation that has to be had with influences right from the beginning. Infants us mostly. Yeah, our values aligned. Do we have a similar direction that we are moving towards? Because if you do something on your social media or say something, can I stand by that as a company that you have endorsed? And if I can't stand by that, it doesn't matter how many people you bring into the table. We've seen many, many big celebrities who've been dropped by companies. Reconnables. Yeah, you look at Kanye West and Tiger Woods before that and many, many other examples of people who, I mean, Kanye West had probably the most sales of an influencer and endorsement that Adidas had ever seen, ever. Yet they dropped him at the, because their values were not aligned, because he went publicly and used his social media to comment on other things. The numbers dropped. The numbers dropped. But you see, there are certain things that go beyond money. And if you have a value system, then that's really an admirable thing. But if your value system is money, then I guess it doesn't really matter. Right, I think I'd love us to bring to a close that conversation, but I talk about any projects, any consultancy packages that you're offering just in case for a person who'd want to come and seek your services. What are some of the things that you're ready to offer them? And maybe if you have a number, an email, social media, you can share your camera. Yeah, so I'm on Mr. Mwinesi on Twitter and IG and LinkedIn as well. And we actually have a program, a career summit happening next week with the likes of Vucitemberquio and a couple of other exciting names. My dear friend, Joanne, the career coach, will also be doing some, we'll be working together with that. It's actually her who's driving the project. So if anyone wants to interact with that, that's next week, God willing, from the 27th. But my day job remains as an image and performance consultant for companies, organizations, and individuals worldwide. Yeah, email, social media. Yeah, so Mr. Mwinesi on Instagram and Mr. Mwinesi on Twitter. So Mr. Mwinesi Instagram, Mr. Mwinesi on Twitter and Mwinesi Musalea on LinkedIn. Right, I know you can't give out your number, but it's all right. Definitely not. All right, we are speaking to Mwinesi Musalea, who is an image and behavior consultant. Thank you so much for coming through. Thank you for having me. And welcome back, please come back once again. Thank you, Brian, you're doing a great job. You're welcome, thank you so much. Oh, that's the biggest highlight for me for the day. All right, we're gonna take a very short break, but you can continue to interact with us, by the way, on our socials. And that is at Y254 channel on the hashtag Y in the morning. Aunt Brian Soko 101 is Mwinesi. Definitely a vulnerable coming up next with the next segment. I wish you well.


Pastor Chris and Bushiri's father Uybert Angel strengthened ties. It was almost like a homecoming this past week as flamboyant preacher-slash-businessman Uybert Angel traveled to Nigeria for a global finance conference where he met and spent some time with popular Nigerian televangelist, Chris Oyakulom, Pastor Chris, the founder of Christ Embassy. Unknown to many, Pastor Chris played an inspirational role in the formation of Uybert Angel's Spirit Embassy Church in 2007. In 2005 during New Year's Eve, Angel, and his wife Beverly, were watching Pastor Chris's New Year message on television and the seeds were immediately sown. To understand this, you would have to go back to a 2011 birthday magazine interview where Angel listed American preacher Kenneth Hagan as his spiritual father. After the death of Hagan in 2003, sources claim Angel sought a new mentor in lieu of meeting Pastor Chris. Below is the full message from Uybert Angel posted on his Instagram page, my level of indebtedness, honor, and love to and for this man, Pastor Chris Oyakulom, is beyond my ability to articulate and even my own comprehension. It is then of paramount importance that it be known that Pastor Chris Oyakulom is not a man I call a friend but a mentor. A life coach and a father figure because calling such grace a friend is tantamount undoing all of my spiritual dignity and integrity. It should also be noted that my secret all these years has been understanding levels of grace in men that have made a mark for Christ that no man can erase and appreciating and acknowledging their contribution to Christianity without putting into visibility my own giftedness or sharpness in the prophetic or revelatory style of my teaching ministry and to add to the list my God given business acumen which is but a few years in the making due to my age and level of grace versus a man who has been in the Lord for years and has taken vast territories for the kingdom. You see I respect ancient oil. I have also learned through the years that God's grace on a person is beyond any gift or any position they may occupy and I have also learned never to be moved by what people think or say so with that in mind. Pastor Chris Oyakulom is an inspiration and one of those few men I can submit to be laid hands on and him inviting me to visit with him and to preach and prophesy at the Global Finance Conference was and still is an honor I never expected to be granted any more than I expected to be the first man to land on the moon and for him to lay hands on me and decree what he decreed upon my ministry and my life is an honor baby and I will cherish for eternity. We love Pastor Chris Oyakulom and without reading between the lines we encourage you to visit our literature to know how Spirit Embassy started and who apart from the Kenneth Haggins teachings and covering had the greatest impact of any man in my life and also here who was the man that prompted the genesis of Spirit Embassy as a ministry and when you do you will realize my love for Pastor Chris is not something I got excited with yesterday or yesteryear but a revelation I live by for so many years so this is not a new direction but a clearly followed path we decided to make public this 2018 year of the pillar of fire where we are following the cloud and not the crowd.


Stevenson with a 3-0 win over Hood College, Christian Taylor with head coach Dave Trumbo after this one. Well, evening tonight where this team didn't allow Hood to be on 13 points this evening, what do you attribute to your team's win tonight? We played our level. We controlled what we can control on our side of the court. We had a really big weekend. Tendency might have been a little let down the night. I didn't think so. We played really good defense. I think we enjoyed playing defense and not letting the ball drop and see if we can keep the other team hitting in the negative, which we were able to do tonight. And our serve receive was good. Our serve receive was good. We gave up one ace. And our goal was always to have way more aces than we do receive errors. And we did that tonight. How important was it to get some of these other players in, like a Sarah Crodell, like a Nicolette Fuglestad, Molly Joyner, Adriana Anderson? How important was that? Super important. They probably would have played more except for a senior night. And I wanted seniors to get a chance to play. But everybody works so hard in practice. And that helps you when you get back to practice because everybody playing that much harder, which pushes everybody that much more to get better. I mean, I do think that one of the reasons why our teams improve is because kids enjoy practice. Everybody plays hard. If everybody is in mentally in practice, it just makes it so much more fun, encouraging each other, you know, and diving on the floor and just having fun playing volleyball. Well, you mentioned the seniors, Haley Hoover, Shannon Bailey, Caleb Vates, Sarah Straub. I mean, that's a significant list there. What does that individual group of seniors kind of mean to you and this university? Well, they've had a rough time. You know, they had the COVID year.  Two of them are staying. You know, Haley and Caleb are going to be back, which is fantastic. And I'm just glad they're having a regular year. The last two years, the junior and senior year. And, you know, we've got a lot of freshmen playing, but our seniors carry our team.  All four of them. It wasn't hard tonight on senior night because they all started anyway. So it made it, it made it great for them to be able to play and go out like this on senior night. Coach, thank you very much. Congrats on the win. Thanks, Christian. For Coach Trumbo, I'm Christian Taylor and go MustangSports.com.


The largest hospital and healthcare provider in the state, Hackensack Meridian, is looking at expanding further. The chain is exploring a partnership with Carrier Clinic in Somerset County. Carrier is well known for its treatment of addiction and mental health issues. Hackensack Meridian says a partnership with Carrier would allow it to enhance its efforts at treating opioid addiction. Senator Bob Menendez and


Hello everyone, welcome to theCUBE studios here in Palo Alto, California. I'm John Furrier, co-host of theCUBE and co-founder of SiliconANGLE Media Inc. Joan here with Tom Joyce, CUBE alumni. Some big news, new role as a CEO of Pensa. Welcome back to theCUBE. You've been kind of freelancing out there as an entrepreneur in residence, CEO in residence. You've been on theCUBE, commentating. Great to see you. Good to see you too. Thanks for having me back, you know, fully employed. Congratulations. You know, finding where you land is really critical. I talked to a lot of friends like, you know, they want to get a good fit and a gig. They want to have a good team to work with. It's a cultural issue, but it's also you want to sink your teeth into something good. So you found Pensa, the CEO now of the company. You got some news which we'll get to in a minute. But, you know, what's going on? Why the change? Why these guys? You know, last time we talked, last time I was in here, I was running a consulting business and I did that for almost a year so that I could look at a lot of options and, you know, kind of reset my understanding where the industry is and where the problems are. And it was good to do that. You know, these were some of the best people that I met. And I got interested in what they were doing. They're smart technical people. I wanted to work with them. It was a good fit in terms of skills because when I joined Pensa, just a couple of months ago now, they were all technical people. And they'd been heads down developing core technology and some early product stuff for almost three years. So, you know, they needed somebody like me to come in and help them get to the next level and it was a really good fit. The other thing is, frankly, in my last job, I was running an IT shop and I also had about 1,000 people out there selling and about 300 pre-sales people. And I saw, when I saw this, I saw a product that I could have used in both of those areas. And so, sometimes when you resonate with something like that, you start to think, well, geez, this is something that I could, a lot of people are gonna need. And so, there are many aspects of the technology that are interesting, but ultimately, I saw that this is a useful thing that I could go make a big business out of. You've had a great career. We know each other going way back. EMC days and certainly at HP, even during the corporate developments work that Meg Whitman was doing at HP, you've been involved in a lot of M&A activities. So, you've seen the landscape. You are talking to the VCs and all the conversations. We've talked about that in the past on other interviews. You can check it out on YouTube, Tom Joyce, if you're interested in checking those conversations, that's worth looking at. So, you landed at Pensa. What do they do? What was the itch for you? What was, why are they relevant? What are they doing? Well, the first thing is, the company was founded about three years ago by people that had hardcore experience in big networking and virtualization environments. And, you know, they've been tackling some of the hardest problems in virtual infrastructure as you move from the hardware to everything being virtualized on multiple clouds. These guys were tackling the scale problem. And they'd also drilled down into how to make this work in the largest network environments in the world. So, they had gotten business out of one of the largest service providers in the world as their first customer. So, you know, you look at that and you say, all right, these are smart people and they're focusing on hard problems and there's a lot of longevity in the technology that they're going out and building. And basically what they're trying to do is help customers go to the next level with all software-based or software-defined, if you will, infrastructure so that you can take technology from a whole bunch of different sources. It's going to be VMware, OpenStack, DevOps, the DevOps stack, as well as the whole, you know, constellation of people in the security industry. How do you make all those software parts work together at scale with the people that you have? Rather than going out and hiring a whole new IT staff to plug all this stuff together and hope it works, these guys wanted to solve that. So, it's without a lot of expertise, this product can go design, validate that it works, build and deploy complete software-defined environments that can do it faster than you could do it any other way that I'm aware of and I've been around this industry for a long time. And so that's what I saw, you know, when I said, geez, you know, I could have used this before, I could have used it in my own IT, where our exposures were things like, we had all this old software that we needed to update and we're scared to touch any of it, right? Well, you look at things like Equifax, I was exposed in the Equifax breach and that was exactly that story.  Well, to be honest with you, in my business, we were doing the same thing because we weren't comfortable with upgrading our software because we couldn't validate that it worked. You know, how do you move from the old stuff to a VMware 6.5 and make sure nothing else breaks? Well, we're kind of in the era of needing machine learning, intelligent technologies, autonomous kinds of ways to deploy this stuff because you can't hire enough smart people to go do it and that's what I saw. Well, we'll do a breakdown or a tear down how you want to look at it of the company in a second, but you guys have some news. Let's get to the news. What's the big news that you're sharing today? Okay, great. Well, there's a couple of key parts of it. First, we're formally launching the company. We've been heads down development and I've been there for a few months but the company hasn't been launched. So we're doing that. We're introducing Pensa to the world and the new website is pensa.ai. The second thing is we've completed our series a financing. So we've got the financing under our belt. Third thing is we've been hiring a team. We've brought in certainly me. I've brought in a fellow named Jim Chapel is the VP of marketing, long time industry guy in both large and small software companies. And we're rolling out the first product. So the technology is called- In terms of shipping. Shipping product, okay. Yeah, it's going to be shipping as a SaaS offering and it's available now. It's built on our technology which is called Maestro which is the smart machine and the first offering is called Pensa Lab and I can describe to you what it's used for but it's for helping people go figure out how do I design, build, run, try new scenarios and roll out stuff that's actually going to work and do it a lot faster than people can do with traditional companies. Congratulations for launching the company. Congratulations on the new role. Great job. I'm looking forward to seeing it. But let's get into the company, Pensa. So let's just go in, market, you guys are targeting. Take a minute to go into the market. What's the market? What's going on in the market? What's the trends? What's the bet in the market for you guys? You know, with an early company like this there's always a lot of things you can do and the battle is figuring out what is the first thing we're going to do. So I think over time we're going to be relevant to a lot of people. The first customers we're going to be focusing on are people in IT that are trying to manage complex virtualized networks. So a lot of them are people that are using VMware today. So the category is virtualization, cloud, what's the category? It's a SaaS product for design, build, run. So it's really designing autonomous IT systems that are built on software-defined environments. So it's VMware, OpenStack, the DevOps stack and being able to kind of bring all those parts together in a way that from an operational standpoint you can deploy quickly. And the first version of the product is going to be designed for test and dev. And next year we intend to bring out production versions of it. But virtually every one of these folks has environments for test today to figure out, all right, I want to go do my update, my upgrade, my change, I want to try a different security policy because I've got a hack happening and I want to do that fast. We're going to go after that. The other side of it is folks in the vendor community. So almost anybody that sell in a solution, again, like me and the job that I used to have has people out there doing proofs of concept, demos, building systems for customers. And what we can do is give you the ability to spin up complete working environments and do it basically like that. If you got a call this afternoon to go show VMware NSX running with some customer application with some other technology from a third, we can make that all work for you and then you can tear it down and do the next one at four o'clock in the afternoon. So is it VMware customer base you're targeting? I mean, it sounds like, and clarify if I don't get this right, you don't really care if it's private cloud or hybrid cloud or public cloud. We don't care. No, we don't. And there's a lot of folks in VMware. And VMware, is it a target market? VMware buyers? Yeah, absolutely. And we, frankly, we've had people inside of VMware working with us as the number of the beta testers on this and demonstrating that they can spin up their own environments faster. So that kind of proof point is what we're after. But then there's a lot of folks in DevOps, right? DevOps is one of the hot targets for our business and a lot of businesses. And what we see is folks that are focusing on the app development side of DevOps and then they get to the point where they gotta call IT and say, all right, give me a platform to run my new application on. And they get the old answers. So a lot of these folks are looking for the ability to spin up environments very, very quickly with a lot of flexibility where they don't need to be an expert in, all right, how's the storage gonna work and how do I build the network, right? So you're targeting IT and DevOps hybrid or is it one of the other DevOps developers? Okay, so, and you don't care which cloud, so you're going to draft off the success that VMware's seeing right now with their cloud strategy with AWS. Same long, software defined is booming. We can help those customers figure out, how do I do vSAN faster? How do I do NSX faster? How do I set up applications that I can move to AWS faster? It's kind of brilliant. So software defined cloud, software defined data center, all this is in your wheelhouse. This is what you're targeting. And that's the opportunity and the challenge. Again, when you're doing a small company, you know, the world is your oyster, but you have to kind of focus on the first thing first. So we're going to go in and try to help people that are dealing with, all right, I need to kind of update my software so that I don't have an Equifax or I need to fix my security policies. I need an environment like today that I can use to test that or I want to go from the old VMware to the new VMware, I got to make sure it works. That's good for the customer. It's good for VMware. It's good for us. Now comes productivity for the developer. Absolutely. Okay, so let's talk about the business and the business model. So you guys raised some money. Can you talk about the amount or is that confidential? It's confidential at this point and we have some additional points. Bigger than 10 million, less than 10 million. It's been less than 10 million. We're going to go lean and mean, but we're set up to make the run we need to run. Okay, good. Get that out of the way. Employees, how many people do you guys have? What's the strategy? Just over 20 now and we have a few more folks that we're going to be adding, but we're going to go, you know, fairly lean from here. Okay, in terms of business model, you said SaaS, can you just explain a little bit more about the business model and then some of the competition that you have? Yeah, this product was designed from day one to be a SaaS product. So we're not going to go on-premise software and old models. We're going with a SaaS model for everything we're doing now and everything we intend to do in the future. So the product sits in the cloud and you can access it basically on demand. We're going to make it very easy for people to get in and give this a try. It's going to be simple pricing, starting at about $1,500 a month. So a little bit of low cost entry, not freemium, so it's going to be some cost to get in, try before you buy, POC, wherever that goes kind of thing, right? Yeah, it's going to see a demo, do a trial, give it a shot. And we're going to, you know, if you give it an example, right? When I was at my last job, I had again 300 pre-sales people doing. Where is this? This is at Dell Software. Dell Software, we got it. Now it was called Quest.  Well, I'm going to give them, and I'm calling them, by the way, the ability to buy it for a very short amount of money and you're not committed to it forever and you can use it as much as you want.  Get my app running on that and a very, without being an expert in all those parts. Yeah, so it all works. You can stand up stuff pretty quickly. It's a DevOps ethos, really, but it's about the app and the developer productivity. Right, and from a business model standpoint, it's how do I make this really, really easy? Because the more of those folks that use it in this phase, next year, when we get to say, all right, let's punch that thing you built into production on your cloud, you know, we'll be ready to go. So our goal is to grab a space cloud. Talk about competition. Yeah, I think the competition for this part of it, the kind of DevTest lab spin up scenario, the pencil lab that I just described, the biggest competition is going to be people that build their own. So in the corner, you got your test environment running on your old hardware, right? So that doesn't come with this automated software capability. The other ones are going to be people like SkyTap, as an example, that a lot of people use, and I've used in the past, that gives you a platform to run on, but again, a lot more cost and not the automated software capability. So there are a lot of scenarios like that that we can go after and it's almost universal. Everybody's got a need to have some sort of a test or dev environment, right? And we are going to prove to them that the software is better. So not a lot of competition. It's not like there's a zillion players out there. No, it is a big target, but there's not a lot of players. And for the most part, you're going to go into scenarios where customers have something they've cobbled together that isn't working as well as they might. And Pensa AI hints a little bit of automation piece, which is really hard as people know in the enterprise. Let's talk about the technology. What's under the hood? Is there AI involved? I'll see you at the domain name.a, which I love those domain names by the way, but what's the tech? What's driving the innovation and story differentiation? To be honest with you, inside, it's something that you debate, because that's what it is. If AI is a way to use technology to do things as well or better than people used to do before, that's what it is. And if you take all the hype and nonsense out of the conversation, you say, it's not about Skynet and computers taking over the world. It's really about doing stuff better than we can do and making people more effective. That's what we have. Now under AI, there's a bunch of different techniques, and we're going to be focused on primarily modeling and the core IP of this is how we build the model for all of those components and how they interact and how they behave, and then machine learning. How do we apply techniques to actually learn this? So you're writing software that's innovating on topology and configuration, tying that together, and then using that instrumentation to make changes and or adaptive-like capability. Exactly, but rather than go spend a month building the template that you're going to go deploy, the system will build that for you, and that's where the smarts are. And we'll use machine learning techniques over time to make that model better. And so that's kind of where we're digging, and frankly, it's a big problem for people. So software is your main technology. It's 100% a software platform, yeah. Okay, well Wikibon research was going viral at VMworld, and I'll make a note because I think this is important because automation is hard. This key point of your thing is that Wikibon showed that about $1.5 billion is going to be taken out of the market as automation takes non-differentiated labor out of the equation, which essentially is stacking servers and racking, stacking and racking. That plays right into your trend. That's exactly what we're doing, and what we want to do is- And by the way, that value shifts, too, to other parts. Yeah, and I think we're trying to focus on, automation isn't new. It's not new in IT. Certainly, there's been a lot of focus on it the last 10 years. The question is, how do you make the automation smarter so you don't have to do the design and say push play? There's a problem with automation in these really complicated microservices multi, the problem is, if you build that template wrong, you can make the same mistake 1,000 times in a row, right? And so, I mean, I've had products in the past where they worked great as long as that template was correct, right? Well, what if the template changes? What if I need to put new security policies in there, changes? Maestro is going to build it for you.  That's your product name. Well, that's what DevOps is all about, programming the infrastructure, and that's always going to change. So that's really the DevOps ethos. And that's why, you know, if you expand out from the first play around this test dev scenario, where frankly, we'll learn a lot. We'll learn a ton about different patterns that we see. We'll learn a lot about the interop environments that customers want. I want you to add this or add that. The system is going to get smarter to the point where when we punch it into production, it's going to know a lot more than it does today. Well, congratulations on the launch. My final question for you is really the most important one, which is, if I'm a customer, why do I care? What's in it for me? What's the value? Why should I pay attention? Depensa.ai, what's going on? What's the value to me? Why should I care? Why should I call you? Give me the bottom line. Yeah, it's about risk reduction. It's about making sure that the things you need to change, you can actually do it without it blowing up in your face. And it's also, frankly, the other side of the thing. Well, the infrastructure blowing up in my face, or just apps. If you make changes to your environment and you're not sure if they're going to work, but you know, again, take the eco-fax thing. If they had made those changes and put them into their environment, they wouldn't be on the front page of every newspaper in the world. Frankly, my information wouldn't have been hacked. What would you guys have done if I was eco-fax and I knew that potentially I had to move fast? How could you guys solve that problem? We have a problem upgrade the software today. And what we would have done is given them the ability to... Do you think they knew they had a problem? I don't know if they did or not. But you can see this scenario over and over and over in other companies where they say, we know we need to do an update, but we're not doing it. We're going to wait for six months. Because it breaks stuff. Because we're scared. Scared or that breaks stuff or both? It breaks stuff and we need to test it, right? So we're going to bring test velocity into that. And we're going to bring intelligence to make sure the design is right, right? So that you can do it more quickly. It's interesting, in the old days, remember, in the old days it was like patch management was a big thing. That was the on-premise software. But with DevOps, you need essentially test and dev all the time on. You do. And if you're developing these applications with DevOps on the front end and you're dropping new versions of them in hours rather than quarters, the infrastructure on the back end has to kind of speed up to DevOps speed. And that's where we're going to focus our attention. All right, here's the hard question for you and we'll end the segment is, when does a customer, your potential customer, know they need you? What's the environment look like? What's the pain points? What are the signals that they need to be called on pensa.ai? What's the deal there? Yeah, I think we're going to talk to, again, the DevOps people that are looking to get their applications out and get them built and deployed. So need for application pushing, that's one. That's one. The other ones are going to be folks inside of any IT organization that need better velocity, need to be able to test. We want to take cost out of it because we're going to do it for a lot less than what it costs you to do it now. And the third one is the vendor community. Folks out there selling software, VARs, pre-sale. No, I guess the question is more specific. What is the signs inside the customer that make them want to call you? Breaking, stuff's breaking, upgrades not happening fast enough. I'm just trying to get to the heart of it. If I'm a customer, I don't necessarily know. Yeah, on the IT customer side, it's all about velocity. We need to push our apps faster. We need infrastructure faster. We need to test security policies fast. We're not going fast enough.  That's our guys. All right, well, Tom, congratulations on the launch. Congratulations on the new CEO job. We'll be tracking you guys. Series A funding, congratulations. Who's the VC involved? We have the fabric, which was the seed funding source. And then March Capital has been very helpful to us in this era. Great, well, they got a great pro in you as CEO. We'll keep in touch. Cube alumni, good friend, Tom Joyce here inside the Cube studios on the conversation around the launch of the company, Series A funding, new team members and pensa.ai. This is the Cube. Cube.net is our URL. Check it out. Siliconangle.com and Wikibon.com is where you can go check out our stuff. I'm John Furrier. Thanks for watching.


This is how Minnie Dlamini and Quintin's fairytale began. Nandi Matida was not at Minnie Dlamini and Quintin Jones' white wedding over the weekend but she definitely played a role in their fairytale love story. As the couple tied the knot in an all-white ceremony in Cape Town on Saturday, Nandi took to social media to reveal that the couple first met as teenagers at her family home. I am heartbroken I can't make it to your big day Minnie but what makes me feel better is knowing that you two met for the first time at our family home when you were still in your teens, Nandi said. She said that their love story was a tale she would tell their kids and grandkids. I feel lucky to have witnessed the very first day you two met. Lucky to have witnessed the beginning of a beautiful journey, she added. The couple's white wedding was attended by some of the biggest names in Mzansi, including Somaizomite Longo, Anathai Missengana, Jessica Nkosi, and Anil Mdoda. Minnie, who promised a dress out of the ordinary, dazzled in a long white dress with a veil, while Quintin wore a dashing black suit.


Well, the goldbond gang over at the spew thinks He's the bad guy. Come on, man. Not a joke. I'm being serious This is not hyperbole Jack end of quote next line They say that a good guy with a gun can control a bad guy with a gun Well, we saw in a wall that that's not true and you saw it in Buffalo.  No What we actually saw at you Valde is that you can't depend on armed police to protect you How in the world is that an argument against citizens being armed? Yes in some cases the good guy doesn't get there in time They give themselves up or the bad guy ends themselves in other cases It's a regular good guy or a police officer that ends the shootings with a gun How else do you meet sacks think you can stop a bad guy with a gun without using a gun? Like this is a cartoon and we're gonna lead the shooter to a trap where we drop a piano on his head Oh, then it is true in Indiana. It was true in Indiana That was a lucky moment And you know what? I feel like this if you're a good guy with a gun You should not object to background checks or yes or licensing or you know limitation on military style weapons That killed thousands at once. I'm sorry The only gun that I can think of that would be capable of killing thousands at once Would be the BFG which could definitely leave behind a thousand piles of jibs the AR 15 Which I'm sure she's referring to shoots one shot with every trigger pull just like most handguns The worst school shooting in American history was done with handguns. What gun isn't military style They use handguns in the military are those military style which military issues. They are 15s None that I know of everything these ignorant sausage casings blurred out of their air holes is disinformation I'm gonna get right back to damaging myself so I can analyze these morons But first check out this free coin offer from noble gold folks We are to the point where gas is seven dollars a gallon in some places a ten-year-old Honda Civic could set you back 20k and rent is over two thousand dollars a month. Welcome to nine point two percent inflation Let's go brand and I agree and it doesn't look like it's getting better anytime soon What can you do? You can try trading stocks or buy mutual funds, but returns are sinking fast You'd have to make at least ten percent with charges just to break even and if you're looking to retire comfortably Well, those aren't even options. You might have heard about gold IRAs, but don't know much about them That's why noble gold has a team of experts at the other end of the phone They'll put you straight on what you can and can't do to get yourself to financial safety again And if you're quick, they're giving away an incredible one-tenth ounce American Eagle gold-proof coin with every qualifying IRA or 401k rollover You can't go wrong with noble gold call the team now at<PHONE_NUMBER> to find out more or visit noblegoldinvestments.com That's noblegoldinvestments.com. You can also use the link in the description or pin comment. Make sure to tell them DroneTech sent you If you're a good guy with a gun you should not object to background checks or Licensing literally nothing. She listed there. Stop the shootings. They're talking about both guys legally bought their guns Went through background checks and were even known by law enforcement But with this good Samaritan thing listen I was trained when I was at the Justice Department in firearms and I was trained in defensive firearm training It is very hard to hit a moving target.  Hostin claims that he was only just lucky to hit his target Eight out of ten shots. I guess since sunny hosting can't hit a moving target then nobody can I'm sure this is all factual Experience-based information. We're getting here. You commonly will hear it said in the firearms training industry That only advanced shooters or expert shooters are capable of moving hitting moving targets That is a belief system that's been put out there So to lead you to believe that you need the instructor's magic Pixie dust in order to be worthy of shooting a movie tar a moving target your eyes your hands in your eyes will coordinate Under your target that will use the mechanics use the principles that we've been using and watch what happens But with this good Samaritan thing listen I was trained when I was at the Justice Department in firearms and I was trained in defensive firearm training It is very hard to hit a moving target. It is hard for people that are trained to hit a moving target It is very lucky that that good Samaritan hit that moving target in in that way And he wasn't so he had a gun permit, but he wasn't supposed to be in the mall with a gun So he broke the law even though he was a guy even though he was a This is your brain on an ideological religious cult from her dementia rattled war perspective The good guy with the gun was actually the bad guy Because as she puts it He's actually breaking the rules by having the gun there in the first place Except as you may have guessed Sonny Houston doesn't know what she's talking about and is spreading disinformation As well as smearing a hero and everything that he did was well within Indiana's gun laws He had as different than the law of the mall of Simon malls and I would say that takes precedence when you save a life Well, well, he saved a life guys. I gotta go. I gotta go. I'm sorry.  They are scum and the market should treat them accordingly All right, that's another one in the can if you enjoyed it Please hit that like button to share this video. It really helps then leave a comment to vent all your frustrations. Thanks a lot See you on the next one


The Institute of Translational Health Sciences, ITHS, has seen success in its efforts to facilitate the translation of research discoveries into medical products through its Drug and Device Advisory Committee, DDAC. Since its establishment in 2008, the DDAC has provided product-specific scientific and regulatory mentoring to investigators seeking to translate their discoveries into medical products. This has resulted in 161 unique project teams being supported, 28% of which have gone on to form startups. Additionally, the commercialization rate for the UW School of Medicine increased significantly after the integration of the DDAC into the commercialization programs offered by the university's Technology Transfer Office. This article was authored by Lynn M. Reyes, Fiona Wills, Connie Barrassassure, and others.