Hello, and welcome to IBM's Beyond Firewalls, resilience strategies for all, focused on the importance of cyber and data resilience. I'm Rob Streche, managing analyst with theCUBE Research. Today, I'm joined by Ram Parasalman, executive director with IBM. Welcome, Ram. Good to be here. I'm glad to have you in here because I think again, this is near and dear to my heart, again, being cyber resilience month, here in October. I think there's a lot people can learn from what IBM has been doing. It has a rich history. You and I have both a lot of experience in this industry as well. So let's kind of jump into some of the practical aspects of what's going on in cyber and data resilience. Why don't we start off with what's critical in the role that you're playing with IBM and what you're up to at IBM? Yeah, for sure. So I am responsible for end-to-end data resiliency. As you know, one of the primary targets for the bad guys, the bad actors, is the data. So what does it take to deliver end-to-end data resiliency, right? We've heard this quite a bit, but what does that entail and how can we bring it to the market? That's my primary responsibility. So I am responsible for product management for data resiliency.  I think especially with ransomware and other cyber threats that are coming to fruition at this point in time, there's so many different vectors that bad actors are taking. At the same time, some of the most successful are leveraging social engineering and other things that are outside of it and then they're able to get into this. So what are you seeing, because you're out there talking to customers quite often, what are some of the key issues that you're seeing in the cyber resilience landscape? If you look at it, ransomware is the type of attack that grabs the headlines. It's just so pervasive, right? So what I like to tell our customers is basically ransomware is like a bachelor's degree. So it's kind of a must-have or kind of all attackers are well-versed with what ransomware is. The reason it takes or grabs the headlines is it's so popular and voluminous, right? But attackers are not sitting just on ransomware. They're moving beyond, right? So today, if you look at it, I think exfiltration, stealing of data, leaking it in the dark web, these are more commonplace than they were when we began COVID in 2019. So these are the master's degree, the PhDs, if you will. So the attackers are not just getting more sophisticated in the kinds of attacks they cause, but they're also doing it pretty fast and causing more damage, right? I think that's a key, right? Is that the speed at which these attacks are taking place has just increased tenfold. I think, again, we all love, and if you don't say the word AI in something, you get a bad mark on the inner webs. So when you start to look at it, how is it that we can keep up with the speed? Because the emails that used to start the ransomware attacks now look and are formatted really nicely out of LLMs and things of that nature. How is it that we can really keep up, or how can organizations keep up with the speed of these attacks? Yeah, this reminds me of a scene from Top Gun Maverick, right? So it's like, the bad guys have the same manuals we do, right? So you gotta throw away the conventional wisdom, if you will. It's interesting you mentioned AI. Just like we have access to AI to help with detection, the bad guys have access to the same AI, right? To help cause attacks faster, right? So it's about how you use and harness the tools, if you will. There's research from IBM that states what used to take attackers 60 days because these attacks today takes less than four days. Yeah. So you figure the math, right? Whereas the response, it's still roughly about two to three weeks for us to give a basic or kind of the initial response to these attacks. So we are not moving as fast as the bad guys are, right? So it says something about the impedance mismatch between how fast those guys are causing attacks and how pervasive those attacks are to the enterprise. Yeah, it's just crazy, because I think that when you start to look back at how fast they're moving and how they are using all the same tools, I think ultimately, I think AI will give the defenders a better chance than it does, because I think it helps with, from our perspective in the organizations we talk to, they're seeing it as a way to help level the playing field a little bit, help upskill their defenders inside there or especially at the small or medium-sized business where they may not have as many people or that person is wearing multiple different hats. What are you seeing and how are you trying to help organizations come up to speed with that or gain that speed? Yeah, one of the things which mentally, when you talk about defenders, the one thing that comes to your head is they're all united, they're standing in formation and they're sharing intelligence, right? So, but that's not what you see in practice in enterprises. I think what's hurting the most are silos between teams, between products and between intelligence, right? So, there is not that sharing. So, if you take data teams, AI teams, storage teams and your security teams, these are all disparate teams within the organization where there is not a clear collaboration between these teams in the face of an attack, right? So, what happens and why it takes us to know much longer to respond to attacks than the attackers to cause it is because we are not able to share and collaborate information so that we get to that recovery plan soon enough, right? So, one of the key things we need to do as an industry is to bring these silos, right? Because the longer these silos exist, the longer it's going to take us to respond to those attacks. Absolutely. Yeah, and I think again, what I look at is that it has to be not just, hey, I call up or I slack or I teams or whatever methodology of chat that you're using but it has to be more integrated into the products that they're using ultimately. What are some of the things that you're, I mean, you're on the product management side. What are some of the things that you're bringing to the table to help organizations really get a handle on that and come up to speed and really deal with that? Yeah, so it's really boils down to three things, right Rob? So, one of the first things is detection, right? So, the earlier you detect, the better. But it's not about you just saying I detected something, it needs to be high fidelity, right? So, basically saying, hey, you know, I've detected something but that's highly reliably, you know, you can say that that's an attack, right? Because you don't want, there is already alert deluge, right? The security teams deal with trillions of alerts a day and they don't know what's credible and what's not. So, you want to be sure that the alerts are kind of accurate and high fidelity, right? In addition to being early. So, that's one thing. We'll talk about it a little more, I guess. Second one is, this is very important, safe recovery. Because again, the last thing you want is to recover some data and then be attacked again. Or to lose a lot of data and be true, super safe inconvenience your customers. So, safe recovery is extremely important. And we'll talk a little bit more about that too. The final one is really integration of the existing workflows between security and storage. So, again, this is the thing where we say, hey, it's not about some team detecting, you know, an attack. Another team being called into the rescue. And these teams are not on the same page, right? It's about how can we make these more collaborative? Not just during work time, which is when an attack is on, but also during peace time as a discipline. Just to improve the rapport between these teams and get them working together. Yeah, I think that's totally key. All three of them are very key. And is this where Defender comes in and how it helps organizations really get a hold of that? Yeah, so IBM Storage Defender was pretty much founded. To solve these problems. So, really, it's about bringing together all of the technologies that exist today, but that don't work with each other, right? And across your data estate. So, one of the primary things we have to set as a boundary condition here is to say, you cannot really exclude any part of data, right?  I looked at backup data and I'm ensuring a backup is immutable. And, you know, kind of I can bring together a backup when you need it, right? So that's kind of one half of the problem. But on the other, there is this primary storage, right? Or primary critical workloads that get stored on arrays and flash storage, which basically is being handled by a different team. And there is a different set of tools that are managing those. But when it comes to an attack, you just don't know where the recovery is going to occur from. Are these primary hardware snapshots? Or do you need a backup? Or is it a combination of these two? This is where the recovery tends to be different from what we are used to, right? You know, we've been doing DR for ages, right? Disaster recovery. Recovering from a cyber threat is fundamentally different than recovering from a disaster. Yeah. Right? And it needs precision. It needs kind of piecing together the evidence and ensuring to know what's safe to recover from. And it's bringing these things together, right? To help the customers recover from a threat. Yeah, let's kind of unpack what is a, you know, what is good detection look like? And how do you really accomplish good detection? Yeah, let's start with detection, right? So it's about leveraging the collective intelligence from all the sensors that you have out there. Some of these sensors are hardware based. For example, we have flash core modules that can detect inline these corruptions, right? To data as they're written. Now, is that going to be an accurate indicator of cyber threats? Not by itself, right? So you take that as a sensor. It's much like our home alarm system. That's one sensor. And then you have some sensing or some detection you do based on file systems, right? With which you say, hey, based on read, write, and the IOs that I have going, I'm able to credibly detect there's something off here. And then of course your backups, which you can say based on metadata or other analysis that we do, you can say that, okay, you know, I have more credibility that there could be something else going wrong. But think about this. Each one by itself only tells you part of the story. The complete story and the higher fidelity and detection comes from inferring across these. And this is where AI comes in to our earlier point and we're able to now say, I'm seeing three sensors go together for a certain timeline. This to me credibly indicates risk to your data. Yeah, and I think what's powerful is that IBM has the technology and has had it there for, I mean, AI is not new. I mean, I know it's new in the buzz and all of that, but AI has been around in modeling and machine learning has been around for a while. It's more how you apply it because I think to your point, you know, it's understanding what is the place that I should go and recover from. So what is, yeah, and well, it's kind of got detection. Now I've figured out what's going on. Now I got to figure out where to go back and actually recover from. How does that work? Yeah, this is where a company spends so much of their time, which is, okay, I've got an attack, right? Attack has already taken place or is in progress. These attackers, as we spoke about, they're rapidly expanding their blast radius, right? And in that time, what's happening here on the recovery side is teams are going piece by piece, copy by copy, trying to figure out, is this copy safe or no? Okay, shall we go to N minus one, N minus two, right? Point in time. Right, the known good. The known good. So there is no pre, like your prefetchers, right, in cash. There is no prefetched known good copy that you have as a baseline. Imagine if you had that and you said, okay, hey, I'm aware that the attack has taken place. And oh, by the way, I already have a baseline that we can start testing. You know, get started with the recovery. So that's kind of what we are trying to go from a place where teams are stepping through copy by copy into a holistic place where you can now, you know, not only just orchestrate across all the copies that you have at different points in time or with different levels of granularity, but you're also able to say, as a baseline, I know that this copy is safe, has been tested safe. So that I can now take it to my clean room, start testing and then start recovering. Yeah, I think that's totally a very important piece in gaining confidence across those silos that we were talking about, right? Because when you start to have teams sharing data and having the same methodologies to understand, okay, here's my known good and how I figured out my known good to start. It also helps smaller companies that may not have as many people to get in there and be able to start, you know, nowhere to start. It's a force multiplier to them as well. Absolutely, and if you think about the earlier comments we made about DR versus cyber recovery, it's again like a home being invaded, right? So what's safe for one application may not be safe for another. So you need to have this notion of a safe copy per app, right, per workload. Because at the end of the day, it doesn't just help to say I have this copy that I know is safe and then hand it over to my data team to go recover. If the application doesn't work, I mean, it doesn't make any sense, right? I mean, it's not going to help you at all. So that's where the notion of what's safe for one app may not be safe for another is the fundamental difference between disaster and cyber threat because the extent of impact can vastly vary depending on type of attack. Yeah, and I think we had some of your colleagues on earlier and they said, I think by some of the research that you had done, it was like on average, it was like 300 days to know that somebody had been in there. And I think to that point, it's one of those things that you figure it out when it's too late, but you want to stop that. You're never going to get day zero fixed, but you want to not have another day one and go through that. And Howard, what you're bringing to bear, really helping again to your earlier point, break down those silos between sec ops and storage and data teams and how does data recovery really play together as breaking down those silos? Yeah, that's a great question again. So if you think about traditional security has been perimeter, endpoint, network focused, right? So it's just kind of all in these boundaries that enterprises used to have and have had for decades. But come the age of COVID and digital transformation that we've been talking about for a decade now, this traditional definitions disappeared. So which means no longer do we have a strict boundary or perimeter, it's really become more about the data. So what is it that data, these security teams don't have with their tools? Because you have XDRs, Extended Detection Response. You got your CASBs, Cloud Access Security Brokers.  Yet they all lack is an awareness of the sensitivity of the data, right? Because security teams are grappling with all these events that are affecting the network or the endpoint. But what storage can give them, and this is where this whole category of cyber storage comes in, can give them a prioritization framework based on the data, right, the criticality of the data. So I think when you add this layer to the XDR, these teams now start trusting each other better because security teams are now getting out of the trillions of alerts that they have, they're getting the few alerts that they can respond to because it impacts the companies the most. So I think, long story short, the key point is we have to fit within existing workflows because security teams have standardized their workflows. They have playbooks that they recover from using a source, security orchestration, remediation tools. So you don't want to recreate those workflows and create something side-banned, right? You want to be able to fit within these existing workflows so that teams are not adopting something new. They're now incorporating intelligence into something they're not going to use. Right, and it's bringing to bear all of the different things. So you're not just looking at the endpoints. You're not looking at that. You're actually looking at what's critical in the data, which is I think the key, because not all data is created equal. And so if something has to go back or be offline and having background in DR and having had, we had at the financial institution I was at, we had over 500 different applications and out of that, we had 80 that were business critical and out of that, we had eight that if they were offline, for any amount of time, we were either getting fined by the SEC or we were going to have very unhappy customers who couldn't get to their data. So I think that really is key to bringing that back together with SecOps and the data teams, understanding how they play together and storage plays that critical role. Where do you see this evolving? Where do you see your tooling evolving from here? I think what you just mentioned brings us to this minimum viable company, which is basically saying, what are my critical workloads? How recoverable are these workloads, right? So even to give companies a visibility, today if you ask nine out of 10 companies, really don't have an idea of how recoverable their most sensitive data is. Because there are two questions there you pose. One is, do you know where your sensitive data is? And the second is, do you know how recoverable that is? And you mentioned the SEC, it's important because SEC is now gotten regulations where all companies are required to report cybersecurity incidents via an 8K8 form. So this brings accountability now as a boardroom discussion. It's no longer an option, it's a mandatory discussion in the boardrooms, it has to be documented. So the future, if you ask me or even the present of Defender is it's the same values. It's basically how do we build even better detection with even higher fidelity? Second is kind of how do you recover and recover your minimum viable company sooner, right? So we want to cut short that time, it can't take three weeks for a casino to get recovered or for a hospital even worse, right? If your operations can't proceed for two days, two hours, right? It's very critical. So shortening the amount of time it takes to get the minimum viable company up is something we are going to be maniacally focused on. And what this takes is sharing intelligence across the different sources, across vendors. That's why we say data resiliency is a team sport and therefore we will be working with our companies and friends across the industry so that we collaborate with the intelligence that we have. This is not different from 9-11 or other threats, right? That phase the nation, for example, where teams are required to share intelligence and kind of come together so that you outsmart the bank guys and deeper integration with SecOps workflows and existing tool chains, right? So that you're not reinventing some of these workflows. Absolutely. Well, I want to thank you for coming on and really digging in there because I think this is such a critical piece to how organizations are going to really come to build out big and small, they need to have this and to your point about minimally viable company and understanding that. I think the automation and making it simpler for companies to understand and take advantage of is unbelievably critically key to that decision. So where should they go to find out more about what's going on and how to understand Defender and get more information? Yeah, one of the easiest things to do is just go to our website, just look for IBM Storage Defender. I'm sure the link will be on the show notes. The other is to get started with a cyber resiliency assessment test. This is an IBM free for any customer that's interested, when we analyze what's your current posture like? What could you be doing? What are some of the simple steps that you can take? Because building resiliency is like building muscle. It's like strength training. You don't start overnight and go to lift 100 kilos. That doesn't happen one night. So it's a journey and you begin that by knowing where you stand and then you kind of take those steps that you progressively improve your resiliency with. And then of course, if you're interested, go dive into Storage Defender and you'll see what the demo can do for you and I'm sure there'll be something compelling there. You know, at the beginning of the journey, it's much more to go, right? And biolactors are not sitting on us. They're moving faster, so we have got to move even faster. Yeah, no, I agree. And we'll put the links to that in the resources tab down below as well. Well, I want to thank you again. Thank you, Rob. This has been fun. Yeah, thank you.  And thank you for watching this episode of IBM's Beyond Firewall's Resilience Strategies for All on theCUBE, the leader in high-tech enterprise analysis and coverage. Thank you and stay tuned.


Ladies and gentlemen, please welcome Founder, CEO, and Editor-in-Chief, Silicon Angle Media, John Furrier. Okay, hello everyone. We have a great customer panel here to talk about the industrial Internet, the benefits, the business outcomes. I'd like to welcome them up right now.  Michael Bororich, EVP and CTO of Apache. Okay, Andrew Boat, CIO and Senior Vice President of Statoil. Jim Compton, Vice-Chairman and Chief Revenue Officer of United. Terry Donnelly, EVP, Chief Operating Officer of ComEd in Chicago. And Dr. Peg Van Bree, CEO of St. Luke's Medical Center. Hey, Peg. Welcome to this great panel. Good. Thanks. Great distinguished panel here, some senior tech athletes, as we say, in the tech business. It's been fun to cover the big data business because watching the evolution of cloud, mobile and social and now with big data hearing the transformation stories is fantastic. And one of the things I always get interested in is seeing kind of the hype versus the reality. And one of the things that we see here with GE is they have the sizzle and the steak.  Great work. So the first question, Jeff, I want to ask you, how did you put this all together? You have customers that we're going to hear from shortly. How did you get your people to mobilize around big data? It's not so much of a clear vision a few years ago. Now it's playing out in real time. We heard Florian talk about big data. The next Billy Bean, the next tech athlete, that person that could be in the organization, could be anyone, not just a PhD. How did you put it all together? So again, I'd say we've been working on this more or less inside the company for the last five years. The notion really comes out of, you know, I think the company is reasonably market focused for a big company. We spend a lot of time thinking about what our customers are saying and what they need. And we have this incredible legacy of installed base and our products are used in, you know, many hazardous settings. So, you know, 30,000 feet above the sea and 15,000 feet below the sea, we run the gamut. So I think this notion of asset optimization, enterprise optimization has been kicking around the company for maybe a decade, maybe longer. And I think we kind of slowly saw that the analytical piece was going to be as valuable as the physical piece. And that's probably four or five years ago. And then we went through a process inside the company of thinking about make versus buy. Do you acquire an analytical company or do you acquire people? And I think we kind of convinced ourselves that maybe it will take longer, but we would be better off trying to get talent inside the company and build it organically versus building it in organically. So we spent probably six or nine months going through this process of how could we build it the best. And so probably before last year when we started talking about it externally, we'd been working on it three or four years already inside the company. And now I think we've got, you know, maybe some of the building blocks in place. Now, the people on this, you know, we've been doing business with a stat oil and Apache and St. Luke's and United and ComEdison probably for 100 years, some of them 50 or 60 or 70 years. So we kind of started in the places that we knew the best with the customers we knew the best and try to bring the technology with us. You always talk about the backlog and its business is good, but I want to go to Mike. You were talking earlier about some numbers. So let's get to the business outcomes. Let's talk about process improvement. What does one percent mean to your business? I mean, you're in the oil area and people say, oh, one percent improvement. Well, so the numbers you're sharing. Well, the oil and gas business is a very large business. And, you know, just looking at the oil side with production, you know, now at 85 million barrels a day or so. So one percent improvement, you're in the range of a million barrels a day. So that's something in the range, depending on prices, about $35 billion a year just for one percent improvement in uptime. And so this is something that certainly has our attention. And we're quite excited to see this unfold. Terry, with the opportunities you guys have, the digitizing information. How has that changed some of the work environment in terms of the people, in terms of the productivity? Well, as you know, ComEd is a major utility in the U.S. We serve about 4 million customers off the Chicago land area.  And the power grid is probably the biggest type of iron grid around. So what we've been doing is deploying technology on our grid, digitizing, for example, our substations. We have thousands of substations across. And what we're doing is proving for our focus is what kind of up-back savings can we get from the digitization, putting sensors, algorithms onto our substations. And what we've seen in some of the early analysis is about a 38 percent reduction in sort of inspection tasks on a substation. And when you multiply that by thousands and thousands of substations across the country, you can see the kind of opportunity you're developing. Also, what we've found is, you know, our IT department, our engineers, and our field personnel are working a lot closer together. You know, we need field personnel using mobile data, entering readings in real time so we can monitor that remotely. And for us, it's all about, you know, reliability, improving less power outages and better storm response. And we're using that technology to drive those improvements as well. We've been seeing a reduction in unplanned downtime. And you guys are talking about zero downtime, essentially changing the business models of the service industry. Jim, I want to ask you, you have a large supply chain. Obviously, fuel cost is a big concern. We were mentioning that earlier behind backstage. How do you look at that zero downtime impact to your business? Yeah. Well, John, you know, the airline business is all about optimization, as you know really well, and from a number of angles. And what's unique about the airline business is the product we sell is a perishable product. Seat leaves and it's empty. It's a perishable product that you can never put back on the shelf. And likewise, if a aircraft is out of service, that whole aircraft is a perishable product. So downtime is really critical. And minimizing downtime is a really strong initiative at United Airlines and how we can do that. And some of the things that we're talking about today in terms of the data is one of those opportunities for us to drive that downtime. So it's critical to us. And the area of fuel, our largest operating cost is fuel. And so that 1% that you asked Michael about John, you know, a dollar change in the barrel of oil is $100 million in expense to United Airlines, right? And so the ability to be efficient and to optimize the routings and so forth, minimize that downtime is critical. So Chad, this sounds like these are big numbers, I mean, billions. Are the analysts getting the total available market a little bit smaller than it really actually is? I mean, how many trillion? John, I think this will come with time. In other words, I think this industry grew up around social media. And so, you know, the ubiquitous nature of Facebook, and we were talking about Twitter this morning. And in social media, it's great, but it's all about the ubiquitous nature. I think what we try to convey here is that small changes in the world we all live in are amazing, right? So I'd say that's what people are starting to get a handle on is how even small changes make a big difference. The other thing I would throw in, you know, you're in a business that's all about words and how you describe things. I think what's hardest for maybe any CEO or any leader is how do you explain things at a level that various people can relate to? And so the industrial internet is a great banner to attract partners, to attract the industry to say, look, this is a big deal, but it doesn't mean anything to our customers. You know, no one from in downtime means something to a GE person, a service engineer or a customer. And so I think one of the tricks for these big initiatives is to how to tell a big story and a small story at the same time. That's what gives them reality, that's what makes, that's what gives them appeal. And that's, I think what we've, you don't know that when you start, but I think that's what we've tried to do with this initiative. Yeah, I mean, Florian had a great conversation. It's two points, business process and inform yourself, empower yourself. Peg, talk about health care, because actually there's a lot of data involved and there's unplanned downtime. You have patients come in and they want to get back out. And so how do you guys use the data? And is there people in your organization that could be the next Billy Bean? Is the process improvement coming from the top? Is it coming organically in the organization? And how are you guys looking at that human component and working with all the different machines that you have in the hospitals? And we actually do it a couple different ways. I mean, certainly we have ideas coming from the top, but we have lots of workers who have ideas of how we can improve our processes. What we've done, I mean, similar to what you saw Professor Zettemair this morning talk about is we've wired our entire hospital for RTLS. And we track patients and we track equipment. And we use that to better understand how what we ultimately want to do is shorten the length of stay. That's our measure of efficiency. It's not about getting people out of the hospital before they're ready to go home. It's about not wasting time that first and second days. And so we use that to determine when do you place a patient in a bed? Which bed do you put them in? And even in some of the work that we've done, we've decreased hours from just the decision of which bed to put a patient in. And it sounds really small, but it has huge implications because typically if you don't have a patient in a bed by three o'clock that day, you've wasted that entire day from a testing perspective. And so we've determined that if we can decrease our length of stay about one day, that's $22 million of variable cost that we can afford. Of course, there's the other side is that we have to rebuild our hospital. We could probably build a much smaller hospital, run at a higher percent occupancy, and then really provide the kind of cost savings that all of us need as employers in the healthcare system. So efficiency is one point. But about productivity, I was made a comment, putting the most expensive doctors in the right place and you said, no, it's putting the patients in the right place. So how is the productivity improvement coming from the workers? Because in the keynote we heard you don't need to go to the PhD or go to the doctor for advice. Normal caretakers can take care of things. All right, so I mean it sounds very simple, but even knowing when to clean the room and even knowing when the room is cleaned.  Typically this happens in hospitals everywhere. They say, don't tell admitting that we have a bed available. Give us another hour to get caught up on our work. Will you do that across? We have 27 floors in our hospital. You have patients waiting in the emergency room far longer than they need to be. So productivity of just keeping those patients moving and getting people where we can actually take care of them in a meaningful way is very important. How early is it for you guys? I mean, this is, you remember to relate to those examples. I mean, how early is it in the industrial evolution of big data in your world and in healthcare? Kind of toes in the water, are you guys all in? Or how far along is it? I mean, I think we're trying to be on the front end of this, but I still think it's early in the water. But we've now, we're participating in the Hospital of the Future, the HOF project, where we basically have a simulation model for our entire hospital. So it helps us make decisions if we want to change services, change areas, change processes to understand the impacts of that before we do it. Terry, we're talking about big machines here, but energy is also a big deal for people on planned downtime. It's not even an option, but how do you guys in the energy field, obviously you have the sensors, you have the smart meters, the grid, all those things are complex. You can't just turn a switch overnight and change things. How are you approaching the industrial internet from your perspective? Well, I think we just started our rollout of smart meters. We partner with GE as our supplier of the meters. You know, we are dealing with industrial systems here, but we also, for our system, it's connected to four million customers. And our challenge is how do you bring the customer along in this journey? That, for example, we built our smart substation in Oak Park, Illinois. It's just west of Chicago. And we ran 45 tours through that substation. And initially it's like we think, you know, eyes will glaze over and things like that, as we show advanced relays and data systems and dashboards with thermometers and fan speeds and things like that. And it really worked. It really connected people. It really interested us. I can see how this helps me.  I mean, unplanned downtime for utility is the ultimate holy grail. It means no power outages. And, you know, the issue of us is how do you use what we're working with now as visualization tools. A lot of smart grid is real time, not batch. It's real time. And how do we use visualization tools to get our line personnel, which are highly skilled to the program, sooner, better, faster. We're seeing 10 to 15% improvements in storm response for some of these tools that we're putting in place. And that's significant when you see the impacts of storms that's having across the industry as we recover from Sandy. Sonja, I want to get the question to get you in here. On the IT side, you know, Jeff was talking about, you know, physical analytics kind of coming together, which to me is that software, right? So software is eating the world, as Mark Andries wrote in the Wall Street Journal. How is the IT side of it? Because, you know, the analytics is networks. You've got to manage all the data. How do you guys keep up with managing the software back and new kinds of software with traditional IT out to large, large, important machines out there? Well, I think to our business, it's very much what Jeff also said. It's about bringing technology and IT together in a smarter way. So what we see is that traditionally this type of solutions we've had have been used for more administrative processes, while now they're being used for the drilling, for finding the oil and gas. But it tends to be quite similar. So we're trying to actually use the knowledge, the architecture skills, the how to bring things together, how to share the data, how to make it secure, because information security is key. The more you share, the more you open. So we see a big opportunity, and we're using that quite a lot internally. So it's a kind of a shift, and I think it's all about ensuring that you're able to join the two worlds in a more efficient way. So on the efficiency side, how does that relate back to some capex reduction or operating cost reductions? How are you guys taking that efficiency there? We've seen from our side, you know, we have offshore fields, and it's very expensive to send people out there. So what we've done is we've used the sensor data, we monitor onshore, so we're able to have expertise sitting in one shared center that can leverage all the offshore fields. And that means that we can actually bring the problem to the people instead of the people to the problem. And that's extremely more efficient, and it makes it also more reliable for everyone involved. And we're actually trying to do a similar thing now with environment, because we're very much linked to having, you know, producing within a climate and areas where the environment is very fragile. So what we're doing, instead of just overseeing what the production is going on, we're actually overseeing the subsea environment like the marine life. And we're using new sensor technologies to monitor clams to see if they're healthy. So then we can in real time also see what our operation is actually doing in that area. And with historic data, that also brings assurance that we can do this in a safe, secure way, even in the Arctic. I mean, that's one of the business outcomes is obviously safety, and we've heard in the keynote knowing what questions to ask. So in that case, you've got a lot of different observation points coming in passively and actively, you're doing some stuff out there. How do you look at that? We've heard, you know, that example, that it didn't look good, like it was improvement, but we've heard questions, you see a different result. Do you guys experience that? How do you look at that? And do you have data scientists on your teams doing this? Yeah, we do have data scientists. And what I find is very, very encouraging is that when we bring people that know the problem, like the business side, together with these data scientists, they kind of, you see how the enthusiasm grows. And, you know, we have example, we used typically our data scientists for our trading area, because trading is very much into analytics and understanding how to deal with it. And now you can more or less use that kind of expertise also within other areas. So it is important to have, you know, I think mathematicians are going to be one of the key assets going forward. Sonja, how will the role of this CIO change? I mean, I bet everybody in the room here today who runs an industrial company thinks about their own IT department, and how is that going to... Well, I think the CIO role is very important to be a strategic role for the company and not an operational role. So it's not about keeping the lights on, but it's actually finding the opportunities. So what I see the big change is that I can come with a skill set that says something about how do you actually leverage what you're trying to achieve into solutions that are known to be working within an integrated environment, because you already have solutions and you want to integrate more. So this is about being very close to the business line, understanding what are the key issues, and then being able to develop new solutions together, and not just being as kind of a separate area that works on its own. Something, John, I'd follow up on just that Florian said, and it was part of your question, is we had to retrain the GE leadership team in terms of how to do business reviews and how to ask questions. You know, I'm a 30-year GE guy. I used to run this business. I can sit down and have a CT review with the best of them. I can do reviews, I can do pretty well.  And so we all have to relearn stuff and don't be too proud. I mean, I think we've kind of gone through a retraining process at the top of the company in terms of how do you know enough about analytics? How can you ask the right questions? That's a good point. Organizationally, I mean, with social media you mentioned, people are now connected with mobile devices. Everyone has a voice. Everyone has something to say. So you technically have to listen to the employees as they speak and they could challenge you on product and be the next Billy Bean. So it's going to require some different thinking. So from a process kind of management reorganization, anyone want to jump in and share observations anecdotally but it requires a new mindset in terms of how you manage. We heard that challenge laid out earlier so anyone want to share anything about how they're handling the people capital, the human capital side of their business. I think what's important to actually embrace is that it's the time of asking questions. It's the time of actually being curious of how can we actually do it differently because if we're just linearly going the path we've done from the last 10 years, we're not going to get to a better place. It counts for all roles in the whole organization is to kind of have the courage to ask the questions, is there a better way? And that goes from the business side asking different questions, but also from the IT side understanding it differently. So I think it's a big change in the way we work. Jim, how about you guys? Jim, you have United's legacy supply chain. You've got a lot of moving parts. We're actually finding a great thirst to... It's probably driven from the commercial side of the house has lived on a lot of these data issues and people in their personal lives to your point about social media and things like that. So there's a little bit less of the unknown and so that, for instance, we're introducing the 787 this past year and that airplane is not evolutionary. It's revolutionary both from the airplane and the Gen X engine that GE has provided for us on that. But your technicians, there's a great thirst because this is information that makes them more productive, makes them be more proactive. Bidirectional, too. So we're actually kind of jumping on that that there's a great thirst from the people that are working on these with their hands on them and so forth. That we've grown over the years kind of with technology. Can you give an example of some process improvement you guys recently implemented as a result of... Well, I think the 787's launch has not had its problems and that airplane, for instance, if you went back to the 777 has 100 software loadable parts, for lack of a better word, the 787 has 300 and it's sending off 28 times the amount of information than a 777 did. But because of that information we've already done two significant mods to the airplane that has significantly improved the reliability that significantly has get back to my earlier comments of how do you reduce downtime, right? So very much we're seeing that right at the beginning as this new technology rolls out. I think, from a utility standpoint, I mean, our engineers have been dealing with data for 100 years, I think, or more on ever since they turned the first generator on in 1903 in this station right here just in the shadow of Chicago. I think, so in one side we have an advantage, our engineers are people in utility thirst for sensors, data, monitoring. So we can kind of tap into that passion and bring it to an exponentially new level. I think the challenges are use cases, applications. What are you doing with that data to actually drive value? It's not just nice to know. Everybody's like, oh, it's nice to know. Well, how do you drive the value? I mean, we had two summers ago was one of our worst summers for summer peak demand. So many days over 100, 45 days over 90, things like that. And what we saw is we installed advanced monitoring on all our big transformers. These are really big transformers in substations. They could black out a whole area if they fail. And these are like continuous monitoring.   And we're getting that data remotely. We're able to... It's kind of like a Fitbit, right? You know what's going on? After you permanently. And you're getting these readings, gas readings in transformers, temperatures, those types of things. And we were able to intervene fan speeds, fans cool transformers. We were able to intervene in nine cases when it was close to 100 degrees. Intervene in nine cases of large transformers to prevent failure. We were able to, like, derate them, get them under control. Every one of them, if they failed, you're looking at $7 million, two weeks of round-the-clock work, not to mention the potential outage you would have. So we had a real... And what we have to do as a company is make heroes of this and how glamorous that is in preventing the thing that didn't happen.  Culturally, we are. You know, storm, let's go to the scene of the battle. What we really need to do is make heroes of prevention. And I think that's the challenge of trying to shift the culture where you can then say it's not just nice to know for sensors, it's how you use it for value, how you use it for prevention. I would say one of the huge opportunities is that you can get information across a lot of parties and be very transparent. You know, in healthcare, it's really about how do we partner with our physicians and other staff to improve processes. And all of a sudden, we're data-rich and information-rich in ways that we've never been before. And I think that has been really empowering. And so you can, when you're looking at patient flow, decide where are your bottlenecks? What are the opportunities? And you really go from this kind of emotional, you know, one-off story to what is our trend? And so what do we want to do about that to change it? And really go back towards, I think, as we heard again this morning, changing our processes so we can avoid it in the future.  You know, I'm from a disclosure standpoint. I'm sold on it. The edge of the network, you see Intel and Cisco here, folks. That's all they talk about. The edge is people as a machine. So great vision. I'm drinking the Kool-Aid. But there's naysayers out there. So let's talk about that. I want to talk about naysayers because everyone in this room understands and we're talking about the business benefits from senior leaders in the industry, captains of industry. But within your organization you have to sell it through and convince naysayers not necessarily in a bad way, skeptical people. Like, hey, the engineers are how do I get it through the knot hole? How do you take the vision of the industrial internet, which makes a lot of sense there's business benefits, it's not just sizzle, it's the steak as well. How do you sell it through, guys? So let's just go through it and discuss it because that's a big point that comes up in the crowd. Hey, I love it. I want to get data scientists. How do I get my organization? How do you sell it through? How do you make it happen? Well, I promise I wouldn't go down the line but this is one I want to go down the line. Sure. You know, I saw an article in the newspaper and it talked about this man that lived to be a hundred years old. And they said, well, how did you live to be a hundred? What did you do that was different than other people? He said, well, when there was some worrying that needed to be done, I always thought I'd let the other feller do it. And I think what we see here is the opportunity to let software and sensors do a little of the worrying for us. And I do think that there is a thirst for this, but I think as people see, my goodness, this is a huge benefit. It allows me to rest easier at night and get a career advancement too. People look at it as an opportunity to personally grow as well and contribute to a team. I think so.  I want to make a mark. I want to do something significant. It really is, I think we're at the toe in the water stage. We have a great opportunity here for someone to make a difference, and we are going to see the next. How did you get by that? As an example, we've had a naysayer in your organization, people that are supposed to raise their hand and kind of put the brakes on. How did you get through that? Well, I think, you know, certainly we're working through those kinds of issues now, but I think it's again selling the upside of saying, look, you know, do you want to do you want to be worrying about this every day, or do you want, you know, software machines? We've already had some success cases to help us with that. In fact, down in Australia, we've seen fairly modest, about a half a million dollar savings, but it's a start. Harry and Jim, you're going like this. You've had some naysayers. You know, I think naysayers are bound in any transformation. I would like to say that Chicago baseball teams needed a little bit of money ball. But I think the, you know, there's technical constraints and things like sensors, and I think we heard Jeff in your opening about sensors, you know, at the bottom of the ocean working in harshest environment. We're just trying to get them to work in an underground ball, you know, or on poles, and you know, and they need, the issue for us is what about when the power's out? So what happens with all the sensors and things like that, and trying to work through the technical issues, and you really have to plow through that and get the folks to lead by example. Journey to yes versus a journey to no. It's a mindset that we're looking to do. And from a customer standpoint, I think we've all read articles and, you know, around smart meters and, you know, data privacy is just spying on customers and things like that. You know, this is really around how our smart meter deployment is just begun, and we're making a tremendous investment to deliver customer value. How does customers get value of this? And a lot of it is around simple things like what has really resonated is outage detection. You know, it really has resonated meaning you have to call us now to report an outage, and smart meters ultimately will tie us automatically let us know when your power's out. You may, don't have to be home, and we'll communicate with you on that even though you're not here, we'll know when you're in the store and we'll eliminate truck rolls, and what you get is like, man, I get that. You know, so it's that's been helpful. Jim, talk about your transformation experiences with this, moving this through the organization. Yeah, so I think, you know, before I think the naysayers that I see, it's almost too strong a word they actually had really good input. Terry touched on some of the challenges. There's a lot of data coming at folks and I think to a large extent in a lot of things that we're looking at we're actually cashing that data and which means that you're going back to analyze the data so there's a latency effect that I think Terry was alluding to earlier. And so generally sometimes the naysayers raising an issue. Hey, that's nice, but I have a legacy system here that's tied to a supply saying that a part of an aircraft may not be in the right spot even though you're telling me proactively and things like that. And so I think there's, you know, I think a lot of, to me it's more people are defining some of the other issues around it in order to optimize what we're trying to do and it's actually added some value to it. And I see that more through the organization. So time to value drives a lot of the transitions over from crossing the cancels let's speak. Well, the thing I want to talk about next is strategically looking at the opportunity of real time or on time in your case. I want to ask you guys what's the most amazing thing that you've done or seen in your organization that surprised you around big data that you could point to and very quickly I want to go back down because it's a great panelist here with Jeff. Just something that surprised that was amazing that big data or the connected internet has done for your organization. Do you want me to start? Yeah, go ahead. I just think it's incredibly empowering just how one project can have offshoots in many others. I mean in terms of just the organizational capabilities but the confidence to look at that and we've seen some really dramatic improvements in our throughput but also dramatic learnings in terms of how do we operate as a company and what other things do we have to change about our culture in order to really, I think optimize what we have in place. I think maybe these can be boring examples, I don't know, but as a utility we've made the transition in which I was most heartened by in our control rooms and they operate off historically paper maps and schematics is the lifeblood of a system operator at the schematics and drawings and we've made the transition in a couple of years to managing configuration and the system operators operating off electronic mapping products that manage real-time configuration, not just marking up a map with pencil. This was an organic transformation and so it was very impressive. I don't think we can underestimate there's a lot of folks in our organization that want to make this change and they want to step into it now. They're off the paper maps. Again, that may not be a glamorous story but it's just a story of culture change and moving to how you can use visualization tools that really add value. It's been impressive. I think for me I'd actually I'm going to jump over onto the revenue side of the house because it's been exciting to see the marketing team and the e-commerce team use data to what I call drive attachment rate to a person just buying an airline fare and buying products around the fare whether it's an upgrade into first-class and things like that. The ability to do that is actually by building a one-on-one relationship with the customer with our elite customers that we know about and what their travel patterns are and finding out that customers want to participate in their experience. That's become a result of the data that we're able to So a more intimate relationship with the customer on a personal level. That's driving more revenue. It's driven more revenue as folks have wanted to enhance their experience within travel that we just weren't capturing before. We'll get the revenue in a second. That was my next question because that's the top line. What I would like to highlight and one of the most important areas for us is the seismic data. That's understanding the underground, kilometers underground and what we see the big difference is that we've had the data available for many, many years but the way we process it now the high-performance computers the analytics that goes into it we're actually giving the geologists and geophysicists a completely different tool to be able to actually predict where are these small pockets where the engineers and start-ups our company has been the most successful discoverer of the world and I think that is very much due to the fact that we are able to use technology and we really truly believe in the technology perspective to really help us to understand what's going on in many different areas so that's at least an accomplishment also on our revenue side. And in our industry we use a lot of rotating equipment things that spin and sensors on that rotating equipment I think is going to be a continually growing field to help us minimize it down. So the CAPEX reduction, the OPEX reduction and some of the changes in the organization these are all great examples of great outcome kind of metrics if you will for companies but obviously top-line revenue really is being enabled. We're seeing that in traditional IT as well where cut costs, consolidate data centers do all these things. Now in a software model you have a lot more leverage business analysts, the data science being much more anyone, the revenue is an opportunity. So we're seeing examples Jim you mentioned one can you guys talk about how the top of the business in terms of revenue service revenue or product revenue is increased because of the efficiencies. And we'll start with Meg, we'll start with you because we got to get the hospitals in there. So it's part of our work we've done realignment of our OR schedules and our cath labs schedules and it's for the first time really allowed us to bring in additional business because we have greater efficiency, we have kind of smoothed out the peaks and valleys so we can staff more on a consistent basis so we've seen absolute opportunity. Is the IT involved in that in your organization or is it more the business driver, the strategic aspect of that? How do you guys looking at that? I mean we look at it really from, I mean certainly we are ORs and cath labs are kind of like the engines of hospitals and so you have to have as much throughput as you possibly can but traditionally in hospitals how you assign who has time is based upon how long you've been there and what kind of historical rights you've had and if you become very data driven and understand who's using their time who doesn't you can really increase your throughput. We found in our outpatient ORs we could almost double the number of cases by reorganizing the OR schedule and not in ways that would be displeasing to our surgeons. I mean we did it using simulation modeling but it actually made them more efficient even though they gave up some of their promised time and you know you can't show that as I tell people no surgeon decides to change their OR time because a hospital administrator asked them to do that. I mean you only could show that through data and understanding of the processes. Jim in your business obviously IT's been a big driver going back you know generations the mainframe to now how has it changed internally in terms of infrastructure guys IT guys to the front lines driving revenue as you mentioned is a great example in the personalization that persona of one to the customer. In some of the I think the IT folks are more and more in the business units working with the side by side and so that they understand the business process that we're trying to accomplish right from the start. So I think the biggest change is the IT's expertise in describing and understanding kind of the business that we're trying to do and trying to drive that's been by far the biggest change. The other piece I think is you know one of the challenges of the idea of a lot of data but the other challenges in our business there's still a lot of legacy systems and so forth and to be able to the IT to understand the business process and build systems outside that legacy system but yet still tie in and go after the core information they do that they need to get in order for us to introduce ancillary products and things like that has been critical and I think that's probably the two significant changes that we've seen in our company. How about investment areas there's always talk about you know where you're investing your capital or your focus and obviously driving revenues hits the top line but now you got to reinvest for the future and this consequence as we heard some of them can you guys just share some of the investment areas Terry we'll start with you I mean obviously what you're focusing in on where you're spending your money for improvements is it personal is it equipment both? Well it's both you know we work with the legislature here in Illinois we have the Energy Infrastructure Modernization Act and as a utility we're regulated and you know our economics are regulated so for us it's about how do we articulate an investment or a value proposition and the issue with smart grid for us was the grid needs work to be competitive with the 21st century it needs to be it needs a transformation so we articulated a suite of investments in both infrastructure and technology because we believe in both you can't have one without the other and then the second I'll call it leg of the stool was around well what benefits are we providing you know we can talk about revenue growth but our benefits are more how do we deliver O&M savings to customers they pass directly to customers with us and we don't we don't keep them also how do we deliver service improvement reliability improvement by 20% duration by 10% reliability metrics how do they improve so our commitment to improve those to customers in terms of value there's an economic benefit transforming the grid I mean we work with GE on fabricating the meters at a factory on the back of the yards the old stockyards in Chicago GE factory this is where we make the meters fabricate the meters this is transforming the grid is economics there's jobs there's an opportunity here and that's a big theme and then finally then it's it's it's the investment recovery so we promise to do this investment will deliver these benefits and we need we just need some some regulatory streamline regulatory treatment for those recovery and we're working that model we're in year two of that hey how about your business because you're looking at a changing landscape with IT but also you mentioned some of the business benefits of big data how are you guys investing what are the priorities I mean for us I mean it's technology and equipment and faster newer really pretty things are really important to us but it's also how do we better utilize that equipment is important for us I mean you know most hospitals are running somewhere south of 70% capacity and so we want to be very careful about whatever big investments we make and and right now it's for us about how do we optimize the investments we have and then as we add new equipment or new facilities make sure that we're doing that in the smartest way possible so how about you what are you guys investing in the IT side well we're from a company perspective we're investing in big projects where we build out new fields and of course a very capital intensive so it's important when we build them that we build them to last for at least 30 years because there are industrial plans that are going to be there for a long time it's important to leverage the right technology but as has been mentioned before technology is only part of the equation it's very much about changing the way you work as well and if there's a you know very easy example you've seen for example in African countries that they're now using mobile banking but if you go to I'm sure here in the US as well you still have a lot of people using their checkbooks so even though the technology is there people tend to use the old way of doing it so it's very important to ensure that you're not just addressing the technology side but you're putting enough effort into the processes John I make just maybe three points from from from our standpoint if we were sitting here ten years ago basically the relationship we would have is the product breaks we fix it you know that was the nature of the relationship and in some ways you get misaligned interest when that's when that's the nature of the relationship I think today with these service relationships in particular the analytics it's really all about outcomes you know first and foremost we have to align with what the CEO is saying what's in the annual report what is the CFO think and that's how you have to think about this number one I'd say the second point is these are closed systems products tend to be closed systems analytics are open systems right so you have to have this transparency with their customer and the data has to be in a place that and that's uncomfortable for us right we grew up in the industrial world which is basically I have 200 patents on every CT you can't touch it you know so you have to get your team ready for that and the third thing we never made real progress here until we brought people in from GE you know we never made progress and so one of my lessons learned is the importance of really good people who have different insight into how this world really really works we're getting out of time thanks for ending on that note guys thanks for a great panel great insights and I went off script a little bit but I wanted to get your personal takes on some things Jeff thank you so much for your time thanks great thanks to all of you for being a part of us great


This review provides a brief overview of the development of the fluoropolymer industry over the past 70 years, discussing various industrial fluoropolymers such as polytetrafluoroethylene and their chemical structures, thermal and mechanical properties, applications, and manufacturing companies. This article was authored by Hong Xiangting.


Hey guys, how you doing? This is your boy rich. We're 27 days 12 hours 52 minutes and 24 seconds away from history in Canada And the markets are exploding and you can find everything at www.richtvlive.com hover over stocks all the tools you need are there absolutely free Now there's a stock that's on fire on my portfolio right now and your boy rich just bought himself 10,000 shares of PR EV in Canada Prevy Pseudical medical and In America, it's PR VCF Prevy Pseudical Medical Inc. And you can see the level two Look at all the bids Look at the power and strength on the bids 90,000 shares 20,000 shares 26,000 shares 24,000 shares 10,000 shares all lined up on the bid The offer has only got like 12,000 shares 16,000 shares 10,000 So it's looking very strong and the volume at 1.6 million for a penny stock Look at this. This is what I like about it. It's an OTC QB company fully reporting company at seven cents I Say pardon, so of course your boy at the pick some up and all the indicators are showing strength and You can see it is up big 233% since Attila the medical cannabis gorilla a Legend in the rich TV live community brought it to you first It's true at three cents. It is now at ten cents. We are putting it on full alert Your boy rich got in I chased the green.  I got in a eight seven Way too high, but I wanted to get in because I got 10,000 shares for $870 I'm gonna hold it till this bad boy goes to a buck. That's my goal. Why not? I mean why not? Let's see what they let's see how the indicators are looking look at this buy on the hourly buy on the five hours a Buy on the on the daily Buy on the 15-minute indicators buying the five-minute indicators of 58% over here A 58% over here. I got in at eight seven. I'm already up on my investment I just did it like less than an hour ago I had to bring it to your guys attention because that's what we do here We bring of the news first. So you ask what does preventative health sciences do? Well They just broke some news and let's talk about it. So Vancouver, British Columbia Prevy Sudeckle medical Inc the company or Prev Sudeckle Prev on the CSE the Canadian Securities Exchange and on the OTC QB PRVCF on the FTSE in Germany 18h Announces that during its soluble gel Sol gel delivery Research and development program the Sol gel program it has successfully optimized the conditions for extracting cannabinoids from one of its cannabis cannabis strains and Developed a proprietary method for the accurate and precise quantification of cannabinoids present in the extract In the extract otherwise known as extraction protocol This is huge news. This is breaking news. This is why the stock is exploding people the extraction protocols accuracy and precision was validated against the eight commercial cannabinoid Standard over a broad concentration range the typical quantification of cannabinoids in the plant material Provided by the company's licensed producer Aurora cannabis Inc otherwise known as Aurora Falls well within this concentration range Meaning the extraction protocol now be directly applied to the four other Aurora cannabis strains Used by the company in the Sol gel program The company anticipates that the extraction protocol will expedite the creation of a library of chemically Fingerprinted cannabinoid extracts each with a complementary cannabinoid composition After generating a library each unique extract will be optimized and incorporated into the Sol gel technology The company intends to generate a range of cannabinoidial based Sol gel formulations each a CBD Sol gel formulation each with a distinct well-defined cannabinoid composition profile The CBD Sol gel formulations when used with the company's custom Sol gel applicator the Sol gel applicator Will enable prolonged delivery of cannabinoids to patients. This is revolutionary groundbreaking news central nervous systems the company's medicinal cannabis division Expects to be able to offer a broad product range that can be tailored to specific medicinal conditions For example, the company is currently developing a CBD Sol gel formulation with a cannabinoid composition designed to decrease patient anxiety. This is huge Almost everybody has issues with anxiety C news related dated August 8th Prevacetical Sol gel applicator is currently in development The company's research partner the University of Queensland has received several prototypes for the Sol gel applicator From the company's manufacturer and has been assessing their performance in Sol gel program This is huge About Prevacetical Prevacetical is a health science company that develops innovative options for preventative and curative Therapies utilizing organic and nature identical products Prevacetical aims to be a leader in preventative health sciences and currently has five Research and development programs including dual gene therapy for curative and preventative therapies for diabetes and obesity Wow the Sol gel program nature identical trademark peptides for treatment of various ailments non-addictive and analgesic peptides as a replacement to highly addictive and analgesics such as morphine fentanyl and Oxy-cotton and A therapeutic product for treating athletes who suffer from concussions.  It's true Prevacetical sells cell B9 and an immune system booster cell B9 is an oral solution containing polarized and Potenton essential minerals extracted from a novel peptide obtaining from Caribbean blue scorpion venom This product is available on the company's website. 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So, you also just launched DisplayPort 1.4? That's correct. DisplayPort 1.4 is the next generation of DisplayPort. It includes some additional features that people have been looking for. One is compression, which will let us do more displays, higher-resolution displays across the new Type-C connector. It also adds things for HDR, 8K at 60, that type of thing. So, the company that's sort of leading the way with compression is called Hardent. This is Stefan with Hardent, and he can tell you all about and actually show you how that compression scenario is going to work. So, what does Hardent do? Hardent was part of the development of the VISA standard for video compression, and a big manufacturer involved in the development of this standard. So, it reduces the data rate by over 50%. So, you do compression of what, and how, and where? Okay. We do compression using this algorithm, which is DisplayStream Compression, and this is a visually lossless algorithm. This means that when the picture is reconstructed, you cannot make visually the difference from the source one. So, here we have the source image, which is generated by the laptop. It goes through here an implementation of the encoder and decoder. They are in the same as a pattern called chip. This is FPGA SILENX development board, or what is this? It's just to demonstrate the functionality, but normally the encoder and decoder will be separately into different chip. So, it's like a chip that would be in where? In the display or in the device? Actually, it can be like in a mobile phone, and you will have the graphic processor that will encode the video and then transmit over a display port, for example, or the physical layer to the display part of the mobile device. So, here, what is shown here? The actual demonstration that we show you, there's the laptop generating the image, encoder and then decoding, and then you have the reconstruct output on the monitor. And we have split the screen into four different zones to show you what's going on. So, where is Harden base? Harden is base in Montreal, and as we were part of the standard development, it was a natural way for us to develop the IP, to be integrated into the chip manufacturer for the next generation of chip manufacturers. For example, Qualcomm has already integrated into their Snapdragon. Which one? I think the 820. So, the latest Snapdragon has your technology already? Yeah. So, that means they can output a whole bunch of 4K displays, what can they do? I don't know, it depends on their... Is it 3 4K and 2 8K, or how many is the maximum? Sorry, I'm joking. I can tell you the detailed spec of the Snapdragon, but they were an early adopter of the technology. And we're in touch with a lot of display and graphic chip manufacturers in Asia, also in Europe. What's the maximum with this technology? With compression, you can have more output, you can have several displays. What is it for? It can be, it's mainly, at first it was for a mobile device, because when you reduce the bandwidth, you compress by 3, then you reduce the power, which is used by the battery. You also reduce the power? Yeah, because when you do compression, you need less bandwidth to transmit the signal. So, this save power, this generate less noise into the device, and also has effect on the cost. On the other side, if you reduce by 3, then you can expand the resolution by 3 also, and have the same link. So, this allows to support 4K resolution, 5K and 8K, and our IP are scalable. So, this is really growing with the new trends of the industry. Two weeks before, the version 1.2 of the standard was released. Can you talk about which? Display port? No, of a display stream compression. So, you have version 1.2? Actually, it's 1.1, 1.2 was released two weeks ago. And the goal is to support the coding format by the HDTV and PC monitor. What format? Coding? The coding format, like they support 420, 422. And the goal is to provide the technology for the equipment manufacturer for TV, for PC monitor. So, this is also a market which will use our core. Another market is the automotive, because cars today integrate more and more display sensor camera. And they're looking into reducing the cabling into the car, the cost of the cabling. So, we have actually a car manufacturer evaluating our technology. Nice. We have less cable, it's less weight, it's more range. Everything's going to be better. That's awesome. Since when does your company do this kind of technology? Many years, we're also working with partners for telecommunication, networking and all those standards of Ethernet, but we have different expertise about the new trend of technology and we're mainly a design service company. So, people come to us when they have specific need that we have the expertise. And this was a natural way for us to go with video compression. And you're all based in Montréal? Yep. And it's called a... do you need a bunch of power to do the encoding, right? But that power is less than the transmission power of a higher bit rate file? You mean the chip that is... You said there was a power saving. Why the power? But you have to run the chip that encodes with your codec, right? Yep. And that power consumption is less than the transmission of a bigger file? Yep. For sure. But I can tell you the exact figure by how much is decreased compared to the chip power for doing the compression. But yeah, there's a saving, absolutely. Nice compression, that's cool.


How's it going everybody? Dottodoy here with a different kind of video. Today we're going to be taking a look at the Dragon Ball Fighters, or fighters, just Dragon Ball games, super showcase in general by Bandai Namco. Obviously, you know, we're here for the fighters. If you know my channel, you know, this is my favorite game of all time.  I'm just a Dragon Ball fan in general too, by the way. So if they do something super crazy, like announce a new game or something, I'll be pretty excited for that as well. But the main thing we're focusing on right here is the fighters.  And yeah, I don't know if we're going to see any characters, but hopefully at the very least we do get confirmation that there is a season two, and that more announcements will come at World Tour Finals. Something brand new? Well, you can't just say take a look at this. Something brand new for Xenoverse? Oh, heroes! Wait, is this the North American... This is North American Dragon Ball Heroes release. I can read all the words. It must be North America. Okay, so it is kind of linked to the Xenoverse world in the sense that, you know, you're playing through a time patroller. But other than that, I don't think there's gonna be any strong connections. Counter rush mode, okay. Oh, Kefla just rocked this dude. I don't know about that face, Piccolo.  He's just dead. Again, I'm super interested in seeing what everybody's saying. Should I check? Oh, no, dude, no, no, come on! You are way too humble. The game has been doing crazy good. The other thing that's actually been well received is the fighters passing all the different characters. What's the reaction to all the cool characters that have been added to the game with the fight? Thank you, dude. This dude is asking the questions everybody wants to know. Feedback from the users. Much of the feedback was positive while many others wanted more. That's me. That's both of me. We hope to be able to continue working hard to be able to satisfy those users. Oh, just say it already. I'm happy that you're happy about the fighters pass, right? Okay, come on. Come on. And what you actually said you're looking at the other stuff is the other stuff past season two by any chance? Here we go. Here we go. Yes. Okay, we'll take it. Yes. Done. Done. Easy. No, that's it. No, you said it enough. You said enough. Thank you. You said enough. Mission success, dude. You did it. You did fine, man. You saved us. Dragon Ball fighters is currently being balanced while looking at users gameplay. Okay, but save that for after the finals. We know the snapbacks a little crazy. We'll have the finals at the end of January. Oh, yes, season two on the way. So that would be where we're adjusting the battle system battle battle system changes confirmed. But let's not get too crazy. Remember the first patch where they talked about battle system changes? I ended up being very minor. So don't get too excited. But I guess that's what they're being. That's what they're going to be looking at. We'll give more details after the finals. But that's what we're planning. Okay, okay. Very respectable. Such as how comebacks were difficult for the game system itself. Hmm. I think comebacks are pretty okay. Oh, I don't know if I like it. I don't know if I like that. We were talking about system balance adjustments earlier. But we consider changing some things so that it would still be so that it would still make comebacks possible. Hmm. Are those changes they already did? Our goal for the second year is to make it an even more fun game to play and watch. Okay, so there's just hinting at a future and we're going to have to stick around until after the World Tour Finals to get some concrete stuff apparently. We will continue development with that in mind. Okay, good. That's nice. That's nice to hear. At least it makes the finals more exciting. That's for sure. We hope to do unique presentations that will excite Dragon Ball fans as well as newcomers. Hmm. Again, so that they will become interested in the finals again. Oh my God. I was hoping for something a little more concrete. There will not only be tournaments but also new exclusive information that we released at the final. You're killing me. You're killing me. And another thing, we said the new information on fighters would be coming during the finals. But we're also planning to release other big news. Okay, well, you know, you know, I'm more of the fighters kind of guy, but now you're also you're also teasing some some other Dragon Ball fans. Man, the fighters finals has just become this being that exists to tease. Of course, we'll continue to support super Dragon Ball heroes while also doing the same for Xenoverse two and fighters. Nice. Nice. Nice. But this new information is something different. What? The fighters finals is just one big tease. The V Jump published by Shueisha in Japan has some hints on the information coming during the tour final. Is that the new one though? That is. That's the new V Jump. So there's going to be hints. What do you mean by hints? Wait, why is there a Gojira card? Alright, that was the big that was big. Where did Dragon Ball fighters chart? Oh, it got up there. I don't know. Maybe they're really biting their time. That's a risky strategy. You never know. Because they had 36,000 right there. They could have done something that pleased those guys. But they're they're doubling down. They're making sure that you go see those World Tour finals. They want to see the World Tour finals above Fortnite right here. And I hope that works out for them. I was going to watch it regardless. But now as a Dragon Ball fan and a diehard fighters fan, it seems like the World Tour finals is something you're not going to want to miss. The hero stuff. I don't know if I put that in the video, but Dragon Summit all up. Super Dragon Ball heroes got announced that it's going to be localized. Z number two is still Z number two. And fighters are going to have to wait and see until the World Tour finals. We've covered this before on the channel, but now we have the official statement that season two is confirmed. She didn't say it that exactly, but she did say yes, I do want to say that. Of course, shout out to this man for asking the questions. He was out there trying to get us that season two information. And I appreciate that a lot. So guys down in the comments, let me know what you're thinking about all this. If you're a Xenoverse fan, a Dragon Ball heroes fan, or even if you're just a fighters fan, are you looking forward to the World Tour finals where there's going to be some big news? And just let me know your thoughts on all that down below while you're down there. If you like these videos and want to see more of them, make sure to the like button and subscribe. I got a ton more coming and we're going to be covering everything that happens at the World Tour finals and beyond for fighters, as well as maybe some other Dragon Ball games. So make sure you stick around if any of that interests you. Anyway, I got some videos on anyway, I got some videos on your screen of me actually playing this game that you can check out if you haven't seen them. I'm Datsudoya. I'll see you in the next video.