German Foreign Minister Annalena Baerbock was tracked down by a Russian drone. The head of the German Foreign Ministry, Annalena Baerbock, had to cancel a meeting in the Nikolayev region because of a Russian reconnaissance unmanned aerial vehicle. Build reporter Naja Aswad, who was present during this incident, writes about this. She says that she has been accompanying Baerbock on trips abroad for two years, but has never experienced such a moment. Alarm! Drones! The minister's convoy is in danger, the journalist recalls. So Baerbock interrupted the conversation with the head of the desalination plant in the Nikolayev region because of a message from the embassy staff after which everyone immediately got into the cars. We sit down and the convoy immediately moves off as one. Having entered a normal road, the convoy accelerates to 80 to 100 km an hour. And then the journalists are informed a Russian reconnaissance drone was spotted over the territory where we were driving. Usually such drones are followed by direct airstrikes, writes Aswad. Later alarm programs went off on the delegation's smartphones. They were informed that a Russian drone was monitoring the convoy so they must continue to move forward. We move on and the fear of the invisible threat from the air travels with us. A few minutes later, everything is clear. The drone has turned off. She added. Su-34 mass crash. Russia has problems with smart bombs. Russia produces about one aircraft per month. The Ukrainian military needs to destroy two of three Russian fighter jets at a time so that Moscow cannot recover losses. According to verified data, during the entire time of the full-scale war in Ukraine, the Russian Armed Forces lost 25 Su-34 front-line underfighter bombers. At that, the last verification of losses is dated December 22nd, 2023. According to unverified data, the Russian Air Force has lost more than 50 Su-34s destroyed and damaged in two years, Ukrainian military analyst Oleksandr Kovalenko said. At the same time, he pointed out that as of the beginning of the full-scale invasion of Ukraine, the Russian Air Force had 110 Su-34s in service of which less than 100 were combat ready. Meanwhile, Russia continues to produce Su-34s and its potential is a squadron per year. That is 10 to 12 aircraft or one aircraft per month. In other words, if Su-34 losses are brought to the level of two to three aircraft per month, it will be impossible to compensate for their losses with their production and the total number will go into minus the expert explained. According to him during the fall of the Su-34, there is a high probability of the pilot's death as well and his training takes five to ten years of constant drills and practice. It is also interesting that even if the pilot manages to eject, it is not yet a fact that he will survive after landing. The fact is that Russian pilots' pilot seats are made as for people and when landing on the sinful earth, pilots often broke their necks, some broke their spine or limbs. All of the above suggests that with the stable firing off of Su-34s, at some point the Russian AFU may have a problem with the main working bird used for strikes with smart bombs. Kovalenko concluded. Ukrainian Army shut down seven Russian fighters on the Eastern Front over the week. Ukrainian Want to Find chat helps Russian families find soldiers who were captured or killed. Almost two years into Russia's invasion, with Moscow's losses estimated by Kiev at more than 400,000 soldiers, the Ukrainian authorities launched a project called Want to Find to help Russian citizens find information about their relatives who went to fight in Ukraine. According to ABC News, the launch came as a follow-up to the Want to Live project, a hotline offering the Russian soldiers a way to surrender. Since that launch in September 2022, operators of the project received more than 32,260 Russian soldiers were admitted as prisoners of war. According to the organization, some even joined the so-called Russian Volunteer Corps, which is fighting against Russian forces alongside the Ukrainian Army. The number of requests soared in autumn 2022 during the announcement of a mobilization in Russia and successful Ukrainian counter-offensive in the Kharkiv region and Kherson and in spring last year when the Ukrainian authorities were announcing the much-anticipated counter-offensive. That's when many Russians started to reach out to the Want to Live project in search of their relatives who went to war and never returned. According to Vitaly Matvienko, the spokesperson of the I Want to Live project, people, mostly women, called and asked whether we knew something about their husbands or sons, whether they were captured or killed. Because the Russian authorities didn't provide them with any information, Matvienko told ABC News, since last summer they've got more than 3,000 such requests and decided to launch a separate telegram bot for processing them. Through it, the customers provide all the data they have, names, photos, any distinguishing features the person has, like tattoos or scars. The operators on the Ukrainian side run this data through several databases and tell them whether the person is killed, captured, or there's no information at all.


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What's going on the same grave and hit with another video and in this video We just finished watching the end of the year press conference from Eric the Costa Where he touched on a lot of different subjects that are going on with the team currently And we're gonna get into that but before we get into that we as you all have heard by now The Ravens they are not bringing back Morgan Cox the long snapper for what 11 years I think he's been with the team forever But he's not gonna be back and that's unfortunate That but that makes sense to why they kept Nick Moore around on a practice squad The whole year and they were even sometimes when they protected him so nobody else could sign him off of the practice squad They also hired a new DB coach The Anton Lynn that's Anthony Lynn the former Chargers head coach That's his son and he he worked with the Texans last last season And they were big yikes, but hey, maybe this new environment will help improve Improve his resume And also he'll be working with better corners, too But if you look at Texans corners compared to Ravens corners, yeah, there's a big there's a big jump there So hopefully it'll work itself out. I'm not really worried about it But we'll just we'll see how everything goes so Ravens are just they really plucking from that Texan staff cause Anthony Weaver and now Dianton Lynn, so we'll see how that goes. We're gonna talk about Kane we're gonna talk about Dion Kane a little bit later on today So y'all stay on the lookout for that. But anyway On to this press conference and real quick even though it was the end of the year press conference for Eric D'Costa And that signifies signifies the end of the season for the Ravens. We ain't going anywhere And I told y'all this already, but just had to let you know again. We ain't going anywhere still videos every day Look out for more questions from subscribers because right now we got two weeks without football and Then after we get that one football game, which is a Super Bowl Then we got like six seven months without football, but we got plenty in store for y'all team keep it clean So I love y'all. I appreciate y'all supporting We almost at 38,000 subscribers probably about I think like four or five hundred away So thank you. Thank you all for helping the channel grow and just for getting it out there for telling people about it Thank you for the comments likes just Subscriptions word of mouth everything just support all across the board Shout out to the patrons. I appreciate you guys extra support Because it does mean a whole lot Everybody means a whole lot. So thank you now With Eric D'Costa He again, he touched on a lot of different things in this press conference today Now one thing that I was expecting going into this presser I was expecting something of significance to be said, but I don't really think he really said anything too significant He didn't say anything too shocking He didn't reveal any like crazy information or news or any updates anything like that He just touched on some different questions that a lot of people had been asking over time One of those he spoke about was Lamar Jackson's contract. He said he expects to go to the senior bowl And he expects to talk to Lamar like within these next 10 days about the contract and that's cool And of course that news came out right before the The bills playoff game came out the night before the bills playoff game or was it the day before either way but Is while he did say he's gonna talk to Lamar Jackson about a contract It doesn't mean anything until the contract is actually done Because you can say you're gonna talk to this guy by the contract this guy that guy that guy and that's cool But it doesn't mean anything until it's actually signed. So we'll see if there's any progress with that We find out anything with of course, you already know we'll let y'all know and I know y'all let me know too Because remember they there was also to talk a couple of weeks before the season ended that the Ravens were in contract talks with Derek Wolf and I think he even said on his Instagram that he would be back But we haven't seen anything or heard anything yet. So That's that and speaking of contract talks somebody was somebody asked EDC about Mark Andrews and Orlando Brown, Jr. Because they also have contracts coming up and They're in the last year of their deals. So excuse me With that being said Eric the cost of responding. He said hey Ozzy told me a long time ago. He said you can't keep everybody Say you cannot keep everybody and that's something that we say on here all the time too when it comes to this free agency and pending free agents and all that Because they talked about how um, they also have the four outside linebackers that are all pending free eight like four And these are like significant players to the team Matt Judon, Yannick and Gakwe, Tyus Bowser, Pranel McPhee all free agents all of them All of them getting ready to hit the market unless the Ravens can come up with something to a deal Well, we'll see what happens with that Because I'm like I'm so I'm really lost on that like who do you keep? Who do you keep? And I know some people say well a lot of people been saying oh, well you keep Bowser in in in Gakwe Well, you could do that But I mean that you're gonna put all that money into those guys and that's something else that Eric the cost of spoke on too The money he said he expects the Ravens to have about 15 to 20 million dollars in salary cap space and that's It's really not that much It's really not that much but being a Ravens fan We're pretty used to this pretty used to going into free agency with not much money to spend Happens every year pretty much Ravens are never one of these teams where it's like oh, yeah Hey, we about to drop this cash on this player that player that player that player that player well unless they defensive players Oh, and we gonna spend it on da da da da That's really not them So them not having much salary cap space is no shocker. It's no surprise and it's nothing new So we'll see how they continue to maneuver. I will see how they continue to sort of work with and around that Now something else that was asked about was Mark Ingram. They talked about he said how Mark Ingram Eric the costa said he spoke with Mark Ingram and his people most his agents and they asked him How do you want to do this? how would you like to go about this and He said that the agent said that him and the agents and Mark Ingram felt it was best that he just was released And he said that Mark Ingram he had earned that and you you can understand why he had earned that sort of that that respect To where are you you choose what you want to do? And it reminds me of it's not out. It's obviously not close to the level of but it reminds me of with Joe Flacco for Joe Flacco, he got to choose He got to choose so That that was just that's that's very respectful Because it's not anything that the team has to do They they could just they could trade you somewhere.  How would you like to handle this? They ain't got to do that. It's business It's business So shout out again to to mark Ingram now with The number one receiver question the passing game question, you know, those came up they those had to come up and I just I Notice that it was a lot of deflection it he sort of just deflected those questions to Greg Roman and John Harbaugh. He deflected them to coaching and while coaching They are the ones that are more responsible for taking care that EDC. He still got his hand in stuff And he still got his hand in stuff. So I was just hoping for something more significant with that I'm not really sure what I expected But he he said it starts with the offensive line, which we it does it certainly does He says it's also about building up that offensive line and he was also asked about the center position What are the Ravens gonna do there? How are they gonna address that and the the person that asked the question of my apologies? I forgot which reporter it was but he talked about Patrick McCurry the bad snaps in the bills game and he talked about Matt scurro with the bad snaps in the Patriots game like how do you how are you gonna address that and Eric Dacosta was like well, he attributed it to the weather Talked about how what the Patriots game was among soon and what the bills game is the crazy win and that's true But whenever I think about that and not saying that a player is not allowed to have a bad game Because again, they're imperfect people. So this is their profession and all of us in our profession We all mess up. We all make mistakes. I know I certainly do With that when whenever I would hear somebody say if they would attribute it to the weather I would think hold up and that the Patriots they have any bad snaps The the bills they had one bad snap but Like so the opposing team Their miscalculations and their mess ups and hiccups in those games They were not even close to the levels of the Ravens mess ups So he did talk about how they plan on having some competition at the center position, which I do expect I expect Patrick McCarion and Tristan Cologne Castillo to be battling for that and if the end if they draft somebody too So we'll see what happens with that Now something else that is very Because he made a very good point when it when he talked about the passing game because it was sort of these like Sort of these kind of deflections and whatnot and and sort of the dodging the question a little bit But he it but it's still a good point though Because when he was asked about the passing game, he talked about the the pre snap penalties He said we got to cut down on those we guys to and that's true Because the pre snap penalties We know Ravens would always get at least one false started game and at least one illegal motion or legal shift every game every single game Now I think there was like one game Maybe it was I think it was a Titans game the playoff Titans game where they actually didn't get anything But um, the pre snap penalties were very bad this year. They were terrible and that can change Field position that can change momentum that can change a lot for a team so that's really bad, but something that I think about is And that's that right there is on coaching And that right there is also on execution Sometimes it's coaching not having the guys at not having the right guys out there at the right time I'm not pulling guys off the field and it can just be miscommunications Then it can be on the players to maybe Lamarion get the play in maybe there's a player That's on the wrong side of the formation. They get lined up incorrectly It can be both but something that I thought about too with the weather games the bad weather games Where? Since you and this is where offense comes in the mind too Since you still have Lamar primarily running out of the pistol formation He's not under center So when there's bad weather Then in those snaps all are coming from the pistol formation or shotgun or whatnot That raises the potential of a bad snap So I would um, I would have loved if coaching made adjustments in those games To where okay, let's have him snap under center a little bit more How about we do that because with this wind blowing or this monsoon is rain coming down Maybe we should make some adjustments, but Anyway, that's that So it just this press conference I it just left a lot to the imagination on What's what's gonna be next for the Ravens? Well, what's what's gonna happen now with the Ravens? What are these guys going to do? moving forward and He talked about the number one wide receiver position as well He did speak about how he wants the the team to be more balanced And this was when he was still answering offensive questions, but a lot of times when he would answer an offensive question He would talk about the defense you talk about the defense and I mean, you can just tell that you can tell the Ravens MO that it's it's still defense And somebody asked a really good question.  I mean, I just said the Patriots. You see that. I mean, well, there's a new Patriots You see the Chiefs their past happy and They're in a Super Bowl and he said yeah, but they also play good defense And he's he's probably speaking about the Chiefs specifically He's it and about the Bucks do too, but he said the Chiefs they play good defense He said I think they only held the bills to like 30 something Russian yards So you didn't he saw talking about you got to have a good run defense and he's got any talk about you got to Have a good run game So now I don't expect and I didn't expect the Ravens to come in this offseason and just change up everything I wouldn't have minded because that would have meant they got rid of their offensive coordinator They moved in a different direction and even something with that too I Just I know that a lot of us Would rather somebody else for the position of offensive coordinator But let's also Try to be respectful of people Because These people are human too Because you can voice your displeasures about the way that they run the their show and the way that Greg Roman runs the offense But please don't ever make it personal Because I see some people doing that in this don't do that. Please please and that's just that That's just not the way to go about thing. This is not anything that's personal It's just strictly business and a lot of us we have our own opinions And how we what we feel would be best for the Ravens moving forward and while we all may not agree on it just Be respectful Because Greg Roman is a human too. He's a human being too So you got a wife kids family and all that so be mindful of that But with with Eric the Costa he yeah, he so he went to defense He kept going to defense whenever he was asked the offensive question But he also did talk about how he wants the Ravens to run the ball and running the ball He talked about how they have over the past three years They have had a historic run offense Which they have Which they have But you got to have more balance You have to and I'm not saying that I would expect the the Ravens to come out and Become the chiefs to become the bills become the the buck become those passing offenses, but The run while the run game is still important. You got to get with the times my friend you have to you got to get with the times and Again with Greg Roman We saw it in San Francisco. We saw it in Buffalo and we've seen it with the Ravens Again always a top five rushing attack but bottom five and passing Always a top rushing attack. It's beautiful. It's great. Wonderful and The quarterback sufficiency. That's one thing that's always been pretty good too Kaepernick with Tyrone Taylor Willa Ma Jackson Their efficiency has been pretty good But They don't get it done when it counts the most so and and this goes to scheming and this goes to Using our guys when they need to be used and And putting our receivers in the best positions to succeed using their strengths and using their talents You saw these guys in college You saw what they did in college You know why you drafted them you selected them when you selected them for a reason and you I mean just period you selected them for a reason So why are these guys like especially look at look at the over name pro shape These guys were known for their hands. They were known for catching the ball. They were known for not dropping passes but Pro shape is just a punt return and I know it's more numbers game with pro shape He was on the back end of the depth chart But Duvenay is just a jet sweep king. That's it. He was a jet sweep king You hardly send them deep you hardly send them on any slants. You you you could have thrown them some screens something But this is why I just felt like we just needed to go in a different direction offensively because They guys just guys were not used to their strengths. They weren't used to their strengths and That's something that you have to do We watched this chiefs game last night and we see these guys getting used to their strengths They they find ways to get all their guys involved and it's so frustrating as a Ravens fan watching our offense and Even watch if you watch college highlights of all the guys that we drafted You watch college highlights of Hollywood or Boykin Duvenay or Pro shape you watch all of that stuff And then you look in NFL and you like man, are they not even trying half of this stuff? They not and That with Lamar Lamar got stuff. He got to work on to Again, he he got to make better decisions stop always going for that home run ball and it's like it's crazy with With flacko it was reverse With flacko it was like flacko throw that deep ball man. Go get it But flacko flacko, you know your check down king But then with Lamar Lamar, he always going for the big play and we want him to take more check downs So that's that that's just funny how that works out. Um, but yeah, he got to work on stuff, too Lamar got stuff that he got improved as well And we're gonna talk about that soon, but we're gonna talk more about that soon We talked about it a lot, but we're gonna talk more about it real soon but it's just It seems as if this team is just still Almost like stuck with old-school football Because again, we know that they we know what they've been winning they got a beautiful record ever since Lamar has been the starting quarterback Beautiful record. They lost two games last year. I think what are they 38? So I'm 31 and eight something eight because they lost well five games this year Regular season, of course, they lost two games last year that seven and they lost one game with him as a starter in His first year So they do lost eight games in the regular season in the past three years. Well, two and a half years That's crazy That's crazy But for but when you think about it, this is this is what's scary be this team Team that only lost eight regular season games You like whoa, they are doing something right But then in a playoffs they were one in three One in three Who's that on who who is that on cuz regular season everything seems to be working just fine But playoffs it seems like the moment may be a little bit too big for them


We're almost, we've got about two minutes left so we'll just give some other folks to join us and then we'll get started. Okay, good afternoon everyone. Last day of the summit so we'll get started. My name is Nithya Ruff and I'm with Sandisk and I'm also part of the Women of Open Stack and this panel was put together by the Women of Open Stack. Every summit, I'll go into the next slide. So every summit we've been putting a panel together on some topic related to inclusion and gender diversity and fostering, you know, better inclusion in the community and increasing the number of diverse candidates working in the community. So this year we thought of talking about a world, you know, a really envisioning a world where there is a truly and completely gender equality and blindness to people from irrespective of where their gender color creed culture is. So this panel is about vision and it's about creating this vision of how we can get to that world. And what we did was we created a fantastic panel of people from across the industry who will talk about some specific ideas and areas where they have seen things work and where they've seen creating inclusion work. And from an open stack perspective, it's extremely critical because we come from, you know, hundreds of countries from hundreds of companies, thousands of contributors, 50,000 or more in the community, we have to work together in harmony in order to move open stack forward. So this is a very important topic. OK, having said that, let me go to a couple of quotes which are really very inspirational to me in terms of what diversity means and why it's important. The first one is from Steven Covey and it says, Strength lies in differences, not in similarities. It's differences that really strengthen us. It brings different perspectives to the table. The second quote is, Diversity and independence are important because the best collective decisions are the product of disagreement and contest, not consensus and compromise. And that's so true. One of the biggest business values of diversity that I have seen is better decision making and better innovation. So with that, I will turn to my panel and ask them to introduce themselves and also tell me why they decided to join this panel. And a quick shout out to Beth Cohen from Verizon. Beth is the one who put this panel together and unfortunately couldn't be here, but we want to acknowledge her contribution and spirit here. Ruchi, what brings you here? Hi, so I'm Ruchi Pargav. I work for Intel. I've been part of Intel for the last 25 years and done four diverse jobs. And the reason why I think I want to talk on this panel is when I first started working at Intel, I was probably one of the only women in my organization. I did factory automation. And I was not a person I made myself out to be. It's what they talk about the imposter syndrome. I used to dress up in dockers and shirt and Clark's shoes, just because everybody else in my team used to be dressing up like that. And I was not like that and then I did that for like seven to eight years. And then after I had my first daughter and I said, this is how she's going to see me, that this is warm and this is not what I'm really I am. And even then it was very hard for me to go and change myself. Till I saw some good role models and who not only women, but also men, who basically did not let the looks and how to be like everybody else that like, like, likes thing affect them. And that made me change and I started to make that as a mission of myself. I wanted to change myself and project what I really am be myself. And I think that made me much more successful both at Intel and whatever I did. So that's why I want to be part of this panel. Thank you. Being authentic. Yes, hi. First of all, I'm very honored to be asked to be a part of this panel. I appreciate the opportunity. And my name is Vince Brunson. I work at IBM, been working at IBM for 23 years now. And I manage a group of OpenStack contributors, 17 in total that contribute upstream because you're probably looking at me and saying why is this guy on a diversity panel, you know? You wouldn't think of me necessarily as being a diverse person. But it's what's interesting for me is of the 17 people that I manage, it's a very, very diverse group of people from college new hires to people that have been with the company 25, 30 years. And everything in between. So we've got a lot of diversity. And it's a challenge every day to manage the group of folks. Just because I want to make sure that everybody's included, brought together and worked together as a team. So it's a very interesting and hopefully I can bring some of that and help those others that are in the crowd managing a diverse team of folks. And maybe bring some insight from that perspective. Hi, I'm Nina Garagia. I'm also from IBM. I'm from development. I'm an architect with the IBM Cloud team. I've been with IBM about 18 years. And I think, like Ruchi when I started off, very often I was the only woman in the room. Very often I was the only non-calcation. And more often than not, I was the only both, right? And I found that you tend to feel more comfortable with some teams than the others. And over time what I realized was that you're actually part of the team. And the longer you're part of the team, the more you're contributing to the team culture. That the team culture evolves. So actually, irrespective of your position on the team, you can actually influence how inclusive that team becomes. And I found that as I started growing in IBM, everyone brings their own, and a lot of times it's not conscious biases, but it's typically unconscious, right? You almost have, you're forming first impressions, judgments. And it's really important that you take a step back and see what is the impression you're giving, right? Because that's what's forming your team culture. And as I said, it's not dependent on the position you are, but it's the fact that you're on a team, and the longer you're on the team, the more you actually create and change the team culture. Josh? Hi, Josh Kleinpeter with Cisco. I guess used to manage an OpenStack Cloud team. They all work for other people. So I can't say, like Vince, I have a diverse team anymore. I'm here because I guess in the last year, I don't know if any of you guys have followed GamerGate. There are a lot of really horrific things that people are doing to women in the tech community, just absolutely horrific. And I can't believe these people feel like they can. And while I would hope and pray that nobody at this conference is involved and would do anything like that, I do think that the little things that we do and accept and allow to happen can kind of have a butterfly effect to the larger tech community and things get out of hand.  But that gets out of hand eventually. And I think if we can do things to stop those things and all become brave enough to stop the little things, then hopefully that helps the big things from going away. Absolutely. Josh, very well said, all of you. Just my personal story, like all of you, I started in tech many, many moons ago. I won't even give you the numbers. And I was also one of the few women in my group. And in fact, I felt so isolated and felt incompetent because I just felt that I was different than everybody else. And I decided to get out of coding because of that. And then I ended up doing product management, product marketing because I felt there were more numbers and I felt more comfortable in that kind of climate. And so we are driving a lot of women and people who are just a few of them away from tech because of that. And so we do need to create a more inclusive environment, something that values what each and every person brings to the table. Because both the business case as well as the social justice case is so powerful to make sure that everybody is fully contributing and fully engaged in what they're doing.  Now, if I can get the clicker to work. Okay, so it's going down is, there it is. And my eyes are not as good as they used to be. So I'm gonna take a look at the questions here. So what will this new world look like? I'm gonna start with the vision statement, right? What will this new world look like and how will it differ from the current one? So what kind of a world do you guys think we should be in? So I'll turn to a couple of you. Nina, what do you think that perfect world or that unbiased world would look like? Well, you can just be yourself and still be heard, be successful. Where you don't feel being different as a handicap. So everyone is valued for just what they bring. And then you won't look around and say, because you feel different, that's when you look around and say, am I the only woman here? Right, but if it's not an issue, then even the fact that you think of it makes it an issue, even if no one else around you is conscious of it, right? So when that kind of thinking goes away, that's when I think we'd be really successful because then everyone is just being themselves. And that's what you really want because that's where you get your differences of opinion. You're not trying to think a certain way or behave a certain way. What do you think, Vince? What do you envisage yourself? I agree with Nina on that. I think we need to focus on being ourselves. And when you look at somebody that you're working with that you don't see the person so much for whether it's male, female, their race, creed, crell or religion, whatever the case may be. We're all technologists and we're here about technology. And so getting down to that discussion of you can have a discussion with your peers where you really focus on the technologies and the ideas and the great things. And then I think at the same time we need to keep all these things in mind that we are still all different, right? And because of our differences and because of our experiences that we have because of those differences we bring that to the table which makes the technology that we produce just that much better. And so that's the world I would like to see and that's the world that I really work hard to try to foster in my team that I lead is to make sure that everybody knows whether you're brand new to IBM or you've been here for years and years and years, everybody's opinion is valuable and everybody's opinion has merit and lay it out on the table and have that discussion. And see what you come to. You guys brought up a really important point which is when you're authentic then you bring your true self to the table. You said that as well, Richie. And if there is an inclusive leadership style in the company and in the team then it really takes advantage of the uniqueness that you bring to the table which then makes the end product better, whatever that is, whether it's a software or something else. So the next question I'll ask is, each of you as an individual, how do you think you can make sure that voices are heard in your team? And I'll really start with Josh and how do we solve something that you brought up? How can we make that butterfly effect happen with just ourselves? Can each of us make a difference? I think yes, I mean, I think in a lot of the teams I've worked on and regardless of the make up, there's always a person that's louder than everybody else. And I'm sometimes that person. And it could be really a challenge to rein them in and say, hey, and I think certainly as a manager, somebody in leadership, helping to calm those people down and make sure that other people are able to talk. I mean, just in simple like we're doing stand up and that person won't let anybody else do whatever they need to do. I think just simple stuff like that. And I've actually seen that a lot on my teams, especially because we're very remote, lots of people on phones. So it's very easy for the people in the room to take over conversations. And so watching out for that. And I think another thing is just prompting and helping. What do you think? You're quiet. How can I bring other people to the forefront and help them kind of come out and say their opinion? Because I think a lot of people that I've worked with maybe have great ideas, but they're very shy kind of to themselves or whatever. And so bring them out and let them light up their ideas and that's useful. That's fabulous. Richie, what do you think? So in addition to what Josh said, and I like to make sure and I would encourage most of all of you are part of some team. Is it working? So all of us are part of teams which are working on accomplishing some things. And there has been research done that let's take the case of gender. Those leaders who have either daughters or sisters in their lives, have like one or two sisters or one or two daughters. Of course, everybody has a mother, but we can't exist without that. But as yet, but right, who knows? And that's one thing men cannot do as yet. But going back to my point about take those people in who have sisters or daughters in their lives and put them in also make them be part of your team. You will see that they have a very different opinion of diversity. As opposed to like Intel has, like a lot of other companies, has taken a big target on inclusion and diversity. And it's not gender diversity, it's diversity of all kinds. But you will often find men say, why is there not similar effort for men or similar effort for white males? And it's a very hard question if you ask that to a woman who's being successful just because on her own merit, how do you answer that question? You feel that whatever you have accomplished is all lost at that point of time. So just make, an ideal situation would be when that question is never asked of anybody who's successful. That why was that opportunity not made available to me? Think about it, that opportunity which is available to the non-diverse folks today has never been made available to all the women, to all the other people of different lifestyles and diversity of race. They didn't have that. So we should stop thinking about it. All those things are just, and it will become at Intel what we do is to bring them in, we make that special, that you have to have that opportunity. But once you are in, you are equal because you are hired still the best. So that's where I think we should be headed towards. Really, really good points. And I think what you guys are bringing up is that managers and leaders of today have to be inclusive managers. They have to work on that muscle of how to bust bias, how to include people, how to make, empower everybody on the team to work successfully and bring out the best from a diverse team. Global teams, diverse teams, et cetera. So my question to you is, beyond, I really like the ideas that you brought up, Josh, which is everyday things you can do in meetings to prevent people from getting lost or not being heard. How can managers foster a team environment and an inclusive environment as a manager, what can you do?  You said you have a diverse team at IBM. How do you do that? How do you make sure that this quiet person is valued just as much as that loud person who sometimes dominates meetings and may feel that they're not being heard or that person who has a different lifestyle or one is a parent, one is a young person right out of college with different priorities? How do you make everybody feel included and valued? Well, I think it can be difficult at times, honestly. I mean, you have to, as a manager and a leader of a team, you have to balance the needs of a business versus the needs of the people. So you have to do the best you can around that. But I think I try to set up in my team, I try to set up the mentorships with others in the team. And if they don't have a mentor that fits them in the team, I work within the company to try to find folks, good, solid mentors that are senior people within the company or within an open community like OpenStack or what have you to help them understand and learn as quickly as they can. And I try to work hard to match those folks up with mentors that are not necessarily, if it's a female, I might try to match them up with a male. But I do it very carefully to try to, I want to make sure that they get the right mentorship or, however I try to manage that. And sometimes mentorships don't always work out. Sometimes they do. You have to be flexible in how you manage that as well. And that's been really successful for me is finding good, solid mentors for the folks in the community. And it teaches them that it's OK to speak up. It's OK to be heard because they have a good role model that they can follow. And sometimes it's even folks that have been with the company quite some time. You recognize that and you help pull them out of their shell a little bit and be heard and be included within the conversation. You're also saying that as a manager, I cannot always be the only person that they can turn to. Let's open up the resources for them to work with lots of other styles and people that they can be mentors. Absolutely. I mean, across IBM, as you can imagine, with nearly 400,000 employees, we have a lot of opportunity and a lot of diversity within the company. And I'm very proud to work for a company like IBM that has often led the forefront of a lot of the social justice as well within what they've done around hiring women and minorities and promoting that within the company. So it makes it very easy within IBM, I think, to do that. And Nina can probably speak to that even more than I can. But our founder, Thomas Watson, was a big proponent of that. And so I think it's part of our DNA a little bit that we look at that. And we want to be at the forefront of a lot of what we do there. So as a manager, I feel like in order to keep that going forward, I have to help along the way and make sure I continue to carry that legacy forward. Nina, as a technical leader, what have you been doing? And how do you also foster teamwork in projects you work in, in the open source community, but also across the company to community? Right, so the thing is when you're working in a technical team, right? I mean, ultimately, it's just the quality of ideas and the quality of work you do. But then it also comes back to Josh's point about who's the loudest, right? And I think when you're working in a team and when you're leading a team, it's really important not to just listen to the loudest voices, right? You really have to listen for the best ideas. And the best ideas are not necessarily, especially when looking at a diverse global workforce like we have, right? You have people in the room, you have people on the phone, you have people on IRC, right, even internally. And you have to make sure it's not just a loudest voice. If the ideas are not necessarily phrased in the best language, I mean, not everyone has English as a first language. And people sometimes are hesitant, right? It's not just because you're a female, right? You just could be, you know, you could be a, it depends on your personality type. You could just be a new hire who's come from a small town, who's, you know, getting used to the vastness of working with IBM, the vastness of working with the open source community, right? So making sure the voice is heard is extremely important. Sometimes, and you know, this is, everyone's heard this example, right? You know, someone says something, the team ignores it, someone else louder and more confident says the same thing phrased differently, and everyone jumps on it. Then it's your role as a leader to step in and say, you know, everyone's like, yeah, yeah, you know, whatever B said was great. And you step in and say, yeah, absolutely, right? What A and B said were great, right? But you acknowledge the contribution of the first person. That's extremely important. So that's almost your role, you know, to step in and make sure everyone's heard. And then once you start doing that, the others catch on. And whether that's, you know, on IRC, whether that's on the phone, whether that's in the room. So that's one thing you have to watch out for. And as I said, it's not just, you know, male, female, right? It's really personality types, right? The second thing you have to do is, because, you know, we had that really interesting session earlier, right? We were looking at statistics on contributions in the community. You can look at your managers to feed the pipeline, right? They do the hiring. But once they come in, I feel retention and growth is my role as a technical leader to foster that in my team as well. Because if your team doesn't feel like they're growing, you're going to lose them. And you will see that in the community as well. You can say all you want, right? You have to come in and do the code reviews, right? Try and fix some bugs. But there's only so long that someone can do that, right? This is their career, right? They need to have something to hang the hat on at the end of the day. Because that's when they feel you're trusting them to do something technically. You're acknowledging what they bring to the table. So it's also your role to find that, right? You can start off small, but you need to give them something to work on. Because once they work on it and they do it successfully, that's when you can also then acknowledge it, right? Because then that's when you feel you belong to the team. Because until you do that, you're never going to really feel validated as being part of the team. And that becomes really important. Absolutely. In fact, I think one of the changes that I'm seeing in what a lot of our companies and the community is doing is taking a look at changing the environment and not just changing people. In the old days, we used to always talk about fixing people. We'd say, oh, that person doesn't fit the company profile. Or she talks too loud, or he's too quiet. And we'd try to fix people rather than fix the environment to be more inclusive, to bring out the best in people. And frankly, it is those types of team management techniques and inclusion that creates a more empowered team. So I really applaud some of the things you've said. I was going to pick up on what Josh said before about some of the harassment that happens online. And we've heard it in online communities in particular. How do you, clearly, we need to have zero tolerance.  This is not correct. How do you make a difference there and change the climate of those online conversations? I'm putting some heavy burden on you there. Online, I have no idea. I mean, just watching what people do, and it almost feels like helpless there, which is why I think it's potentially easier for us to look at our own communities. And how do we help those? And honestly, in my experience, it's really straightforward and simple.  And you just say, hey, dude, that's not cool. And as simple as that, and most people are like, yeah, you're right. I was just kidding around. Call them on the behavior. And you don't have to be aggressive about it or mean or anything. You just say, don't say that. Because someone needs to call them on it. And Intel has been talking about this. BK has been talking about online, yeah. Especially on that, what do you call it, code? Yeah, Gamergate thing. BK went out on a limb. And he said, it's totally unacceptable. And it wasn't that. And because we had some ad or something, I don't know if anybody from Intel remembers what exactly happened. But we pulled out that ad. And then BKB, who's our CEO, made a very, very explicit comment that this is not kosher. And we are not going to support it as a technology company. And that makes a very valid point, which is, as leaders in our projects and leaders in our companies and communities, we need to stand for it. We need to stand for zero tolerance. Because if we role model it, and if we say this is unacceptable and we are vocal about it, then people start backing off. Nobody's called these guys on what they're doing. So sometimes that's what happens. So what I'd like to do is there's also another aspect that I'm seeing to address some of this, which is code of conduct, projects adopting code of conduct, but also enforcing the code of conduct. And not just having a piece of paper, but when these types of infractions happen, nobody really enforces it. OK, it is on now. So I personally would like to ask everybody here and use that power to us so that all of you ask the rest of the people in the community who you work with. There is a code of conduct which exists for OpenStack and for the Linux communities. We have to enforce it. And if we take that things lying down, if there is any harassment which you see, you have to call it out. Nobody should take it lying down. That's something which is very, very important. Because if you see somebody, it's also about being an observer in a crime is you make your criminal. Totally. Thank you. That's a good call to action. OK, this is just really teasing out some more examples of what have you done to make your team feel valued, Ruchi? Is that an example or a story you can tell of how you recognized someone's uniqueness and brought their value to the table? So what often happens, it's not about gender. What I'm going to talk about it is people's behaviors. So if there are people who are generally very quiet, they may be extremely diligent in what they do. And I have a very diverse staff. I mean, there are people from three continents on it and very different thought process. And things which we learn in a class called micro inequities, when you do rotation, when you go out on a travel or vacation, make sure that you rotate coverage by everybody, those things. And same thing happens if you're part of, say, a NOVA team. Make sure that some sort of leadership opportunity is given to people of all backgrounds. And I would like to now applaud the NOVA team, because earlier it was everybody was of a particular background, maybe a particular corner of the United States where they all came from. And it was called out. I actually went and spoke to people in the NOVA core team and said, do you realize that a lot of people are of the same background? And now they have people who are coming in from different geographical backgrounds, language. Because it's one of the core projects of OpenStack. So try calling those things out if you see that. And because it'll enable different kind of things to get accepted into the OpenStack technical base. So that's how I think we can make things happen. Anyone else have an example of something they did uniquely to call out people? It's not so much an example. It's also to say that if you feel uncomfortable, you should raise it. Because sometimes just bringing awareness to it makes a big difference. Like Ruchi said, you just talk to the NOVA guys and say, hey, this is what I've noticed. That itself leads to change. So if you find that something's happened to you or someone you know, that has made you all uncomfortable, it's time to speak up. Because we can only address what we are aware of. And if there is not awareness, and that's when I think things can fester and over time get bad. So I really think the early intervention is extremely important. So we have about 10 minutes left for the time. So I'd like to turn it over to the audience. See if anyone has questions. And if you do, could you kindly come to the mic? And we'll take the question from there. And then I'll share some resources on how to get involved in the Women of OpenStack as well as the Diversity Task Force at OpenStack. So does anyone have any questions? There's also the people that you might already have on your team, so things to do about retention. So that's a great question. We often forget about retention. We just bring people in. And then frankly, we have a leaky bucket problem in the industry. We lose people because we don't create an environment to value them. So any examples from the group here? So for me personally, for my team, I've got a large team of folks all working on OpenStack. And I think it kind of goes back a little bit to the last question. I think from a retention standpoint, it's all about feeling valued as a person. And there's many ways that you can help your team feel valued. It might be something as simple as a simple thank you to someone in recognizing the accomplishment that they had, whether that be in a private setting or at a team meeting or something of that nature. But then I think the other piece is, too, is that we as leaders in technology have to realize that our teams are people too. These aren't people that just sit behind a computer and write code. And that's all you do. You have families. You have things that you do outside of work. You have things that you are, and all of us are different. So we celebrate different holidays. We celebrate different things of that nature. And I think you have to be respectful of all of those things as well and understanding as a leader to make sure that you manage that appropriately and help let your team know, let the people know, that they're valued as a person. That you're not a resource. You're not an asset. You're not a field replaceable unit as a coder.   I think there's been some studies done that the top reason people leave a company or leave a particular position isn't because of the job. It's because of the leadership that they have. So I take that personally as a leader that that, to me, is the biggest way that I can help make sure that I keep my people happy and make sure that they're happy in the job that they're doing. I think you have another question, but just to add on to what you just said, Vince, is everybody brings some strengths to the table. One of the tool sets which I definitely like to use and our company also has probably made me aware of that is you leverage a person's strength and go around their weaknesses. Forget about their weaknesses because focus on the strength and that enables every individual to succeed and everybody has some strength. So that's a bigger stool. I totally agree. Yes. Hello. Yeah, I have a question. I hear about this a lot of talk about inclusion and it's all great to have this conversation. However, it always comes back to a single topic and which typically revolves around gender. So as a person, for example, with a disability, I don't see myself here included. So you talk about inclusion, but you're excluding a lot of people. Yes. And go ahead, please. And I do understand there's this notion of, yeah, we need to focus on something. I do have another answer too, so I'll share that. So this is absolutely correct and what you're bringing up, and I would like to also get your name, is the bigger D and the bigger inclusion. So what I've discovered since we talked yesterday is that there is a diversity task force with OpenStack, by the way. It's not just focused on gender diversity and the diversity task force mission is to focus on the bigger D and building a big tent for all inclusion. And so I'd like to connect you with Kavith Munshi, who is part of that task force and see how we can make sure to include some of the elements from disability, from lots of other areas. Because I looked at the logs from the meetings, right? And there's no... They don't address that. Anything, like disability or race or anything. And there's an ex-IBMer. I know that there's some great stuff IBM can talk about in terms of inclusion. Diversity or inclusion are different things, right? And frankly, our customers have the same challenges. So we need to think about that. 15% of the gross population are disabled. So if you think about how many people you're missing out, plus also by just including people with disabilities. I tried on Monday to see, if I'm deaf, how can I participate here? And the answer was, I can't. There is no accommodation, even though it's the law.  If you're a person with disability, you may not even get that chance of a job at all. So bringing people with disability in, that would even mean much, much more. And I applaud you for speaking up and making sure that, just like Ruchi did, making sure that that's not ignored and that's included. So please provide me your name and we'll connect you to the right people. Yes, yes. So Courtney, could you connect with him and include him in the diversity task force, please? Fantastic, go ahead. Aloha Kako. You talked a lot about what you do as managers with your direct reports. I think that sometimes we forget how important it is, what comes down from the very top as well. No matter how hard we work as direct managers, even if you're in a company with 250,000 people, what your CEO or your board of directors thinks and says matters a lot. Totally, it sets the stage in culture. It does. Secondly, and I think that what I'm about to say may make some of us uncomfortable, but every morning when I get up, the note that I see on my computer says get real, don't screw up, make good choices. The first part of that is get real. I think we all have to recognize the world that we live in. And I think we are given big brains to make good choices but we're human beings and we do have biological instincts. I think when we see each other, that happens. I go to a gathering of really smart, intelligent people and I often find like a party, a social setting and we segregate ourselves by sex. We segregate ourselves by race or origin. There is some biological imperative that's going on there. It is what it is in our genes, but we don't have to act on that in negative ways. We can use our brains to say, I'm not going to let my lizard brain make a comment or do something inappropriate. And so when we say we wanna live in an environment where we don't see those differences, I think that's a little bit of a fantasy. I think we have to say we're not gonna act on those differences. We're not gonna let those differences that we do inevitably see impact us in negative ways. Thank you, that's so true. One more question and then we will have to cut it short, unfortunately, but we could take, yeah. So statement, more so than a question. So differences are important. No one wants to eat the same food every day, right? Does anyone raise your hand if you wanna eat the same food? My 11-year-old does. Maybe Mac and cheese. That's good, that's good. Okay, go ahead. So difference in diversity brings flavor to everything. No matter what it is. That said, I'd like to challenge everyone who's in this room to join the diversity work group. We were there yesterday and there were only four people in the room and one of the things that came up, take it back, there were seven people in the room at most. One of the things that came up is it's very difficult for anyone to really champion diversity if they, in some cases, they're not aware that there's a diversity issue. And in many cases, it's maybe difficult to champion it if they're not in some way connected to the plight of those people who experience that disadvantage. So for those people who are in the room, I would challenge everyone here. Number one, you need to become aware of diversity. Like when you get up and you're working your teams, think about that. Think about the fact, do you interact with a... Sorry, we've run out of time, but can you give us one quick thing? How do they join the diversity task force? They're gonna be sitting out of email. They're gonna be sitting out of an email blast and there's a wiki page for it and they can tell you. One, two, three, four. Fantastic, I know where Carol is. Carol, yeah, if you could tell us how to join the task force. And then on the screen are resources for joining the Women of OpenStack as well, as well as, you know, on IRC mailing list, et cetera. Go ahead. So there's a wiki page for the diversity work group. They send out their communications on the foundation mail list. They'll use diversity tags, so subscribe to that. They have regular meetings that you'll be able to find out information about on the wiki page. Okay, fantastic. Guys, I'm just absolutely jazzed and excited that all of you joined us. Thank you so much because the numbers have been growing every time. So thank you for joining us. Thank you for asking such great questions. I'm so sorry we couldn't get to all the questions and thank you to the fantastic panel here for making their voices heard. Thank you.


Hi everyone. So as you guys here, all JS developers, we must know about something called Yarn, right? So Yarn is a new JS package manager. It's very secure and much faster. It's taking the world by storm and it's trending right now. So yeah, roughly so. It's a very good tool and I like it personally. So for right now, I think Yarn is on top of the trending project on GitHub and roughly so again. Yeah. I'm sorry. Yeah. So this is Yarn. I'm sorry. Yeah. So 200 stars a day. By the way, this is data from last Sunday when I prepared for this tech. Maybe right now data is a bit different. By the way, you get the idea. But I'm not here today to talk about Yarn though. I want to talk a bit about Vue.js just one step ahead of Yarn in term of the trending project on GitHub about JS. So Vue.js is a simple yet powerful library for building modern web applications. What does it mean? Right. This is how popular it is. 31,000 stars GitHub questions on the Stack Overflow. It has the newest newsletter, right? 5,000 people on GitHub adapted by Spark from Laravel, the Logwell and just last week, it was picked by GitLab to be the official front-end framework. So I'm here today. By the way, my name is Yarn and I'm a core member of Vue.js team. So I'm here today to give you guys a very quick introduction about very, very quick and brief about Vue.js. Why is it a thing and why is it trending now? It's Java's report. So a bit of history. So Vue.js was created by this guy, Chinese guy called YoYuC and name is Yvonne, he's living in America right now, I believe and the code name is started in July 2013 and one year later, the first public release was there and so after that, one year later, Yvonne started to quick his every job, I believe from Google, and he started a patent campaign this year's March, and it turned out to be hugely successful. He's now working full-time on Vue.js, and he founded a core team just two days, three days after the patent campaign started, and we have 20 people strong in the team right now, I mean, 19 people in one week. All right. So just beginning of this month, we have Vue.js 2.0 released with a lot of new features and enhancements. So this is like a milestone in the history. If you want more about Vue.js history, I suggest take a look at this. A deck from Gazoo Pond, another member of our team, right. So this is the first glance of Vue.js. You have a div, you have a script, and okay, you know what, just scratch this. I will try to write a video instead, and how can I show my Chrome browser on this? All right. Thank you. This is how I get to this place, by the way. Okay. So let's go to GSP, all right. I'm sorry. The rest, SM PayPal guys. All right. Thank you. Sorry, sorry. Don't forget me now. All right. Sorry for this hiccup. All right. You can see this, right? So by the way, GSP is one of our official sponsors on Patreon. So using their service is just a good idea. So this is how a Vue.js application look like this. You have a division, and inside you say something like, you know, a very basic thing, say, hello, I don't know, put a name here, all right. And I'm going to use Vue.js right here, the edge version. New view, we take that element, and we put some data into the picture, and we say name, I don't know, put Vue here, all right, and we run it. All right, so hello Vue. Simple as that, that's a fully functional Vue application. Of course, you don't write this silly thing when you do real-time, real-life work, right? You need a form, you need some input, you buy the data into the model, and you send the data to some RESTful API. So let's do this now, all right. So let's put an input here. I'm sorry, let's see, it's not an input, all right. Let's say, what's that, model equal name, and that's it, that's all we need to do now, right. So see, hello Vue, and Vue, this model, and the data we have here, are bound together in something we call a reactivity system. Let's, we changed into, I don't know, hello talk, but yes. All right, so say hello talk, but yes. And I don't know, we can change this to whatever we like, hello from the other side. So hello from the other side, hello Adele. All right, so now you understand this whole thing to some RESTful API, so you need a button here, right. So when you put a button here, you add a clip handle, and by clicking the button, more than often you want to prevent the default hook. So it's just say, prevent. Equal something, submit, let's just put submit. So it's a method, so I would just add a method object into this stack. And let's say submit here, all right. And instead of just sending something to the server, I would just alert here. Here, submit in plus this.name, which is this thin, right. And again, just run it. So of course I need something here because you want an empty button, submit. Sorry, submit me. Okay, all right. So I don't know Adele because we say hello to her before. So submit in Adele. Simple as that. Of course you want to put this into a form or whatever. Let's say you have a form here, right. This is okay because you want a form for Semitic. I don't know if I even pronounce it right. All right, so instead of button click, you just put the whole thing into a form. And it's not click, it's submit. And run it again. Okay, so now you can just push enter here or click button here. So if you notice, I didn't have to refer to any documentation during the course because it's not just because I'm a member of VHS so I know how it works. Okay, well she didn't. Okay, I've been writing this a lot. But anyway, this is how easy and beginner friendly it is. This you must admit, it's very clear and everything is there and it's understandable. It's like English. So let's go back to that. How do you press? Command F. F what? One. Okay, that's what. F what? Oh, F what? Command F. F what? F what? F what? Oh, yeah. All right, I need a lesson from you later. So yeah, it's how easy view is. Yeah, but the thing about view is not just about easy. What we internally and we like to advertise about view is we often call it a progressive framework. And by, okay. How do you go there? I'm sorry. That's it? Okay, awesome. Thank you. So a progressive framework, what does it mean? It means, yeah, you can just start with some very small applications and you would, all you want to do is to have some declarative rendering or some component system in place. For that, you have the VGS core. But then your app starts to get bigger or you decided to be an SPA instead and you need a client-side routing framework or library on top of that. And we have that. We have something called a client-side routing, a view router. So you just add this onto the stack and it's very simple to implement and you have the client-side routing. And your application keeps getting bigger, right? It's a good thing and it keeps getting bigger and your data is harder and harder to reason about. So that's when you need to put, you want to put some state management library into the stack. And we have that. We have Vuex. Vuex is the Redux or ELM-inspired library on top of Vue. And it does pretty much the same. It's a large scale stage management immutable library, right?  We have all of them. So this is what we call a progressive framework. You keep adding stuff into the stack when you need it and you don't need everything in the first place. All right. So the next, how I talk about is Vuex speed. Our Vuex is very fast. I know we have a lot of interacts here and yeah, but Vuex cut up defeats React in terms of speed, rendering time. So lower is better. And by the way, this is the third party benchmark. It's not something that's done by us. So it should be as biased, unbiased as possible. So this is vanilla JS, 1x Vuex and React, then Angular, the Aussie version. And despite being fast, Vuex is very lean, right? So this is just with 23 kilobytes. Can I move this here? Oh, sorry. Just with 23 kilobytes, you can have a fully functional Vue runtime build. And if you want the Vue router and Vue extra, just do what you guys about, just add nine more kilobytes there. Still half the size of React, Redux, React router, and we're not talking about these two guys here, which is Monster, Reynolds, in some of sizes. And Vue.js comes with added sugar. Yeah, by the way, this is our internal icon. We tend to play around with icons. So yeah, we have single file components. The single file components in Vue is some file that ends with Vue. And you can write the template HTML and CSS and you have a script in the same file. And with CSS, you can add your favorite SAS, CSS or less or, I don't know, Jok, or Puck, Jade into NNN. And you can have scope as well. And one more thing, normally you wouldn't need this, but you can use render functions in US in InView.js 2.0. And this helps you to have full control over the template that you write, over the HTML and DOM elements. So that means you can use your favorite JS, your favorite, not mine, I hate this. JSX with View. And I'm not sure if you want to do that, but you can. And View 2.0 comes with server-side rendering. And this is something that, if you want your application to be known by Google, being a pure JavaScript application, you should really take a look at this. You should really be serious about this. So it's faster, and it's SEO and everything. And you have ViewDevTools, which is a cool, developable tool extension for easy debugging. And when you combine this thing with View.x, you have time travel debugging, which is a pretty cool thing that I don't know how to use. Yep, I don't use View.x, I'm sorry. And last but not least, yeah, you can go native with Wix, or it's Wix, or on-send UI. By the way, Wix is being under active development by Alibaba and Ivan Yeo, because he's a Chinese guy, and Alibaba is a Chinese company, and they love each other. So they come together, and they build this thing. And we have this thing as well from Japan, I think. And these guys are integrated in this on-send UI framework into with View as well. And it's in the preview release stage, which is a good thing. OK. OK, I passed that line by doing this. Anyway, thanks. I hope that's give you a quick introduction about View. Thank you.   Yeah, this is me, by the way, because some guy take and waste me. Trust me. All right, thank you. You have any questions? I hope. Let's not. OK, cool, thank you. Yeah, this is good. Right, thank you. Oh, yeah, sure.