Thank you. Thank you, Malina. Good afternoon everybody How cool is this guy lives in New Hampshire gets to hang out here in Copenhagen now with some of the world's best chefs Not bad. Let me tell you a story There's a woman who graduated from college in Berkeley several decades ago and she decided that She would go and live the French lifestyle after she graduated and those of you from France know it only too well Probably most people here as chefs know it know it very well, which is travel around and go to the local markets and and and partake of the great food and Some of the words that are very common today organic food sustainable food farm to table These are the things that she engaged in as as Malina hinted She came back to America and she decided to open up a restaurant Of course, of course called Sheppanese and it's Alice Waters and the remarkable thing about her is if you look at the people that work for her over a period of decades Over 200 people who work for her went on to tremendous success in their own careers and having spent the last couple of days here I know that there are a bunch of chefs here that have all sorts of protégés former cooks former Farmer staff members that have had a that have gone on to success as well But you know in the chef business in the high-end cooking business the idea that you're a great chef And you have many people who work for you and some of them leave and end up being very successful on their own It's not a shocking idea, but it turns out when I started to look around. I found it in industry after industry So for example, I looked at American football Storm is coming down. I looked at American football and those of you that follow follow any of that may know the name Bill Walsh bill Walsh was the head coach of the San Francisco 49ers and what I did is a genealogical study of all of the Super Bowl winners in the national football league in America over the length of the history of the league and what I was interested in by Genealogical is not who their parents were of course, but who they work for it And what I did is I created these trees of talent if you could picture that and when you go back and do that It turns out that this one person bill Walsh I counted for an incredible number of the most successful head coaches in that industry and in fact if you look at This year early 2016 the Super Bowl the two head coaches in that game Both came from the tree of talent of bill Walsh this by the way ten years after he died 20 years after he was a head coach. You want to talk about legacy? You want to talk about impact tremendous? And so he he is a he's another one that had this type of this type of influence. I kept going I was interested in a lot of different industries I looked at advertising Jay Shia Shia day if that name might sound familiar Shia day is the Agency that did the famous apple Apple ad where when the Mac was first introduced with all the IBM Automans kind of walking off the side of a cliff while while Steve Jobs and Apple showed up I looked at I looked at American fashion Ralph Lauren was the quote Superboss In fact the number of people that work for Ralph Lauren Over the course of decades. It's really unbelievable people like you know Joseph Abboud and John Varvatos and Vera Wang Tori Birch the guy that's the CEO of Michael Kors today And it's just a long long list American comedy Lauren Michaels those of you that know the show Saturday Night Live Tremendous number of people came from his his world something may be closer to home here Yorma Panola Do you know who that is? Orchestra conductor in Finland so many of the world's best orchestra conductors actually worked for Yorma Panola, and so industry after industry after industry 18 in total I was able to find this one person that had a tremendous track record in developing talent and it turned out I Called these people Superbosses, but it turned out that what they actually had is the secret to success I'm just quite a statement the secret to success and that is that they knew how to generate and Regenerate talent on a continuous basis, and I know a lot of you are thinking about your own kitchens your own businesses and saying I've got to do that to survive. That's exactly what these people did very diverse Different countries different backgrounds different industries yet the remarkable thing is when you look closely at them It turns out that they do a bunch of things in common Even though they come from different backgrounds and by the way even though their personalities vary quite a bit Some are really really tough almost nasty Larry Ellison from Oracle if you know anything about Larry Ellison not a not an easy guy Some are more nurturing some are more iconoclastic in fact Miles Davis is probably the most interesting of all the examples that I looked at the number of people that were miles They've you know the jazz genius right the number of people that went in miles They were in miles Davis's band over time became the absolute superstars of today Wayne shorter and Bill Evans and John Coltrane Herbie Hancock. What is it about these people? What did they do that's so magical that helps account for the tremendous track record of success their ability to generate regenerate talent? So let me share a little bit of what I learned from these Hundreds of interviews with all sorts of people in all these different industries and by the way I did a lot of interviews of the protégés of these people so the employees and I asked them You know, what did you learn from Alice? What did you learn? George Lucas is another one? What did you learn working with George Lucas? What did you learn working with Ralph Lauren and how did that impact you? How did that affect your life? You wouldn't believe it how common the answers were even though they come from completely different worlds So what are some of the key highlights starts with talent? I think everyone understands that these people these super bosses if you will are our talent scouts They're always on the lookout for talent wherever they go. They're looking for someone every conversation is an opportunity to meet someone that might fit into their world at some point in time and they are they actually go after Untapped talent pools places where other people maybe haven't gone to look so for example I mentioned shy a day Jay shy it in the advertising industry Those of you that have ever seen the pretty successful TV series Mad Men You know, what's missing at the very top of Most advertising agencies in the 1960s 70s even into the 80s and that is of course women Jay shy it saw that and he said that's nuts Why would we want to do that and he purposely went out of his way to look for? talented people that have the potential for growth that happened to be women and he and one of the great side Effects of being a of being a super boss is you actually end up with more diversity than you might otherwise have And I'm not even saying that he was thinking about it and kind of the modern way that people think about diversity But it actually happened because he went after untapped Untapped talent pools it happened time and time again, and so they end up with unusual talent. What's unusual talent? These are people that don't necessarily fit the mold These are people that think differently and that's who they look for in fact when I try to kind of decipher that What does that mean unusual talent people would tell me that am I in these interviews? What does it mean and they and eventually I figured out that there are three or four things number one creative people They love creative people. That's not a shock in this industry. I'm talking about you know, hedge funds. I'm talking about junk bonds I'm talking about all kinds of industries Creative people they loved intelligence. Well, you know, who doesn't not just IQ could be emotional intelligence you know, there's a famous story about Larry Ellison the founder and longtime CEO of Oracle and especially in the early days when he was doing the interviewing of Job candidates himself and as he trained people he would say make sure in the interview you ask this person You know, are you the smartest person you know? How are you gonna answer that question? Yeah, are you the smartest person, you know If the answer is yes, the interview continues if the answer is no He says well who is and you go ahead and tell him and say thank you. I'm gonna go find her and you can leave now Extreme stuff, right? So creativity intelligence defined in a lot of different ways Flexibility they love people that could do different things and that could be plucked into a different world and a different type of job because they have that kind of mindset And competitiveness is no replacement for being competitive I think anyone who's a successful and virtually any walk of life has got to have a bit of that competitive gene So that's what I mean. That's what I learned about unusual talent untapped talent pools Constantly on the lookout for talent, but now you have great talent. What are you gonna do? Well, they're they're geniuses at motivation and I think we heard earlier today the world that many people here live in which is 12 14 16 18 hour days and You expect people that work for you in your restaurant to do the same thing Why why should they it's not their restaurant? You've got to add something else than pushing them pushing them hard and that word is a word. I also heard today inspiration You have to really inspire people to believe that this is important that this is what what what what they're calling is in life And it's not it's not their restaurant. It's your restaurant or your business But they still have to feel like they bought into your inspiration Ralph Lauren used to tell people We are the ones that set the standard Everybody else follows us We don't follow them. He would instill a sense of confidence into people Now we could think about how some people operate Do you actually instill a sense of confidence into the people that work for you or do you point out every? Detail that ever goes wrong and never provide the other thing. I'm not talking about You know getting soft. I'm not talking about not focusing on the highest highest quality But at the same time are you instilling a sense of confidence? I almost I almost look at some of these people as as feeling like they're the chosen ones that they somehow were chosen You know you hire someone and you have this reputation This success as a super boss and they know that they that you know Ralph Lauren picked you George Lucas picked you That's pretty exciting. That's pretty motivating But you have to earn that you have to earn that that that that mindset and that reputation so great talent They work hard. Of course, they're inspired and then we get to the word vision You cannot be a successful leader Even a successful manager in any walk of life unless you have a vision Alice Waters What was her vision? Her vision was to bring to America a vision of a view of how food should be What natural ingredients all the words we know today farm to table organic many of your restaurants, of course Embrace these these themes to and to use that restaurant almost as a platform And you look at the edible edible schoolyard and some of the work she's done. She has done that actually or George Lucas What was his vision? George Lucas had a vision to create a movie called Star Wars He didn't know what was going to be called Star Wars, but that was the vision and to give you a sense of how driven some of these people are There were there was really no or hardly any technology available for George Lucas to put into place The type of vision he had for the type of science fiction movie was he wants to create so he actually ended up building Literally a dozen different companies the most famous to them is Pixar Which is one he actually didn't stick with and everyone has a couple of billion dollar mistakes in their lives, I suppose But he had a few other a few other winners as well. So a Tremendous a tremendous vision and people respond to that people have to have a reason to be energized about what what they're doing and And I think every single person has to be able to craft a vision that that that gives people not just motivation Not just energy, but a powerful feeling that this is what they want to accomplish Here's something that's a bit unusual about superbosses. I call them uncompromisingly open Uncompromisingly open which sounds kind of weird. How could you do both? They are uncompromising in their vision Alice water is not about to sell You know process food and not not go for the finest ingredients everywhere She can't as many of you are in the same in the same way That vision is not going to change it is staying the same if you want to work for Alice You better buy into that vision and if you don't Don't bother. You're not gonna last long, but as long as you are part of that on that vision What does she want?  Superbosses do they try to unleash the creativity of the people around them Unleash the creativity and if you really think about that Is there anyone here that has all the answers to every challenge and every problem? I heard today also I learned a lot today. I learned that not only well I knew that that great chefs are perfectionist many people and many walks of life are afflicted with the same thing And I get I get that but I also heard about the the endless hours and the burnout and why is that? Well, there's a solution to that. You know that is it's called delegation It's a scary solution because no one can do it as well as you But then you're never gonna grow if that's not the case Those of you that have multiple restaurants that have opened that that have kind of extended or leveraged your brand And you know Jose is a great example You have to teach a lot of people you have to be willing to empower other people you have to be willing to to delegate But if you have that strong vision That that that defines what the world is all about then you can actually you can actually do it and and and unleash the Creativity think about it for a moment. Some of the things I've just been talking about Unusual talent Always looking for talent in all kinds of places Motivating and energizing and pushing hard the bar is set high and it keeps going higher But at the same time you're inspiring people and then you craft a vision that people are totally turned on to They want to be part of that count me in in fact so many of the interviews really amazing different industries people would say I heard I Heard what Bill Sanders a real estate guy I Heard what Bill Sanders was describing what he wanted to do in his business And I felt as if if I didn't join right now my life would never be the same I'd never forgive myself It was like a train leaving the station Talk about a powerful vision. Are you doing that for the people around you? So they feel like they've got to be there because this is their one opportunity or could be their one opportunity life And they want to be on your team That's what a great vision does and then you unleash the creativity of these people They don't just do everything you tell them to do they do that plus they come up with new ideas You do all that and you know what you've created you've created an incredibly adaptable adaptive Organization and incredibly adaptable, you know a lot of people in Silicon Valley and elsewhere talked about the uber's and the air B&B's Why are they doing so well because they broke the rules and they don't do it every what everyone else does and Who suffers it's the it's the established companies the established organizations They are the ones that are that get kind of get locked into their ways of doing things And as a result they're not as adaptable not as open-minded I think it's actually one of the one of the most critical capabilities if you will of any leader to build an adaptable and adaptive Organization one that keeps on moving and adjusting it because the world never stays the same That's kind of obvious. We all know that but yet we get locked into our ways of doing things and I think this This model this formula all these ideas that I'm sharing with you that I learned from the super bosses You put them all together and you do get that you do get a lot of that so What do they do in a day-to-day basis? Oh, by the way, I was gonna say this I don't know whether I'm sure many of you are big readers of business books I'm probably a bookshelf load of business books, right? Well, maybe super bosses There's a famous guy named Jim Collins. You're a good to great one of the most well-known business books around He wrote a book called built to last before that which is also, you know pretty successful and I've come to realize in talking to all these people and doing this research that built to last is not what you want if Your goal is to last forever. What kind of game is that? Where is the adaptability? I much rather you create an organization a company maybe even a kitchen That's built to change much more powerful and it turns out that when you build an organization You build a team that is much more that it's more built to change than anything else You end up lasting much longer than you otherwise would that's kind of the irony in the whole thing if you just if you're just trying to run Out the clock. It's not gonna work quite as quite as well so One of the big words that I that I learned from talking to many people is a word that in this industry You all know very well. It's called apprenticeship, right? Probably most of you started as an apprentice at some point in somebody's kitchen Well, it turns out it's really fascinating in most industries The idea of an apprenticeship is a foreign language. Just not done. It's it turns out that's the way that people develop That's how people learn their craft for centuries. It's actually Leonardo da Vinci started in the workshop of varocchio That's how he started and he was pretty talented guy and he started the same way as everyone else as an apprenticeship But what does an apprenticeship really mean? Well, first of all, it's hardly used in almost any industry I'm aware of some of the cultural industries culinary a couple others use it a little bit more But what does it really mean? There are three or four elements to it number one You got to create opportunities for people that are part of your team You have to give them an opportunity to learn because if you want the best people and you want to retain that talent I heard a lot about that today also, right? You want to retain that talent then you got to do everything you possibly can to push them and challenge them and give Them new opportunities to learn and and and and this is something I saw an industry after industry But at the same time, which is a delegation type of thing, right? But at the same time What I also saw is that these Superbosses these leaders were very hands-on They were working closely with people on their team on a regular basis I'm not going to call them micro managers Ralph Lauren stepped over the line a little bit Some of you may be proud of that micro management side It's very tough to build a business when you're a micro manager There's only 24 hours in the day You got to be willing to give something to somebody else to do and you want to train them as best not as best you can But exceptionally well and so what what I what I found fascinating is many people talk about leaders as you know She's a really big delegator. She gives me a lot of opportunities versus the opposite Which is I work for a micro manager It turns out that you combine both of these things together where you can still provide a lot of opportunities You can still delegate but at the same time you're totally hands-on you're involved You're stepping in to see what's going on and and and working with people periodically I saw that in a lot of different examples a lot of different a lot of different industries from you know The young the young woman the NBA grad who did all the analysis for for the CFO chief financial officer of a company The CFO is walking into a big meeting and the the 32 year old NBA did all the analysis and all the you know All the PowerPoints and all the rest she's carrying the the laptop and he turns to her as as they're walking towards the room And he says I like you to start the presentation today. She had about 15 20 second warning she did it if She stumbled he was there to step right in and then you think about this and say How did that affect her and you should hear when I talked to some of these people what they said about this? It changed their lives it absolutely changed their lives Because if you can if if you can do something as a really really tough and you can plow through that and you're successful There's nothing you can't do. It's a gift. Some of you as you think back Not only may you have done that in kitchens, but you may have had teachers that have created that type of that type of opportunity You know I once gave not that long ago I gave a talk in New York to a big group of senior executives and there was a chief human resource officer CHRO and in the Q&A session he raised his hand He said you know this what you're talking about this opportunity thing that happened to me and he said when he was 28 This is a merit. This was a global company, but he was a man. He was actually not American, but English-speaking and he he went to His boss told him when he was 28. I want you to run HR in Japan He wasn't a Japanese speaker you can imagine how difficult that was and he said no no there's no way I can do that come on and His boss said of course you can't I wouldn't ask you to do it I wouldn't tell you to do it if you couldn't do it and he ends up it was hard. He worked hard It ended up working out really well He comes back and he stands up in front of you know 500 people were there and he says it changed my life That moment changed my life and there's nothing I knew I knew then that there's nothing that I can't do So that's what an apprenticeship means big opportunities hands-on involvement Customizing how you work with people making sure you know what each person is like what motivates them What makes them tick you know tomorrow? I'm gonna do a little breakout session about super bosses or what I call the super boss playbook And I'll be able to share more stories and examples and we'll have a chance for Q&A during that During that time during that time as well But I want to in closing highlight maybe a couple of the key themes that I'm hoping you're gonna walk away You're gonna walk away with number one Great bosses great leaders exist in every industry number two anyone Can become a great leader? We are all born with different skills some are more natural than others There's nothing that I that I saw that I learned from what these super bosses did that Cannot be learned cannot be developed cannot be enhanced over a period of time every single person here in this room has this Has that opportunity and number three? I want to talk about legacy in closing One of the one of the I do some consulting for companies sometimes and there's a company called Constellation brands maybe some of you heard it one of the biggest wine companies in the world and they bought Mondavi winery some 15 years ago Robert Mondavi legendary really built the wine business in Napa and he so they They had bought a Mondavi and we were doing a full-day retreat out there in Napa I was working with the top 40 executives in this company and then we had a dinner in Mondavi ranch Which is kind of cool, and they invited mr. Mondavi, and he's he was in his early 90s. He's in a wheelchair He didn't see he was dressing a beautiful suit and his wife was helping him, but he didn't say a word I don't know whether he could talk or chose not to But he obviously was struggling a little bit and I was seated at the same table as mr. Mondavi, which is a great honor of course and just as dinner is barely beginning I turn around I notice some of these senior executives from this global company that have flown in for this occasion They started to walk towards the the table where I was at to go to mr. Mondavi, and you have to picture this He's in a wheelchair, and so they they kind of kneel down to make eye contact, and you know at each of these executives said They said thank you Thank you for what you've done. Thank you for creating the wine business in America are helping to create the wine business in America Thank you for the impact for the opportunity that I've had in my life to do something I love to do and take care of my family, etc. I mean, that's what they said Who doesn't want that who wouldn't want that and So in closing let me wish you and hope that in embracing some of these ideas The opportunity to have a legacy to have an impact on people that goes long beyond when your restaurants are closed and you and I Are all gone is fantastic. Thank you very much Thank you


Hey guys what's up my name is Noldent and I would like to welcome you to one of the shows that I want to make. Welcome Freedom Family to Freedom News. In this show we will be discussing topics about freedom news, youtube news and other types of content that you guys want us to talk about. So enough with the introduction let's start with the news. Today our first episode will be talking about news inside Freedom and that is about Music Factory. As of November 18, 2018 our music manager which is Ben right over here has released a new album called Trap and it is ready to be consumed or be used by our freedom partners. This amazing album has been created and produced by our own in-house composer who is Koji Mack or maybe this guy. The track consists of several compositions that are upbeat, fun and of course very dynamic. These masterpieces are great and can jive with your travel vlogs, with your games and other fun activities that you do every day. The unique thing about this album is that unlike their commercially released songs in the same genre, its absence of vocals allows us to listen more to the downbeats and other instruments that makes this composition a whole. With this kind of music it's not hard for us to bang our heads and also dance to the beat of the drums. Let's listen to one track for the family. Freedom Family If you're already a freedom partner you are able to get a copy of this album. Now if you're not yet a freedom partner, well I suggest that you partner with us and grab this amazing album. Freedom Family did you know that you can advance your payments 30 days before your expected payment? How you ask? Well it's easy Freedom Family, you just need to check on the advanced payment features that is found on your dashboard. If you are interested to use our feature the advanced payment features, well here's how you can do it. You just need three easy steps to avail for this advanced payment feature. Number one is you log in to your shiny freedom dashboard. Number two is go to your earnings tab. Number three, click on advanced payments and click save changes. Just a heads up Freedom Family. When you avail for the advanced payment feature, we will be deducting 2% of your total earnings every month as a service fee. What are you waiting for Freedom Family? Turn on that advanced payment feature and also download the album trap so that you can use it on your videos. That is Freedom News guys, let me know in the comment section below what you think about this show and of course let me know if there are other topics that you want me to talk about. Don't forget to like this video, subscribe to our channel and of course click that bell icon. My name is Nold Guys and you're watching Freedom News, goodbye.


Okay, welcome everyone. Thank you for coming to my talk. This is like a really exciting and also stressful time for me because it's like a huge auditorium and shout out to the people in the Cheap States. Thank you so much for attending. My name is Adolfo Garcia-Letia. I am a staff software engineer with Shingon and we are a company, a new startup that we are working on the supply chain security space. And I am also one of the tech leads with Kubernetes Siege Release. Siege Release is the outfit on the side of Kubernetes who takes care of releasing all of the software artifacts and compiling those binaries that you use and love probably every day. I am also a huge Star Wars fan and I like to ride my bike all over the world. So with that I would like to start. So I would like to talk to you about human stories, how the power they have to connect us and about the things that we... Just kidding. I just figured since people and great speakers use stories all the time and also religions use that convey their messages with stories, I might as well do that. So I am going to quote from the scripture. Yeah. So here we go. Story number one, bad motivator. So remember at that time when you wanted to be like that intergalactic hero and just travel all the way out to the outer rim with your pet robot and you finally convinced your uncle to go get one great model that you wanted only to arrive to your house and have it malfunction and explode in your face.  Well, yeah, that's a big problem. What was the problem right there? You just accepted a bad component into what you just got. So if the jaguar's there would have been a responsible supply chain citizens, they probably would have produced an S-bomb describing everything inside of that are five robots just to ensure that you at least were aware of what you were getting. Right. So story number two, career goals. So it finally happened, right? That job that you really wanted has become a reality and you are among the organization that you always wanted and you're not just going to be there. Actually, you are not that guy. You are that one. But you're going to grow. You're going to go places. And since you were a kid, you were always followed those role models that you wanted to become. And your organization always opens up new opportunities for people to grow. So you're actually pretty fine. So finally, that project that you really wanted to work on happens. It shows at your door or well, maybe just ingested by the tractor beam into the space station. Your team is already working. Management of service is doing all of the important stuff. And you are in charge of the most critical piece of the project, the SSU. And you, of course, understand what's on your hands. So once you understand your part in the organization, you get a strange visit. And of course, your team is fooled by those guys, which convince them to get those people in. And everything breaks loose inside. And not only that, but they do so by bad acting, which also, well, it's those two guys that always get the girls and you don't, which makes it even worse. So your boss is now really angry at you. And you simply, all of the project went down because of you. So what happened there? You accepted into your project a falsified, whatever, be it a dependency, a module, could it be an artifact, a binary that was compromised? So what's the solution to that? Sign your things. Whenever you are accepting or producing things for others, you might as well sign them and verify them. If you ingest some dependency, you have to make sure that it's coming from where it's supposed to be. There are now tools, six-store, that will help you build that, signing architecture right, and also provide you with the proper tools to make that easy. Final story. Yeah, bad carbonite results. So since forever, you wanted to make a really nice picture for your living room, comprised of your worst enemy and get there in carbonite. And so you finally raise the money, rent a facility, invite all of your friends to watch, set the thing going, and then you get this guy. So for those who are not Star Wars fans, this is not what's supposed to happen. This is George Lucas, instead of Han Solo in the carbonites. And then you are all confused that you don't understand what's happening, and so how did that guy get in there? So someone put it in there, did I make a mistake? You simply don't know.   So why couldn't he tell what went on down there? Because there was no provenance information. So you need to get a formal record that you can query and understand what's happening inside of your build process. For that, we have also Salsa can help because it helps you structure and makes you understand where you're doing things right, where you're doing things wrong, and if you're missing one of the pieces. Also, the entire project makes you die all of those information about your build process together. So the idea is, if you generate a provenance attestation for each of the steps in your build process, you get like a nice record of what went in, what went out, and what were the parameters that you used to run that step. And you sign everything, and at the end you can easily detect where any of those things went wrong. Okay, so enough of this stupidity, sorry. Okay, the next one. So first, I want to give a high level overview of how the Kubernetes projects get released. This is not only for Kubernetes itself, but also for some of the tannier Kubernetes projects. So you have things like Cluster API, KO, all of those projects are, in theory, or at least they have what I'm going to show next available to them to release their artifacts. So a project in Kubernetes usually gets its own project and staging bucket, and I'm not going to go into details, but the idea is that they build their artifacts, stage them in their bucket and in their registries, and from there we promote them. This is an actual picture of the image promoter for Kubernetes. Trust me, I'm the tech lead I know. This promoter copies everything to the final release buckets and where they finally rest for everybody to pull and consume. So this is like a high level overview, and I'm going to go a little bit deeper into how Kubernetes gets released, the actual Kubernetes images and binaries. So we start with a build. We build the things, we build the source code at a certain build point, and we generate the binaries and the images, and then we push those to staging, like we showed on the previous one. But what we did to secure, make this a little bit more hardened and secure was we pushed more steps into between building and pushing. So the first one, we built an S-bomb. This Kubernetes got its first S-bomb like two years, one year and a half ago, detailing everything that you needed to know. So this satisfies the problem of if we ship Kubernetes with a bad motivator inside, we want to know right away as soon as possible. So even at some point, you can even imagine stopping the build if we detect one of those components to be bad or compromised. The second one, we attest to the provenance of the artifacts that we are generating there. The first, we record the source code. So we clone Kubernetes, Kubernetes. We establish the build point at which we are going to be building, and all of that goes into the attestation. And we record the parameters for that build, which apply to all of the subjects that we are attesting to. And finally, we signed the images during staging. So this is so that you, in relating to the stories before, that you are ensuring that you get at some trooper and not something else by surprise. So the first thing is when we started all of this work, we were like just testing the water to see how it went. There are problems with this approach. I don't know if anybody can see the tech, the problem that's going on inside of this staging process. Nope. So the problem is this, we are generating the provenance attestations inside of the staging process. You should not do that. If you generate a provenance attestation from inside your build process, anyone that compromises that, it's going to can falsify, potentially falsify the artifacts. So you may get an attestation that says, okay, I built this from Kubernetes, Kubernetes, whatever build point. Well, in reality, it could be from pulling from another repository somewhere, a clone of a hack Kubernetes tree. So this is, we did this like, you know, very early days of stats at 0.1. So this is one thing that we have to change. I just wanted to explain and everybody, let everybody know why this is structured the way it is right now. It's going to be changing soon. So after we have everything built and signed, we pushed everything to the staging repositories. And we signed those artifacts. And then after that, we, the next step is that we check the, we start the promotion process. So Kubernetes itself doesn't yet use the file promoter. We just use the image promoter. So we have two processes, one for promoting images and state and publishing them to the production registries. And another process to promote files. We haven't yet gotten to finish the file part, but it's getting there. So when we kick off, we kick off the artifact promotion, we check those signatures. Why? Because once, if we get images, we're trying to promote images from a staging process, we want to make sure and absolutely sure that we are not promoting images pushed by someone, something else elsewhere. So we check those signatures to ensure that we are dealing with the real thing that we're expecting. The idea is don't let the artifact promoter trust the staging. Just treat it as a process somewhere else. Zero trust today, I think that would be the catch first here. So after that, we copy all of the images to their production registries. And once they're there, we take the signatures from the original staging and transfer those and append them to the images in one of the registries and then the production registry. And then finally, we sign them again. And why do we sign them again? The idea is once we promote these images, they are going to end up in the production registry, and they will have two signatures attached to them. The first one is going to be the signature from the release engineering team, which is us that build the thing. And then the second one that we have there is the Kubernetes wide signature. So if you verify the images that we just pushed to production, you will be sure that one, they were built by the release engineering team. And second, that the Kubernetes organization has officially released those artifacts. And finally, we take all of those images and mirror them to the regions where you can finally pull them from kates.gcr.io. And the other part of the release process is the release stage itself. So this one is not yet as advanced. What we do here is we check the artifact provenance of the files that we are promoting. Why do we check them when we kick off the release? Well, very soon is this. If you think about it, the images are already published at this point. So this process here is kicked off via a process, an external process that we cannot trust. So we check the artifacts that the invocation is commanding us to run. So we check, okay, if I'm going to release this list of artifacts, and we have the complete list because it's in the S1, we check the provenance. And the provenance tells us, okay, that list of artifacts you're about to release actually comes from the staging. So that's the first one. The second is we check the image signatures. Images at this point are already published. So even if we haven't yet sent those emails, you may be familiar with Kubernetes 120, whatever is released, you can pull the images at that point. So before we call the release complete, we check those signatures because in release, we're going to be publishing a set of artifacts that also reference those images. So we publish release notes, documentation, we publish the S-bombs. So we need to ensure that those digest of the images we're publishing are, in fact, what they're supposed to be. Finally, well, not finally, but almost, we attest to the provenance. So we are generating a provenance at the station during staging, and that lets us know what went into staging, what was the process that we ran to transform the inputs, and the list of outputs that we got there. And the second is we produce another provenance at the station right here. And that lets us know in the future if we have to go back and check what the release step did, we have to ensure that we can check what went on during a release in the past. Again, same thing as with the attestation produced during staging. This should not be produced in there because you cannot trust the parameters that went into the attestation. So if you're using this architecture as a reference for your project or your builds in your company, keep in mind that attestation should be generated outside of the good process in whatever way you can do them. There are some patterns emerging now which are useful, and I'm happy to chat about them with anyone. And we finally copy those files to the production bucket. At this stage, relevant to this talk, we push to the production bucket the attestations and the S-bombs. So we get like, at that point we have a complete release where we have all of the artifacts, all of the dependencies described fully in the S-bomb. We have the process covered. If you can think about the description of the artifacts in a vertical way, it would be like the S-bomb. And in an orthogonal way, you can think about the process documented from end to end with the attestation. Except there's one that's missing. We are generating attestation for this process, one for this process. And if you think about it, the image promoter is missing. It's attestations. And that's a project that will be happening soon. I hope by the next QCon, we can show off like a complete picture of SAS attestations from end to end. We're almost there. We have all the tooling libraries, everything already developed, so they're going to be there. So well, yeah. It's a lot to consider. Just going to leave this a little bit so that you can think and let it digest it. But if we are going to have like the main takeaways for this process, I'd say it would be like this. Three things to remember. So first one, observe and document your builds with SAS approval and attestation. So you want to be sure that you can go back and check what happened. What was the actual source code that I pulled? What were the invocations of the commands that I did? And the more granular that you can split those attestations, and the more detail you can get into them, the better. At some point, and this is something we've been seeing at Changa working and talking with customers, builds are going to have any... So your workloads, you can certainly consider a future where clusters will start demanding and enforcing policies based on, are you giving me a proven attestation for this workload? No, then I'll reject it. Same thing with S1, same thing with everything. The next one, ensure that your artifacts are authentic and immutable by signing and verifying them. And it goes both ways. You as a player in the chain and you as a consumer of others. So you need to make sure that those artifacts cannot be changed from the moment someone released them to the moment that you're consuming them. And if you're a nice player in the whole supply chain, you should be ensuring the same thing for others. And finally, document all of your components by consuming and generating S-bombs for all of your releases. It's... I mean, I hate to pile on the same thing all of the time, but examples sometimes are useful. Log4j, how many people are using Log4j for examples? Well, if you have S-bombed the whole world, it would be fairly easy to detect which workloads have a vulnerable Log4j vulnerability in them. And finally, I would like to just leave you with a thank you and just making... I wanted to just let you know that most of the tooling that we are building in Sieg Reliefs to make all of this happen is we are trying to make it as general purpose as possible. So we have a tool for S-bombs. We have a tool that the S-bombs tool can generate part of the provenance attestations from your binaries. And so as we move forward, most of those artifacts are going to be... Most of those tools are going to be available to you. And the final one is... What was my final point? Oh, okay. I think that's it. And yeah, and if I'm happy to open it up for questions if you have one and otherwise, thank you. So first of all, thank you. It was an excellent presentation. I really enjoyed it a lot. Thanks a lot. And my question is, how do... Which format do you use to generate the S-bombs? I saw the SPDX logo, but I was under the impression that that was for licenses, more than actual software versions. And how do you feed it to, I mean, scanners or anything that can consume that format? Yeah, okay. So the first challenge was issuing the S-bombs. And we use SPDX. Kubernetes is a project of the CNCF, which in turn is part of the Linux Foundation. And NSPDX is the S-bombs standard from the Linux Foundation. So we use that. There have been some calls to requests from people for us to use also Cyclone DX. And I mean, we're open to it, but as you can see, we still have... I mean, secretly it sounds like a big deal, but in reality, it's like a really thin team. We're always looking for contributors. If you want to join on any of this, please... That was my final message. Please come and help. And so we're like really stretched in. So I mean, I would love to work on a Cyclone DX version of the S-bombs, but we simply don't have the volunteers all the time. So if anyone wants to work on that, happy to have them over. I would certainly love to have our tool produced both standards. But yeah, currently, that's one. And the second is we produce our first S-bombs, and then we've been trying to fit it into some of the security tools. And we've been making improvements to the output as time has been going on. So for example, we saw that some of the security tools key on the PURL of the packages. So we added that. And then there's another project. Well, another PR going to have the CPEs to it. And well, that's the current status. No. Okay. Two questions. What's your primary threat model and have you caught any attacks in the wild? Sorry, can you repeat it? What is your primary threat model? And what is your... Have you caught any real attacks on the build process? Okay. Someone... This has been going on six security, which I'm not a part of, and they did the threat model. And the second part that I got anything with the... Not yet. Not on our side. Thanks. Also, big star was found. You mentioned about the attestation process. And you said you might have any thoughts or patterns that are emerging. Could you talk a little bit more about that? Yeah. So one, there are mainly two patterns that I've seen to deal with testing to the build process. One is having a binary calling another binary or kicking off a process to ensure that... And observing it. So you have a binary that calls the process, then the process runs, has some outputs, and the same binary sees what it output and records that. And so it knows what it pulls, the way it ran it, and what came out. So that's one. And the other is calling some sort of web hook. So when you trigger your build process, you call a web hook, start recording, when it finishes, use to record the other from the outside. So the idea is that some external entity observes it from outside. Those are the main two that I know of. How do you protect the keys, the private keys that are being used for signing? I don't know if it's related to the threat modeling probably, but I would like to know how is the governance of that? Yeah, excellent question. So I don't know if you saw the Sextor logo on the talk. So we use Sextor for signing. Sextor is an awesome project that you can go and visit our booth and down in the expo hall. And Sextor allows you to sign things with the ephemeral keys. We call this process Keyless. It's not really Keyless, we just use ephemeral certificates and keys. The way it works is you generate a certificate. It lasts like five minutes or so to sign your things. And then that certificate expires, and the keys are now useless because that certificate expires. And then you can always verify the images because the certificates and its public key are stored in a public transparency law. So there's no key management. And also the way you add the identity to the process is that it works with OIDC keys. And the whole release process for Kubernetes runs in Google Cloud Build. So we use credentials from service accounts to give it the identity of the signer. Okay. So probably I didn't get the last part because if you are creating ephemeral keys, you need to somehow sign those as well in order to be trusted, right? I mean, you are creating ephemeral keys in order to sign those artifacts, but those ephemeral keys that you have been using for those processes should be verified as well. That it's coming from the right source. Yeah. So the question is how do I... How do you verify that you are creating that ephemeral keys from the trusted? Yeah. So all of the signatures and operations that happen with the six-star tooling get stored in the transparency law. So when you receive an image, you get the signature. So the signature has the metadata necessary to go back to the transparency law and see who gave the identity to the signer and who... The certificate to verify the artifacts. Okay. Thank you. I'm really excited to see this work because it aligns with a lot of the discussions that we've had within the CNCF security tag. So my question for you is can you describe what kind of constraints or considerations you've put in place for the actual build environment itself and what those images are and what they contain, whether or not you have additional packages built into them and what those signs look like? So the Kubernetes release consists of about 50 images for all architectures and all of the Kubernetes components. So there's one for the API, one for the proxy one, all of those. And we also produce the the binaries for Kube CTL, Kube ADM. I think it gets released with the binaries if I don't remember correctly. It's also like a list of 20 or so binaries for all architectures. And also the environment, it's kind of has been kind of evolving since a long time ago. When we started building all of this, we adapted all of the process to the actual environment and also to the human processes around the release. So the first big one was ensuring that the way that the build process was structured inside of Google Cloud Build allowed us to do this. And the second was we made sure that no other like risk were there. So we patched some of them that we found before and then we started implementing all of this. And what was the second part of the question? What are you using in your build host, those build environments themselves, what constraints do you have on them? Such as obviously you don't want anybody SSH-ing into those boxes while you're doing the build. So what do you have installed? What do you not have purposefully installed? Okay, yeah. So the way it works is this whole world, all Kubernetes has a set of images that are the build environment for Kubernetes and for their projects. This image is called Gates Cloud Builder, if I don't remember correctly. And it's an image that we in Sieg Release produce with all of the tools that we want them to, that we need during the build process. This image is also built and signed by us. And this is the environment, that image creates the environment to run the build. So we defined the steps in Cloud Build and it launched in there. And then the other notable part is the image promoter. The way the image promoter works is that you stage the images or files and then you open up your adding those files to a manifest and then the community can go and authorize the promotion of those images. So someone opens a PR and it's the actual owners of the code that get the authority to approve those images. And after it gets approved, a post submit job triggers a promoter and it kicks off the job to promote. I don't know if they can answer it. Yeah, it's just the same thing where if the CIT who run the runners, if they are compromised and the promotion tool is then compromised, would it be better to have the build be done by a separate team? Because then you can't, you'd have to get collusion then, right, to get the compromisation. Yeah, absolutely. So the question is, if you're building the builder within the same process, can you trust it? Well, I would say never trust that's the first one. But the second is, yeah, there is a, that is one that may be concerning. We build it in a separate process. So it runs in a different step. So it's kind of isolated. But it would be better to ensure that we are using a previous build. I mean, just to ensure that. Because if you are always pulling the latest version of the code, you don't know what got merged, right? But if you know that you have a known good build, you can simply use that one. That's a point for improvement. I don't want to help you if you want to merge that. I'm happy to guide you. But yeah, ideally, the builder should be already built and trusted before you, okay, again. Oh, okay. I think that's all the time we have. Thank you so much.


Let's explore how to name simple carbon compounds using IUPAC nomenclature. Here's the rule. The name can be divided into three parts. You have the prefix root word and the suffix. So the prefix is usually a substituent group. So if you have, for example, chlorine as a substituent group attached, then you will start with chloro. If you have bromine, for example, that you have over here, it has bromol. And similarly, you might have IODO or fluoro and other substituent groups, but chloro and bromine, chlorine and bromine are the usual ones. Then you have the root word. That completely depends upon the number of carbon atoms that you have. If you have one, then you have met. If you have two carbon atoms, you will have et and so on and so forth. And finally, you have a suffix. How do you end the name? Well, it completely depends upon your functional group. If you have, for example, alcohol as a functional group attached, then you end with all alcohol, all. If you have an aldehyde as a functional group attached, then you have an al and so on and so forth. If you have no functional groups attached, then if you have a double bond, we'll end with in, if you have a triple bond, you'll end with iron. And if you have nothing attached at all and you only have single bonds, it'll end with in. Okay, let's apply this and start naming them. Let's start with this one. Do I see any substituent groups? I don't have chlorobromine or IOD in anything attached to it. Can you see that? So there is no prefix for this one. So I directly start with the root word to figure out what the root word is. I just have to count the number of carbon atoms. Well, I have one, two, three, four and five. So five carbon atoms. So I know it is pent. So I started with pent. So this is pent. Now, how do I end it? If I had only single bonds, I would have called it as pentane. But notice I have a triple bond over here. So I end with not pentane, but I ended with pentane. So this is an alkyne. So this is how you write it. So this is the suffix. Okay. Why don't you try this one? All right. The first question I ask is, do I find any substituent groups? I do see bromine. I do see bromol over here. So it starts with bromol, bromol. And then come to the root word for the root word I have to count. We'll have one, two, three. So three is prop. So bromoprop. Now, if I only had single bonds, I'll end up withane. And that's what I have. I don't have any other thing. They don't have double bonds, triple bonds. I don't have functional groups. So I'm just going to end it withane. So bromopropane. Okay. That's more to the next one. And keep pausing and trying on your own before I do it. So over here, do I see a prefix? Do I see a chlorine bromine? Nothing attached. Substituent group is not attached, which is an alcohol. So it's a functional group. You might wonder how do I know whether it's a functional group or it's a substitute? Like I said, remember the most common substituents are chlorine, bromine, iodine, fluorine, chlorine, bromine being the most common ones. So these are functional groups. And these are the common functional groups. So that's how you can sort of remember them. No prefix. So directly start with the root word. I have one, two, I have two carbon atoms. So I know that this is going to be. Now, if there was nothing attached over here, I would have said ethane, but I do have an alcohol attached over here. So it ends with all. So how do I write it at all? No, that's not how you write it. I'll show you how to write it. So first you write ethane, then you delete that E you get rid of that E and then you write all. That's how you write it. So when you have these functional groups, you end with an aim, then you remove the E and then you attach the, the suffix over here. That's basically how you do it. I'll get more practice over here. Okay. So let's go to this one now for this one. Again, I don't have any prefix, no chlorine, no bromine attached. Directly, let's go to the root word. How many carbon atoms do I see? One, two, three, four. So there are four carbon atoms. So the root word is butte. I've written butte, but it's butte. Now I have C double bond O, which one is this? It's not all because C double bond O has to be connected to H for an aldehyde. It's not Oic acid. It has to be connected to OH for Oic acid. It's ketone. So it's own. How do you write, how do you end this? You don't say butone. Just like what we did over here, you first write butane, delete the E and then write the own. So butonone, that's how you write this. Okay. Let's go to the next one. Again, no substituent groups, no chlorine bromine. So no prefix directly. Let's look at the root words. I have two carbons and therefore it's eth. What's the functional group? The functional group is a carboxylic acid. Can you see that it's Oic acid? How do you write? It's not ethoic acid. The way you write it is you first write ethane, delete the E and then write Oic acid. That's the step. That's how you do it for all these functional groups. Ethanoic acid. Final one, no prefix directly write down the root word. I have only one carbon. So it's meth. And what is the functional group? Well, I have an aldehyde C double bond O connected to an H. That's an aldehyde. So all it's not methal. That's not how you write it. How do you write it? Well, you first write methane, delete the E and then write all. That's it. Methanol. So to sum it all up, start with the prefix, then count the number of carbons to find the root word. Then you do the suffix. If you don't have the functional groups, the suffix is in, in or in depending on the number of bonds. If you do have a functional group, you first write in, then delete the E and then write either all, all own or Oic acid.


So, people have really fantastic pattern recognition abilities, and it's not just hearing messages that we expect to hear, but it's also visually as well, and there's a bunch of really good examples of this. Now, many people have seen this picture, but if you haven't, then it's not going to make much sense.  But what if I told you that the title of this picture is called Dalmatian Dog? Does that help? Well, if you still can't see it, then savor this moment, because once I show you, then you'll never be able to see this photo in the same way ever again. You ready? All right, here it is. Now, of course, you've seen many examples of this. People have reported seeing a face on Mars, or Elvis in the form of a tree, or even seeing the Virgin Mary in a toasted cheese sandwich. We tend to see faces all over the place. In fact, there's a nice website called Faces in Places where people upload their own photographs of faces that they see in everyday objects, and it's filled with hundreds of great examples. People are really good at perceiving patterns. In fact, we're essentially pattern recognition machines, particularly for faces. So many times, our basic pattern recognition abilities are shaped by really specific expectations, like it's fun to smoke marijuana, and once you know what it is that you're listening for, automatically it pops out. Again, this is found, for example, like in a Dalmatian dog. Once I tell you, for example, to look for the Dalmatian dog in the scene, all of the things that aren't consistent with the Dalmatian dog just fade into the background, and all of the things that are consistent with the Dalmatian dog really pop out. So it's this kind of difference between sharpening things that are consistent with it and leveling the things that are inconsistent with that specific message. We see that this happens a lot, this sort of sharpening and leveling process, and we're going to see this come up again and again throughout the course, where things float to the top that are consistent with your expectations and things that aren't consistent and kind of fade into the background, and this sort of expectancy effect is really common throughout cognition and psychology more generally. Many times also, instead of things being shaped by our specific expectations, they're also shaped by our general expectations. So things like, well language is a good one, so language, we aren't even aware really of kind of doing any sort of interpretation whatsoever, right? When you read a sentence, it just kind of emerges what the meaning of that sentence is, but there's all sorts of things like syntax and grammar, obviously spelling, word configurations, sentence structure. These things are all kind of happening and you're applying them, you're making these interpretations without even knowing that there's anything going on. And there's some really good examples of this as well. In this example by Steve Pinker, our vast experience with language allows us to deal with these noisy conditions and understand this seemingly garbled passage of text. The same goes for our ability to interpret bad handwriting, something that humans find incredibly easy to do, but computer scientists and researchers in machine learning can tell you about the incredible amount of stored information and processing that's required for a computer to understand and interpret something as simple as a handwritten postal code or an envelope. But subjectively, we just open our eyes and apprehend it as humans because we all have incredible amounts of experience with these sorts of materials that we encounter every day. So we're not even aware of having made an interpretation, I mean that's what's so cool about this stuff that when you're listening to Queen Backward again, that message, that it's fun to smoke marijuana, that message you can't hear, you can't put yourself back into the shoes of yourself, your previous self before hearing that message. You can't unhear it again and looking at the Dalmatian dog, you can't unsee the Dalmatian dog, you're forever tainted. The bits that are consistent with the dog pop out. The bits that are consistent with its fun to smoke marijuana pop out and you fail to recognize A, that you're even making any sort of interpretation whatsoever and B, that there are a squillion other ways that you could have heard or that you could have seen these things and this is a really important concept where it's so important we're calling it the fundamental cognitive error and this is just this idea that we don't recognize that we've made an interpretation and that there are a million other ways that it could have been interpreted. It's clear that seeing and hearing both involve considerable knowledge about the world but we can also add memory to that list. So I spoke to an expert in the area, Beth Loftus, and she explained some of the research that she's been working on for decades and it turns out that memory doesn't work as well as we might expect.


I wanted to welcome Mrs. Melissa Arma with the stock swish and reviewing by-do. So I had a little hiccup today in the morning. I had data, I had charts, I had my little tool to add everything this morning really early and then everything zonked out on me right before the open, which sometimes can happen. And it's actually hasn't happened for a long time but it did happen today. So then looking back, maybe I shouldn't have done anything today but you can see here where the first bar is 941 and the market opens at 930 so that bar isn't correct. And I asked them, they're not gonna fix it but so I lost the first 11 minutes today of trading and then I did enter this late. Show me, blow it up. And actually was up on it. I entered it late and then again this was a short came down in here and I was up but I was looking for it to break 100 and it didn't do it. So I ended up getting stopped in this. I should have got out actually but really without having initial charts this morning maybe the best thing would have been to do nothing because I really think this should have broke 100 but because the market rallied today and the market showed a lot of strength today this just couldn't get going past the number. So I ended up getting stopped in this and then I ended up doing something else but I think if the market would not have rallied the way that it did today, let's just go flip over here. You see how that closed. I think Baidu would have dropped actually. So if the market had not done what it did today I think that Baidu would have broken 100 and would have kept going. But there were people that did this and there were people that got out. So all in all it was a really, really good week and looking back on the week it's hard to believe where we closed this week in the market. So Baidu was something to watch though for sure. I don't know exactly when the earnings are on this I'll have to look at it. It had a really nice sell off bar back here was a couple of days ago. This was actually this was last Friday, the 12th. And all I wanted it to do was just get down in here and break 100 but again market was way too strong today I couldn't do it. And so I ended up getting stopped in this but a few people got out of this with some profit I wasn't looking for that big of a number but it just goes to show you when the market's against you and a big, big way power trending which it was today, difficult to short. So there was a couple longs we were in today there were options. Again this was a day trade short. But some people got out. I just didn't react fast enough and I just didn't think breaking 100 was that big of a target. But with the market doing what it did today this did not work. So stopping Baidu for me today we'll pick it up on Monday morning. Lots of burnings out next week. A ton of things. Excited to see what we get and we'll go from there. Any questions email me at Melissa at thestockswish.com.


Rydyn ni'n gallu symud y peth yn eu gweld-i i fynd i'w gwirionedd i'n helpu i allu'r lleidio, ond mae'r llwyffau a'u allu. Dyma'r wylch yn meddwl a'r fiannion, ac yn fan argyncodeb, ac mae'r peth yn defnyddu registeredu felly mae'r hyn yn aml dados. Mae'r rhysnod wedi bod yn dod yn yn agguedd i'n wneud i gael eu hwllfynol ac yn y bwysig i fynd i'u ffryd. Ie, ddod. Mae hoddi'n cymaint, mae'r cymaint yw'r gwaith. Mae'n ffyrdi'r föld hwn o'r ffordd, d Folden. Mae hyn yn g olderi yma ar â i chi oedd, gwrs. Mae'n gweithio am y ddechrau. Mae yw'r gweithio? Mae'n gweithio am y dda wedi'u'r hawddol. Ond rydyn ni'n dduad. Roedd wedi dod â'n dduad i'r ddoch yn ddwyme ar y gwerth. Yn rhan o gynnol yn ydym. Paesgl Dunhu rhaid i'r ffondnys Cymru i'r ffond neu yna'r ffond Fel Fnithaidd yn rhaid i mi nesgafodd. Is it possible that funding could continue after Brexit? Second, the farmers north and south would seem to be facing very serious challenges and we're hearing about cheap beef coming from the states and other places which won't any longer be subject to the hormone ban that's imposed within the EU that it can be imported to Britain without those restrictions. Thirdly, it's refreshing to hear someone who is fundamentally pro-European actually venturing some criticism of the manner in which the EU is conducting itself. Now you criticize perhaps that quite strongly and sentimentally I agree with you but on the other hand hasn't he got a point you know you have builders in Holland, in the Netherlands on a Eurosceptic platform, you have Marine Le Pen with her perspective if Britain gets a soft Brexit. Won't other countries say oh yeah great we can leave the EU, we can continue as part of the single market in effect and we can stop all those East Europeans from coming in into our jurisdiction. Okay, thank you. Three very different questions like do them immediately. The first question in relation to peace and interreg. Again I said that we wouldn't what I'd say is on the record so I'm going to be very frank. I negotiated peace 4 and the most recent interreg issue during our presidency and there was no enthusiasm in Britain for peace 4. I went to the cabinet office and the approach as you know to the multi annual framework negotiations from Britain was to reduce the cost of the union. And the instructions from Downing Street was they were to propose nothing that would cause additionality. The best I got from Britain was that they wouldn't object. I wanted to make a joint application but they wouldn't object. And it was through the good offers offices of the reason affairs commissioner who had a keen interest and he actually had the peace bridge in Derry, a model of it on his desk in Brussels that we actually got that. So you asked me, do I have confidence that there will be another one? I'd be very jaundiced about it post the commitment they've given to fund everything up to 2021. And similarly in relation to the interreg monies as you know there are two north south and north south Scotland funding mechanisms there which are very important and they're extremely important on the border counties. So I would be very wary about another phase beyond what was there because it was very much something the European Union wanted to do. In terms of I think the whole issue of farm exports it will be used as a bargaining chip by Britain, there's no doubt about that. I mean we for decades in the early part of our existence as a state were seen as a cheap food provider for Britain. I think that they will look for markets to provide cheap food, they will probably deregulate if they want, hormone controls and all the things that traceability, the things that we expect for Europe in order to pursue that maybe that will be the case. I think there are real issues that we need to deal with there. Your third question in relation to my comments about Verhofstadt. I think it is jarring that and I was nearly going to ask a question to this audience but that would probably be very unfair. I remember for years I used to be asked as a labour TD in Wexford to attend IFA meetings. I didn't go too frequently but I went to one and there was a packed house like this and I said before I start would everybody who voted for me in the last election put up their hand and there was a guffaw and I said no I'm serious. Did anybody vote for me? I was wondering whether it would be why I would be here but I'm not going to ask that question here but I'm going to ask this question because I'm wondering about the institute itself. How many in this audience are instinctively federalists? Would there be many? That's interesting from my perspective. You're the only declared one because I mean what Verhofstadt was doing on British television in a prime news slot on news talk on Monday was presenting his book, I don't know if you've seen his book, his new book on the next phase of European integration which he argues for including common defence common monetary policy, common taxation and all that in essence a federal Europe. Just in terms of timing is that what is needed now for somebody to go to Britain and say basically to the Eurosceptics that they were right so that's what they were about and you have to be in touch. There's no point in having views, you can be a persuader for your view but you can't ignore the views of people and we need to have a proper discussion of what reinvigorated Europe will look like. Now I happen to be from as I said a social democratic tradition and the biggest failure of my family over the last decade has been its lack of capacity to control and monitor and abate international capitalism in the way that there was a classic deal post second world war to do that allowed Europe to thrive that capital and labour came to a compromise. But globalisation changed that and we haven't the mechanisms to change that back yet but I have no illusion that a little country like Ireland or if we go back to narrow nationalist views have any hope in doing that and that why as a democratic socialist I'm very much in favour of international approaches and the binding together of countries in a federation of some sorts whatever you call it. But by will of the people an explanation and it must have a social objective which is to give hope to people that the future is going to be better than today. Pontius Therasa, the federalist in the room. I say this more than him, just honest. Pontius, thanks very much so I don't have to introduce myself so you will introduce me. I'm a member of the Institute but I'm also a member of the Labour Party but I would have to say just under federalism and I'm not going to go into great detail on that. I don't think you can spend 15 years in the European Parliament and not be a federalist because I think you see there the democratic gap there is and for me federalism properly understood delivers a more democratic form of integration. That's all I'm going to say on it at the moment. Could I say to Brendan that first of all that congratulations on your speech, you're the first party leader I've heard and I've listened to them all either on the computer or here and watched them in the UK and in Northern Ireland. You're the first one to mention social Europe. First one and I think that's extraordinary in a debate where as you point out that the reason people have voted Brexit was because of the absence of a perception that Europe was about them was about social Europe. And I think that that's really important and I think it's something that the Labour Party in the dawn must inject into this debate very strongly. And could I ask if you have any particular sort of proposals to make in that regard? I think myself the social pillar is an interesting idea but it would be next to useless if it's simply a voluntary code sitting beside a legally enforceable fiscal obligations on each and every member state. And sort of they may or may not take into account the social pillar of rights. One of the big threats from the UK after post Brexit or even before Brexit is a race to the bottom.  You name it, it'll be complete deregulation on every single issue which will have a major impact on how we react. And are we going to follow them or are we going to ensure that Europe defends our position in providing decent work in this society? I'll answer very quickly if I can because I agree with everything you've said. The problem we have is our family is in decline in the corridors of power in Europe. I mean, Renzi is gone now, Oland will be gone but maybe Macron flying a different flag will win, I don't know. But the influence of a socialist view are diminished in Europe and I think that's an enormous piece and I think it's part of the problems we had. When, for me, I have to rely on Angela Merkel as the champion, we're in a very peculiar place politically and I don't see anybody else on the horizon right now. There's two modest things I've done since I became leader to deal with what we can do. One is my experience over the last five years and I think made patently clear its absurdity by the GDP figures last year. It is a funny old world that for five years we had to measure GDP and it was the guiding principle of success above all else. But as soon as they mushroomed, it was leprechaun economics and we weren't to have any regard for it at all. But we do need to have different measurements of success rather than simply economic growth. And that's why I will be publishing a bill very shortly here on social measures of a task, I've done a lot of work on this as well, on social indicators. So that the state of our environment and our health services and poverty in the state becomes as important a measurement of success than growth in GDP. I think that's an important starting point. And the second thing I've done and I just mentioned in my own speech is I raised the labour at these social leaders meetings that I've gone to because I can see it so readily from my experiences over the last five years. How crushingly restrictive the stability and growth pact is. For example, one of the things we did as you know we sold some of the generating capacity of BGE and we generated 400 million euros. I allocated that to social housing but wasn't able to spend it because we already had reached the limit of our allowable spend under the pact. Now that makes no sense at all when you have a housing crisis, no sense at all. So I've asked that we recalibrate the stability and growth pact to allow for essential capital spend to not be taken into account in determining these matters. Actually I'm piggybacking on an initiative of many of the Baltic and East countries who are making the same argument in terms of defence spending right now for fairly obvious reasons. Nora Ollman. Just following on something Daglan said there with another hat on having met groups in the north dealing with women and youth and they're all getting some peace dividend money. But their argument last year before Brexit was even passed was that they were very worried they couldn't get those funds mainstreamed because the grants were going to end. And of course now with Brexit and there's no assembly there's a whole network of social stuff going on there that may well have to disappear. I was really disturbed by what you said because like most people I assumed there was serious work going on in Brussels to get ready for Brexit. Now I would have thought that until what you said today but also last Saturday met a senior journalist from the Guardian who told me that their journalists were having great difficulty finding anybody in Brussels who was really lower down than Barnier getting the things. So I want to know Brendan have you a sense from the other 27 members that they are taking this seriously. Are they sending good people to Brussels to be on the negotiating team for what's going to come out of Brexit. We heard here last week with Martin Verve of in charge of the EU Turkish agreement that we have sent four senior lawyers down to Greece to help to register the people who are going to be allowed into Europe. But he said most other countries have not fulfilled their obligation in sending lawyers down there so the four Irish lawyers are heading up the whole thing down there. Is that happening through the other countries are they worried about the fact that some big bang will happen on March the 30th or whatever day article 50 is passed. I just do with the Brussels situation. It's very hard to know and the people in this room may know better than I do. But my understanding is Barnier has a team around him including two Irish representatives and it is entirely within that small group of people that any advance work has been done because of the legal situation that no formal negotiations can start until article 50 is triggered. My understanding is the commission are not well briefed on it that whatever Barnier is doing we don't know. I certainly don't know anything about it and know that I've spoken to is briefed upon it. But clearly Barnier and his team are working through a variety of proposals. I tried to tease this out with the Taoiseach and the Dall because it just seemed to me to be ludicrous. I said that word in my own commentary that they're not allowed to have any negotiations until article 50 is triggered and then suddenly were to begin negotiations but it should take months to have a common 27 position if that hasn't been worked out in advance. And my fear and I said again expressed my concerns to the Taoiseach is that if Barnier has a precooked proposal that we haven't seen. Presumably his two Irish representatives through Chinese walls is filtering back something to the second secretary in the Taoiseach's department who is heading up the feedback into the Irish situation. But I don't know and if you ask me honestly I would say the Taoiseach doesn't know. But I don't know that either. No there's a team not every country is represented and the other point you make is when I talk to some the representative of some particularly East European countries they're not really bothered about Britain leaving. If they don't do much trade with them it's not a big issue. And my fear again I don't want to characterise me but I knew Barnier when he was environment minister many many years ago and I obviously knew when he was a commissioner I dealt with him there. Again I probably shouldn't say characterise because I don't know but he always struck me as somebody who is in the old goalist tradition that sure is it any surprise Britain is leaving so there were never really members. And if that is the mindset which I'm only speculating I'm not sure going to get the best outcome for this country because the best outcome from this country is the best deal for Britain. And that's perverse to say but it's the truth. And questions or comments please. And interning for Neil Richmond. I'm going to change topics a bit if you don't mind but you mentioned the Trump presidency and I was there's a bunch of controversy over whether or not the current Taoiseach and then Kenny should go over there for St. Paddy's Day and I was just wondering if I may ask what your stance is on that. As well as how do you think Ireland should approach this new presidency now that Brexit is sort of pressuring Irish American relations and how do you think you know how should Ireland approach that. Thank you. It's a deep and profound question. I've expressed my views on this last week and have debates with people in this room since. I've somebody who served in cabinet for 10 years. I've been on trips to America on St Patrick's Day and all over the world. I had the privilege of greening the Great Wall of China and it's an extraordinary platform for Ireland to reach out and we're very lucky to have it. So for me to say don't go is a very very big step for me. I had to do a lot of thinking about it. But I genuinely believe that this is not business as usual. You're not dealing with Ronald Reagan or a George Bush whose policies you disagree with. You're dealing with in my view a narcissist who counts crowds and who wants to be appreciated. And the only way you can deal with that is to be very clear in your viewpoint. I am profoundly worried by the Trump presidency. Obviously it has implications for this country but also his attitude to Europe where he wants to break up the European Union. He's opposed to NATO. Of course Theresa May says he's 100% in favour of NATO depending on who he's just talking to at last. So my view was after a lot of consideration I think it would be extraordinary jarring for the Irish people if Ender Kelly did a Theresa May and was supine in the Oval Office and he held hands as he did with Theresa May. I think it just would be something that would not be acceptable. I think it would be a useful thing to say. You know what? What you've laid out as a policy platform is so anathema to the Irish people. We've just celebrated a centenary of our struggle to set out the values of our country and our nationhood. And we're not going to endorse you with our presence because what is Sympatrix Day? It's a celebration of Irishness and what is Irish America? I mean it is people struggling to escape famine and poverty and deprivation. And how do you celebrate that in the context of Trump's attitude to those very issues? I'm Oliver O'Connor and I'm a representative of the pharmaceutical industry and a former special adviser to Mary Harlandy Government and Brendan. Thank you very much for a wide-ranging speech and Dave Brendan. Can I ask if you wouldn't mind to just elaborate a little bit more on the EU citizens in Northern Ireland and the Good Friday Agreement. Would you like to expand a bit more on what do you think is actually or potentially called into question about the Good Friday Agreement and what it has provided or indeed even under threat and what should we do about that? I think the underpinning of the Good Friday Agreement itself is impacted upon by Brexit. It's an international treaty, it references the European Union in it and Britain being a member of the European Union. Its institutions obviously have to be restated in a way that is acceptable. Whether even doing that will require another referendum here, which is a very profound question, for us whether the terms of the final settlement with Britain, because somebody no doubt will trot down to the Four Courts and test that little issue, is something we haven't even begun to think about. At least I haven't yet, but I think that's potentially the case. The citizens of Northern Ireland who hold Irish passports will be the largest group of EU citizens in any state outside the Union. How are their rights as European citizens to be vindicated? There's a myriad of issues, not only within Northern Ireland but within British people living in here and Irish people living in the United Kingdom. We're already getting the queries, either an email that I responded to this morning from a constituent of mine in Wexford, whose father has retired to Spain who worked most of his life in Britain, although he worked part of his life in Ireland. Under the current arrangements, his welfare comes from Britain, his health care is provided by Spain, but reimbursed by Britain. He wants to know how he stands, and I can't answer these questions. That's why Leova Radker is in Britain today, to see the status of pensioners here. British people living in Ireland mostly have medical access through EU law, not domestic Irish law. As I said, there will be a myriad of complications, but within the Good Friday Agreement, the institutions themselves have to be embedded in probably a new legal framework. Andy O'Rourke. I was once a permanent representative in Brussels, so I remember a little about what went on there. But I have no special sources or insight into what's going on at the moment any more than what I read in the newspapers or through a careful reading of Article 50. But I do say to remember recently reading that there would be a 90 day period between the lodgement of Theresa May's letter at the end of March, the 9th of March people are talking about now, and an important point which is the decision on the guidelines which will be given by the European Council to the negotiator which is the commissioner. So I think, I just want to say that that will be the critical period probably, that three months when we will need to be very active in getting our points of view across in the establishment of these guidelines. That's the main point I wanted to make. Another small point perhaps is that it's traditional, it's always been the case in negotiations between the European community and third countries, that the council gives a mandate to the commissioner. The commission does the negotiating, but it reports back on a regular basis to a committee of civil servants of the member states. And that's the sort of procedure that has been put in place now. They will be senior officials, not minor bureaucrats. Sorry. I'll tell the minister. They will certainly be experienced senior bureaucrats whose task will be to ensure that the commission is following the mandate of the heads of state and government. And if I understand correctly, a very senior Belgian official, I think perhaps from the council secretary it has been appointed permanent chairman of that. So the procedure is, I think, a reasonable one. Obviously we will have to be very careful to see that our interests are taken account of in the mandate and putting the mandate into effect. It worries me because you described a process as if we were discussing the CETA agreement or a trade agreement with Australia. This is fundamentally different, and you might have great confidence in a senior Belgian bureaucrat to maintain the interests of Ireland, but we are one of 27. I have profound concerns. You're right in terms of there's a 90-day process, but the notion that Barnier has been idle since he was appointed, I will only start generating papers when Theresa May's letter is lodged. Obviously that's not happening, but we don't know what's happening. It's not transparent, and maybe negotiations can't be transparent because you can't show your hands. That's Theresa May's perspective on this. But my fear is that Barnier will present a framework that might not suit us. We are one of 27. Barnier himself has an acute understanding of Ireland. He understands the particular impact this will have above all else on this country. But I would have preferred, as I said in my own remarks, that that would be recognised by having somebody with a unique understanding of Ireland sharing the group that reports from the negotiating team back to the council. It strikes me that we could find ourselves very quickly because if the process starts, say the first week in March, and then we have three months of settlement, I don't see how an awful lot of work is not done, and I have no evidence that Irish officials are involved in it, that we can have an agreed position of the 27 in three months in 90 days. Can you see that happening? I don't know. It's certainly not on all the complex issues we have to deal with. And then we open form on negotiations where we are certainly only one of 27 and very disadvantaged in that unless we have clearly in the guidelines nailed down a position that is acceptable to us. I am worried about this is a normal treaty negotiation to be negotiated as normal because I think the obligation to us are as fundamental as anything we've ever entered into. Having said that was the last question, I have to yield to Mary Cross if you don't mind. She was a member of the board and has a post-singlish record in the department as well of course. I am probably following on almost directly from Andrew Rook and wearing the same clothes in the sense that I also served in the permanent representation in Brussels. And just to give a bit of comfort I think coming from deep in the works, there are about 90 civil servants from all departments in the permanent representation in Brussels. And what they're paid to do and what I'm quite confident they're doing is just crawling through the system and making contacts and talking to people at every level. The people looking after agriculture, the people looking after the environment transport, their whole business day in, day out as well as attending the meetings is talking to people and making contacts in the commission, in the Barnier group, but also with the other member states. That's what they're doing day in, day out. So I think we can be confident that they have a good handle on things. I think what is being done in Brussels now is the groundwork is being laid in the various areas as to what the issues are that are likely to arise. And then, as Andy said, that will be fed up into the European Council through the committee of permanent representatives, through all the different expert committees, to the European Council who will then set out the guidelines. Then it will come back to the Barnier committee where there will be representatives, as you said, of that committee that's been set up with two Irish people. But also the presidency will be represented at the European Council and the European Parliament. So I think we can be sure that there's a lot of groundwork being done. Thank you very much. I think I have no doubt that I spent a lot of time in the commission building, certainly during our presidency and every department, including my own former department, has people there negotiating all the time. But so does every other Member State, and we are 127 on this side, 128 currently. You've described what is the normal process. Is there no role for the Dove? Is there no role for elected? What stage do we get sight? When does what is acceptable to the democratic elected Parliament of the people come into any of this? Is that the end of it? I think this is very fraught if it is just because the notion that at the end of the day that every parliament will approve it. We have a very peculiar doll currently here. There's nothing of substance being proposed at the moment because there's no guarantee number one it'll get through the cabinet even and certainly no guarantee it'll get through the doll. So we do need to have to bring opinion with us on this journey. It can't be like other treaties where all these lovely Sherpas and do all their work and it's all going to be wonderful. And there's the final thing and then you have this awful thing of having to explain it to the people. And the impact of this is so profound on so many different people. I think it's going to take years to do in any event, but it has to be underpinned by some democratic process as well. Thank you very much indeed. There's a hand still going on, but it's a clawed hands too. To go to the Pope now. Your speech was so wide-ranging that it would be invidious to pick out any, no, all of the important things. But may I make two points of reaction. One about the democratic socials, our social democratic family. And I think you are very absolutely right in commenting on two aspects of that. I think your emphasis on social Europe would be very much welcomed. And your reference to stagnant growth and the need to recast a terms of reference of the stability and growth pact very helpful because I think the question of social and secular stagnation, which we've addressed here many times, nobody's going to put an answer. I think it's up to the social democratic movement to do so to the greatest possible extent. So thank you for doing that. I think your point about the uniqueness of this is very important. And the interventions of Andy and Mary are very helpful. Well, it's clear if you read article 208 that it's designed for a different purpose. It's designed for a trade agreement. It is not designed for what article 50 calls the future relationship. We never envisaged anybody would leave none. So I think therefore the emphasis on that came out of the discussion on the mandate to be given by the council to the commission is critical. And here the Irish government has a major role to play on its own behalf. Now I think the point that has got to be done across surely is the extent of the asymmetric shock which Ireland will suffer. And that's got to be in the mandate. Now your point about the role of the doll and so on I think is very important. Can I just go back to Andy and his colleagues, Mary, in 1970-72 when we were joining the EEC as it then was, the number of white papers that were published, in which you might have had a hand, literally Andy, and in which spelt out what the situation was for us. Nobody could have but known what it was in 1 January 1973. So maybe you might encourage white paper, white papers, and you're right to say a role of the doll. I asked the question of the T-shirt yesterday and he said, but he had said in his press conference after Theresa May that papers were prepared. So I asked for them to be published and he said, well they're not real papers. Well, as we know the British white paper has just been published an hour ago and there should be at least a response to that. At the extent that you encourage it. The last thing to say is that your reference to Shuman at the very end, that the response should be proportionate to the challenge. I think we've got the thing completely outside the box, because the challenge here is completely unique.  For example, moving the border from the land border to a sea border and resurrecting John Hume's whole idea of condominium. I think it's time has come. Thank you for stimulating us so much.