You all know the famous adult animated series South Park, right? It's very prominent with the teenage and adult population in the United States. Well, what few people remember is an episode that was accidentally aired. It was June of 2000, right, when the show was getting very popular. Being 15 at the time, I was an advent fan of South Park. I loved the offensive jokes and crude animation, but I can't watch it anymore after my experience. Every time I watch it, I think about that episode I saw in the horrible nightmares which followed. I just don't like to recall them. I also remember that this episode aired at an awkward time. I was watching the daily show and after that, South Park was on. It was an episode I have never seen before because the title on my DGR showed up as episode 1000. I was confused by the name, but I just assumed that my DGR had made a mistake. I decided to watch this episode, thinking that it was just a rerun. Anyway, it couldn't have been a new episode. It started with a normal intro, then cut to the school yard where most episodes first take place. It showed a crowd of children circling around someone or something. I was confused because the animation wasn't that great. It was almost like the spirit of Christmas short that the creators had made years before the show was produced. Then the camera repent to watch they were circling around. It was Cartman. It looked as though Cartman was being bullied, but not like normal bullying. I couldn't tell because the audio was cutting up and getting choppy. However, the audio did clear up for a moment. I didn't recognize anyone because they were all stock children. The only notable characters I saw were Stanny and Kyle. Cartman was being thrashed and thrown around as the other children were chanting. You're the faster! The more he was getting thrown around, the more you could see that his face was being damaged. It was extremely detailed, almost realistically. It then cut to Stanny and Kyle, who were both moving in real time, before fading to a still image of them. It was almost like somebody paused a footage. However, the audio was still playing. You could hear Cartman's screams of agony and distress while the still frame was being shown. The image was of Stanny and Kyle just standing there, along with everybody else who wasn't taking part in Cartman's torture. The expression on their faces were terrifying. Kyle had a demonic look in his eyes. The image was of low quality, like something you would record off from an old VHS tape. Stan had a very hardened look in his eyes, almost like he was about to sob. As the seconds passed by, the sound started lowering in volume and went silent. Then after 30 seconds, the sound cut to Cartman screaming over and over again. There was no crowd noise, just screaming. As the screams progressed, they got even more high-pitched and tear-filled. Then, it cut to the video again. I was obviously disturbed at this point, but was more confused and disturbed. Why would they air this? It was like an episode that wasn't finished or something. The video was of everybody kicking Cartman out of the playground, one of them saying, They'll teach the fed-us! It then showed Cartman running to his house. He ran up to his room and started sobbing profusely. Later, Cartman started talking to his stuffed animals. He asks them, Why? Why would they do this to me? Why did I ever do to them? One of his stuffed animals told him to get back at them, to make everyone feel the pain that he went through. Cartman then said yes to his stuffed animal in a very monotone voice.  Cartman decided that his first victim will be Butters. He visits Butters' house and asks him to come over because he got a new game system. Butters agrees with the offer. The camera quickly cuts to Cartman's basement. Butters asks where the game system is, looking confused. Then, it showed Cartman approaching him from behind in a first person perspective. He was holding a crowbar. Suddenly, Cartman's met him in the head and he passed out. It cuts to Butters waking up, tied with his hands and feet bound. Cartman tells Butters that he will not bully him.  Again, the detail on the damage being done to Butters' face is immense. The audio then cuts out again, but for only five seconds. It then turns back on, but to a scream that doesn't sound like it's coming out of Butters. It was a very loud, near-piercing scream. It had the tone of a grown man's voice. The scene then cuts to a picture of Butters' house with text that said, 12 hours later. I was very terrified by this point. I was going to turn off my TV and forget about it, but I want to see what happens next. It then shows Stan Kyle and Kenny at Butters' front door. They knock on the door. Butters' father opens the door and they ask where Butters is, and he says that he is staying the night over at Cartman's house. They then go to Cartman's house. The scene cuts to Cartman in the corner of his basement sobbing. The audio cuts to a faint wind noise, then it cuts to a very loud sequence. It sounded as though somebody was playing someone's speech backwards, or as if somebody was speaking in different languages. The video then cuts to a still frame of Cartman sitting there with an expressionless face, with the audio cutting to him speaking in a whimpering voice. It was very faint, but then faded to a higher volume. It consisted of Cartman saying, The audio cuts to Cartman saying in the same voice. Then, the sound cuts off completely. The still frame lasts for about seven seconds, then it cuts back to a scene where the three boys walk down to the basement and see Butters' dead body. They scream in terror, then one of them said, Cartman then says, They freeze in shock. Cartman then runs to the top of the stairs and shuts the door and locks it.  They then scream in horror. He yells something, but it was unaudible. Cartman walks to his kitchen cabinet, the screams still being audible. He grabs lighter fluid and matches. He spreads lighter fluid around and throws one of the matches, then quickly runs out of his house.  The fire gets put out quick, then police go and inspect the scene. It cut to them digging through rubbish. Then they deduct Kyle's body. The entire body was intact except for his face. His face looked as if a picture of a real person's burnt face was photoshopped onto his face. The look of it was horrifying. It basically looked like a black skeleton face. It then cuts to Cartman crying in an alley. He then pulls out a knife and cuts it into his abdomen area. He pulls out the realistic looking body fat that flows out of the wound. He whispers to himself. He then starts laughing maniacally. The camera zooms out. He screams into the camera with a demonic look on his face. The episode ends there. It cuts to the normal credits, then to the normal programming at that time. I was very distraught after what I just saw. Not wanting other people to see what I just witnessed, I quickly deleted it off my DGR. The staff member that made the episode was never found or discovered. I tried to forget about the episode, but the nightmare started coming to me. I was so bent out of shape because of the episode that my mother checked me into a hospital for mentally ill people. Four years later, I was diagnosed with paranoid schizophrenia. I now reside with my mother. She always looks after me to make sure that I am alright. I constantly think of that episode, and I never stopped thinking about it.


Hello from Embedded World here in Nuremberg. Now, ST recently announced the volume production of the STM32L0 Ultra Low Power MCU. Anise, Jaimo, is the Marketing Product Line Manager. So what are the main headlines for you? Well, the main headline here in these announcements is the extension of the STM32L0 product portfolio. So now the STM32L0 is available with flash densities from 8K bytes and up to 182K bytes. And also, we are introducing a large variety of packages. So coming from 14 pins, so small pin count, and up to 100 pins. And by the way, this is the first STM32 ever available in 14 pins. So what makes this an outstanding product for you in the marketing system? Well, the STM32L0 is unique. It is based on ST's own ultra low power process technology. And this technology reach outstanding power consumption, whatever the condition. So the STM32L0 has the best in class power consumption at 125 degree. To prove that, here in Nuremberg, we have a demonstration with a hoven here, as you can see. So inside the hoven, we have the L0 demonstration board inside. Then we can increase the temperature of the oven. Okay, so for example, we can increase up to 125 degree. And on the computer, on the computer, we can see the power consumption that stays stable. So we see the temperature that increase. And we can see that the current keeps the same. So that really proves that the STM32L0 has the best in class power consumption at 125 degree. So how do you position the STM32 ultra low power solution in the market? Well, for cost sensitive application, requiring tiny, the combination between tiny, tiny consumption and low cost, we have the STM32L0, which is based on Cortex M0 plus core. Then for high end application, so requiring this time a combination between high performance and low power consumption, we have the STM32L4, which is based on Cortex M4 core. And in between, we have the L1, STM32L1 based on Cortex M3, which is our foundation, the foundation of our portfolio. All bases covered as the Americans would say. And so thank you so much for your time. Thank you. And enjoy a better world. Thanks.


Welcome back to Think Tech. I'm Jay Fidel. It's a 12 o'clock clock and community matters. And this show is going to make you hungry and maybe frustrated too, hungry and frustrated. We have Cheryl Matsuoka. She's the executive of the Hawaii Restaurant Association. And she brought along two restaurant owners and entrepreneurs and managers that we need to meet. Because we want to understand today what's going on with restaurants. It's been a hard time for restaurants. On both sides of the equation, it's not only that the restaurateurs and the staffs are having a hard time in COVID. It's that everybody, you know, this is a restaurant town. Some people live a good part of their lives. My wife and me included at restaurants. We're eating out all the time. Hawaii is special that way.  We miss you. Cheryl, tell us about the Restaurant Association and tell us who you brought along. Sure, I brought along Greg Maples. Greg is our current chairman of the Hawaii Responsibility Agency. Sorry, I've got a problem. And Greg is with the Polish Encolonial Center. He's the director of Rush Box Services. I also brought along Russell Ryan, who is with Highway 8N. Everyone knows Highway 8N. There's a location in Alamoana and a location over in Lake Papua. Russell Ryan is the chief financial officer and chief commercial officer. Welcome to the show, Greg Maples and Russell Ryan. Nice to have you here, you guys. Thank you. Yeah. Why? Why? Cheryl, why do we care about the Restaurant Association of Hawaii? Why do we care? We care about the Restaurant Association because we have, we represent the 3,600 restaurants, well, all the islands do.  We have, as you know, our current workforce as the restaurants are closed. Our current workforce is unemployed and we need to release that work in, open up our restaurants. We want to do it safely, you know, our message is of course when it's safe to do so, but our restaurant tours are just waiting to open up soon. Okay, let's start with you, Russell. How's the Highway 8N doing? What, how have you suffered? How has your staff suffered? And it's a terrible question to ask, but how's business? Yeah, well, I wish it could be better, but for sure. You know, to go, to go sort of briefly in chronological order, in March, it was the first two weeks we're just a wasteland, but little by little, they both picked up and they've kind of been steady ever since. Our town location is doing worse than our Wapapu location. We put that down to the difference in demographics and, you know, because people in town are buying for themselves or their spouse and people in Wapapu are buying for their families. And so they tend to be buying bigger meals and not to get sizes bigger. But so Wapapu settled on a higher revenue per, a higher revenue per month than Kakaako has, but the bottom line for everybody is that no matter if you're making less than about 70% of your prior revenue, you're not covering all your costs. And that is the big issue going forward. Restaurants, unless there's some government assistance with PPP or various other things, they're gonna start struggling pretty soon because most of them are through their first round of PPP already. So once that is all washed out of the system, people are gonna start looking at their fixed costs and thinking, how am I gonna pay my rent? How am I gonna pay my bank? Because right now, I think it's fair to say that most restaurants have sort of settled into their, their sort of revenue level is matching to their labor and their food costs. So they can pretty much cover those things, but it's all the other stuff they're gonna struggle paying. So that's really how business is. Our stuff, we've got, you know, during PPP, we kept everyone on payroll, but after PPP, obviously we've had to start cutting hours. So we're down to about half the total manpower in terms of full-time equivalent. And of course, you know, in the waitstaff, they make their money from tips also. Yeah, yeah. That tips must be suffering just the same way, huh? And PPP doesn't cover that. Well, you could use PPP for that if your math worked out okay. So we did a little bit of tips sweetening with the PPP, but not a lot. And because we just couldn't, because you know, with PPP there's various rules and restrictions you have to manage. But the big thing now is they're not making, they're not making enough tips. So their salaries are considerably lower. I mean, our waitstaff used to make, our full-time waitstaff would make, you know, 60 to 70,000 a year because of the lucrative tips that they would get. Now they're, you know, just currently they're probably only making like 20,000 a year. So that is a big, big issue. And of course, tips come back when demand comes back. Yeah, of course. So are you losing them? Are they moving off to other situations? Are they leaving town? It's a mixed bag. Yeah, we've got some that just leave and just want to go do something else. Some just stay at home.  Generally, it's sort of a mixed bag, but for whatever reason, we're running, I mean, we've had 20% resignations now. People are just going off to other things. So we'll have to do some rebuilding, obviously, but, you know, hopefully by then the pool of applicants may be a little more vibrant than historically it has been. Okay, I want to come back to you on a variety of other things, but let's talk to Greg for a little while. Greg, you have a completely different situation at the Polynesian Cultural Center. Can you describe it? Ah, yeah, it's devastating. You know, we've been closed since March 16th and we probably won't open at the earliest till October 1st. So we've gone many, many months with, you know, no sales and we've done a great job in the first four months keeping all of our people whole, paying them, at one point we did have to furlough, we furloughed 300 people and we're in the process of doing a look at what we're gonna do next because we continue to pay people and their salaries as well as their insurance and at the clip of a $2 to $3 million a month, we don't have very much longer before we're gonna have to make some changes. Wow, how big is your operation? I mean, Russell's got two locations. When you have 50 seats in each place, Russell? Well, it's also 100 each. Oh, 100 each, okay. Greg, you sound like you have a lot more seats, huh? Yeah, so we have 1,600 employees at the Polynesian Cultural Center and we feed on an average during our peak tech times between 4,000 and 5,000 people a day. We have a restaurant, Pounders, which is our full service restaurant that seats about 237 people and then we have our Gateway Buffet area, which seats probably around 2,000 people and we have two Luao venues that seat around 500 seats each and we have four Luaos daily. That includes all of our concessions, but so we've had to do some extraordinary things because of the problems that we've had out here. Pounders restaurant is doing probably about 35% of their 2019 sales. So we're about 65, 70% down over prior year and the good news is we don't have any rent, right? We own our property. So without that rent, there's just, there is a way we can stay open by that. But if we had rent like everybody else, which is my biggest fear for our restaurant operators and owners is that not everybody has that, what we do and they are struggling with that a lot. And I know we'll probably talk about this, but one of the concerns we have also is this is the last week where the $600 feds plus up for unemployment. So you're gonna have what is it 280,000 people that starting next week are gonna get 600 a week less. That is going to affect the economy. It's gonna affect our comma Ina restaurants because right now we have a lot of people and in some cases, and I know there's controversy on both sides where they've been making more than what they did when they were working. But what that's done is allow some of those folks to go into the restaurants, into the retail and purchase and do things. But with that coming off, that is a very big concern of ours. Wow. So at one point, so if you don't have rent, then your break-even point, Russell was saying his break-even point is about 70%. Depends on the establishment, but 70% is what we can run with now by virtue of really interesting, the SBA had loans and they offered six months forgiveness. So with six months forgiveness, our break-even is about 70%. Okay, what about you, Greg? What's your, without rent now, what's your break-even point? Yeah, probably about 70%. We have to have about 40% of our sales from 2019 for us to break-even. And we had a staff of well over a hundred people. We had a staff of about 33 in our restaurant. My division had 588 people in it pre-COVID. And right now the division that I run has about 65 people. So who decide? I mean, is it government deciding whether you're open or closed or are you're deciding? Well, that's a great question. If it was up to us, we'd be open all the time, right? We're only doing this because of the mandates and because of COVID-19. And quite honestly, when this first started, we know that it was supposed to be a 14-day quarantine to help get our hospitals in order and what happened. It just ballooned into one week to a month to two months, et cetera. And here we are, as a restaurant association, we were really keyed in on the August 1st opening day for tourism because that was our hope, right? It gave us hope that we could bring things back. Couple of things to remember. You've got a lot of chain restaurants, not all of them, but a lot of the chain restaurants are doing really well. If you've got a drive-thru or you've got a delivery ability, you're ahead of the game, right? And you don't find a lot of drive-thus on these islands because of the cost of land. So if you're more comma-ina-driven, tourism is gonna be less impactful. But let's face it, everybody has impact some way by tourism. But for our restaurants, these 3,600 restaurants, the majority of them are impacted by tourism. So when we finally got the date, which we worked very hard, Cheryl and her team did, it's such an excellent job, to get with the local and state government to tell them we have got to get open. And finally, we get this August 1st date. To have it be pushed to September 1st is like putting a fist, a hole the size of a fist in a balloon. It just took everything out. We have seen Jay over and over every day reported restaurants closing, businesses closing. It has been my opinion from probably starting in April that by the end of the year, you will see almost 50% of the restaurants close on all of our islands. And right now, we only probably have 50% of them open. If anybody's been to Maui lately, I took a trip with my family to Maui and I was so sad by what I saw. One in 10 restaurants were open, nine out of 10 were closed. Shops just boarded up. It looked like I had gone to the off season of Florida. It was absolutely awful. Well, there's no tourism. There's no tourism. And so the traction is what it was. So let me, Russell, are you in jeopardy of not being able to continue? Yeah, absolutely. We've got, I was looking at sort of how many months I could survive if there is not another government package come our way. And it's not gonna be this year, but if we get to the spring, basically, I guess the spring nothing's changed. I start selling properties, my personal property in order to get the business to survive. I mean, it's that bad. I mean, there's very little left. And when all that money is gone from selling the condo of it, I own, then that's it, that's the end. So it really is, it really is needs, it needs some interim government money and this vaccine, whenever it comes out needs to be coming up at the end of the year and it needs to be successful. And without that, what Greg talked about when it comes fast and it may be even worse than that. Because essentially what you find is the banks are not gonna help you out.  There is very little from what I can see motivation for them to help. They would rather just collect that collateral and be done. It's not a pretty picture.   Yeah, it would do if we got there. I hope that it won't. I continue to look every single day for alternative means of financing. But yeah, it could basically the end of the day, we'd be done. So that is a hard reality. I think a lot of people have gotten to that point ahead of us. It is one of those things that's going to be a survival, not of the fittest, because some restaurants have gone for other types of reasons, because of timing of expansions they've done, of timing of the financial situation they were in, because the business cycle comes and goes and you may have invested in something and then I know several people just invested in a restaurant and then COVID came immediately thereafter and when you spend all your money and resources, spend building out the interior of a restaurant and then all of a sudden nobody shows up, that's probably the worst possible timing you can get. Yeah. So as far as the restaurant association is concerned, you see this happening, it's happening all the time. You have the 50,000 foot level to look at it. We've talked briefly about some of these national chains and I suspect they're equally stuck. And what about them? Are they deep pockets enough to hang around or are they gonna close their branches here in Hawaii and leave us without the national chains that we go to see? You know, Jay, that part of them are national chains, but many of them are locally owned national chains, right? So I think McDonald's is an example, right? There's a local family that manages and operates all over McDonald's. I'm involved in a couple of chain restaurants also and friends of mine are like the Ruby Tuesday and the Duke of their local Kaiser graduates, local guys that invested in the chain. So yes, you're right. They are also in the same situation just like with Russell and many of our restaurant tours mentioned, they still have the expenses, Jay, with zero dining room income for the first couple of months and now our dining room capacity is at 50%. So you basically have 50% of the revenue coming in from your dining rooms, but you still have 100% of your rent and your utilities and your insurance. Landlords giving restaurants a break. I mean, on the thought that if they don't do that, they'll lose the tenant altogether. My experience, speaking obviously from my limited experience, we have the one in town, which is Kamehameha School and Kamehameha School says, step up to the plate and told us that they're not gonna default to us and they will work with us to renegotiate the lease. So we feel pretty comfortable there provided, provided obviously this doesn't go on for a very long time. Well, that's the thing, you guys are touching on that and I'm just integrating what you're saying with what we hear from other sources.  So you have a very low possibility of a big increase in tourism even if we really, really, really want it. People are not gonna be comfortable traveling there, especially when, they're trying to find quiet places in the hinterland, in the Northwest, what was it, Walden Pond, with this nobody else around, that sort of thing. So I just wonder this though, if we look at this from an optimistic point of view just for a moment, okay? And we say that by the end of the year there is at least hope and thus confidence. What about your supply lines, Greg? You have to get the food, you have to get the supplies and those companies are also under pressure because they have no business right now. Restaurant supply is a big business. Are you gonna be able to put it back together again say in next year, when the coast looks better? Well, there's some great questions and there's a couple of points I wanna make. One is, I wanna talk about our local ag because that's part of our supply chain. So what's happening is our local ag doesn't have anybody to sell their agriculture to because it's with restaurants, hotels, people that could charge more because locals don't buy local ag, they go to Costco, they go to food land, they go to Safeway, et cetera. So what's gonna happen is this local ag's gonna go away because there's nobody here to buy it. And then what's gonna happen is we're gonna have lost that cultural connection to our ag folks, which means so much to us. And then we're gonna be reliant on the supply chain coming from the mainland. So what happens is when you have a government like we have now, who gives us hope and then takes it away and then gives us hope and takes it away, that accordion is felt all through the supply chain.  And then one day somebody decides that we're gonna pull back dining rooms. Okay, so now you're sitting with warehouses filled with food and restaurants filled with food. So you gotta try to sell that, that goes away. So after a couple of those times, suppliers are gonna say, not so fast. We're not gonna do that, we're gonna hold off and then heaven forbid anything happens on the mainland with any kind of supply chain. And so what happens is we have a lag of getting that food here. And it's all because we have government officials who don't understand how that supply chain works for us or they're not at this point ready or willing to understand it and listen to it. And so supply chain is a huge deal. And what hurts me more than anything is that we are going to lose so much of the culture of restaurants on these islands if we don't do something because we're not gonna have that local food. I'm telling you, and I'm sure in Russell's restaurants and I know in our restaurants, we use local product. Right here, we have a pounder's garden. We use, you know, Kahuku Farms and Kupa Kaya Greens and all those things. They can't grow because there's no one to use it. So you're gonna end up being reliant on that supply chain which is just being jerked around back and forth. I'm sorry. Go ahead, Russell. You can say the other issue is, you know, we've been directly impacted by the problems of the meatpacking plant on the mainland which I'm sure you've all heard of. Certain cuts of beef that we use, because Hawaiian food has a lot of beef in it, it's gone up almost three times. So we've had to not only suffer from a lack of demand, we're also suffering from having to raise up prices significantly on certain menu items because the supply chain has been disrupted further upstream. And that of course leads, not only to silly yelp reviews, people complaining about the pricing, but it also leads to a reduction in demand which further exacerbates a problem. Plus what you find is that the unit size that those suppliers are bringing in from the mainland has shrunk. So the unit price has gone up. So everything has gone up to get imported from the mainland already. You know, all produce items are up. So we've started reaching out to some of these local farmers that Greg was talking about. We actually have one farmer who's grown stuff just for us on his land. He's going up to Carolese, Lualese, and we go out there once a week and we grab them from him and he's happy to get that. That's great, it works for everybody. Yeah, so it really is, the consequences of what's going on through the supply chain is showing up but it's on the diner's plate right now already. Sure, well, what about the whole notion of reinvention? I mean, have you changed the rules?   And wait, staff, do they wear masks all the time? And I'm asking these questions because I haven't been out, see, I don't know. And do you have plastic pieces that separate people who have changed the configuration of the tables? What have you done in terms of the way the restaurant works? Yeah, I mean, pretty much you've hit on the three main things is we have the plastic shields in front of the cashiers like you may have seen in grocery stores. We have the servers all wearing masks and changing their gloves, sanitizing the table when people leave. And we space everybody apart.  But it's again, I just looked at our security cameras and normally at lunchtime on a day like today we have like 80 people in there. We just looked and we have about 12. Ooh. And you know, it's done. Well, Jay, I think it's important to remember that part of these guidelines is that we have to reduce our capacity by 50% in all the restaurants.  And in some cases restaurants can't open their dining room because it doesn't accommodate. It's just too much for them. So they just stay takeout, which is really, really sad. Yeah, one thing, one thing. Does anybody come around and take a look and see if you're following the guidelines? We do, we have the health department came out with the new guidance on the placard system. So now, you know, as we have the green and the yellow and the red placards that indicate our health inspection status, they've added wearing of masks and six feet of social distancing to that placard policy. So inspectors are out. If they see you doing it once, you get a warning. If they see you doing it twice, you get closed down. And you're closed for an indefinite amount of period, probably about 24 to 48 hours until you can get back open again and recommit to doing the right thing. So that is out there. So let me ask you this, Greg. You know, everybody talks about reimagining, reinventing. And I would imagine, you know, that would apply to the restaurant industry as well. And so when this is over, restaurants are gonna be different. I'm sure you think about that. Of course, when is the question, but, you know, there will be a reinvention of things. I don't know whether they'll all be COVID type of things. Maybe they'll be marketing thing, maybe a different, you know, consumer taste. Who knows what, but what does the restaurant of the future in Hawaii look like? How would it be reimagined and reinvented? Well, I think there's a couple of things. I think first of all, you've got the whole new world of takeout that has happened, takeout curbside delivery. I know our restaurant, we did minimal takeout orders and today it's 20% of all of our sales and in some restaurants, I'm sure it's a lot more. I think you're gonna find that our POS systems and our technology is going to be greatly enhanced. And when it comes to contactless payment and different ways to pay, we use at our restaurant Chao Now, which is our takeout, but it's so easy and that's not a plug for them in particular, but it is so easy and made it so much easier for guests. They just come in, they pick up, it's already paid for. But I think technology, and then I think you're gonna have equipment in the back. I think you're gonna have different parts of our supply chain and Russell, you've probably already seen some of it in your restaurants. Yeah, yeah, in fact, we jumped on it pretty quickly. We had, we implemented online purchasing platform. We implemented curbside delivery. We use Alexa to, when the car is showing up, it announces, a car is, oh, now I've got Alexa talking to me in the background, do I mention that? That's really funny. So we have that device announcing the car's arrival and the cashiers as a result have had to get a little more familiar with technology. They've had to monitor the iPad, monitor the delivery pad, monitor those sort of things. We also do our own delivery now as well. So we actually made a deliberate choice when we selected our location of our restaurant to be in the location they're in with easy access to driving up, people driving up. So we'd always been in control of our own destiny. So that has helped us now in this particular scenario. So we've seen that aspect of technology crop up. So now we're seeing one third maybe of our payments coming in online. The other thing in terms of reimagining, and this is more in my wife's area, but what she's done is she's started to work on the presentation of the food and the takeout containers to make sure that when people get it, it doesn't look like it's a shake or not swap. That's just really important. Yeah, so when people receive the package, it looks nice. So we've invested in that. And then the other aspect is we actually just hired a consultant and got a variance to the DOH code to sell vacuum sealed product. So we're just about to relaunch that because we started it, but the DOH said we couldn't do it until we met that guideline. And the guidelines didn't exist. So we helped them write them. So once we got that done, which was approved a couple of weeks ago, we're just about to relaunch selling of that. So you've seen the mucine shrink wrap packaging of food. We're gonna start that here locally. So reimagining is we're gonna try to get our food into people's dining rooms a little easier that way. And we're working on shipping with UPS and that type thing, refrigerator packaging. Such an innovation. I'm very impressed with the technology, the approach, your innovative approach. I hope you can get through this, you guys. The worst result would be is you have to fold and then because of your expertise, you wanna go back into business, but that may mean starting from scratch. What a horrible experience that would be because it's hard to open a restaurant. It's hard to make it work. It's hard to get people to come around and so forth. So one more question and then we gotta go. Cheryl, I wanna ask you this. What does the restaurant association do for the restaurants right now? Because it's obvious that these guys can help each other. And you are the exchange program.  How are you helping them? We're helping them to all of them. As you know, we are affiliated with the national restaurant associations. So we are the Hawaii location, the Hawaii chapter here. So we're helping them by being sure that all of our national delegates and our local representatives all know what we're looking for. So we are the voice of the food service industry. Well, carry on, they need your help. And you guys, I'm very impressed with your fortitude and your creativity. Greg Maples, Russell Ryan, thank you so much. It's been a great meeting you. Kind of more appreciate your restaurant, your effort. I can even taste your food from this discussion. Don't be afraid to come and visit us, Jane. Our restaurants are safe in Hawaii. Thank you, Greg. Thank you, Russell. Thank you, Cheryl. Aloha, you guys. Aloha.


So with that, ladies and gentlemen, we will be moving on to the next session and it's an interesting one. When it comes to user-generated content, homegrown short video maker application, Josh, made in India for creators of Bharat has seen significant growth, particularly in tier two markets. The platform provides brands an opportunity to connect with content creators and leverage the creators' follow-up base. Taking us through this journey is Mr. Venkatesh Adhavi, Vice President Monetization Strategy and Partnerships, the worst innovation sharing his insights on the topic, keeping the Josh high for users, creators and brands. I'll hand over to Venkatesh. Over to you, sir. I'll just bring up my screen and request you to confirm if you can see it. Yeah, can you see the screen now, sir? Great. Thanks, Ravind. Very warm welcome to everyone here, the audience, the panelists, and thanks to E4M for putting together this evening for us. I think let me start by going back in time just about a couple of years before I dive into the presentation. What we saw about a year ago when we started on this journey, and it's hard to imagine that it's been just about a year because so much has happened, and that is all due to the fact that we are in a country of a billion talented Indians, right? It's actually, I would say it's more than a billion talented Indians that we are, we see in India today. And all these users or consumers, as we used to call it now, are eventually turning into creators. I think that's the beauty of Josh as a short video platform that we are enabling the content creation and expression of so much talent in the country that it's unimaginable. And for me personally, when I look at the videos that come up on Josh on my feed every day, it's just astounding that what we earlier thought was creative in terms of whether it was long format movies or television shows or music, etc. There's just so much, so much more that our country has in terms of talented people to offer. And how I want to talk about the next few minutes of this presentation is to say, in keeping with the theme of the event of brands that matter. I want to talk about why Josh matters to a billion Indians. When we think of them as users and content creators. How are we thinking of our platform? How do we want to evolve our product? What kind of features do we want to provide? What is the music? What is the other forms of talent that we want to encourage on the platform? And trust me, this is not a one way street because every day we get amazed by the different kinds of talent that this country has to offer. And we think it is not just a responsibility but a privilege to provide a platform where our country folks can express themselves, get recognized, be promoted and eventually of course monetize their talents. So we are thrilled to be on this journey. And I think it's just about getting started. There's a long, long way to go. So we want to be a brand that matters to a billion Indians. And like I said, when you look on the app today or if you've already opened Josh and scrolled through it, you will just see a plethora of talent that is exploding on the platform. And some of these things you wouldn't have even imagined because what has happened is we've been so used to the traditional forms of media and promotion that we didn't think somebody who could dance underwater is something that is a kind of content that can go across on any other regular media platforms. But Josh as a platform gives that opportunity for talent such as this, even for people who want to ride an existing trend, we know that trends is a big thing in the short video ecosystem. But till now we only used to see folks from overseas superstars from overseas riding these trends. Now we see that so many people in our country are able to participate in global trends and express themselves and in a way that is appealing not just to the people of India but also abroad. Right.  Now what we want to do through the product is that we want to encourage the creator each and every one of us. Think about it, you know, you may be in your jobs for a few years now. But if you thought about, you know, how you were in school or college, or even towards the early part of your career, or now that the lockdown has given us all of us a lot of time to think about our hobbies and what we would want to do in our free time, and we suddenly find that, you know, we have some time which was spent in traveling to work back and forth or otherwise. We see that there is creativity in each of us, whether it is in singing in dancing, whether it is in cooking, whether it is, you know, like I said in some really amazing talent like underwater dancing, for example, whatever it be. Josh wants to provide a platform through a combination of three things. The first is product tools. We want to give you the tools which we already have a significant number of user creation tools in forms of video enhancement filters, dynamic IR IR filters, you know, the duet features, etc. But we also want to combine that with music. So we have partnered with most of the leading music labels in the country and also overseas, and we are enabling a lot of content creation using original music. In fact, one of the things that has, you know, come across as a very pleasant surprise to us that it's not just music that drives content creation. Lip syncing to famous dialogues. I think this is something that all of us have done in, you know, in school and college or with our friends or, you know, just hanging out at office or after office hours. You know, there's a lot of talent in mimicry or in, you know, recreating the kind of scene from a famous movie. We see that dialogues are doing incredibly well on the platform. That's another form of an audio track that you want to enable and we've enabled for our users. And of course, a lot of this is around very popular genres. In fact, some of the famous genres that are emerging on the platform right now, very popular ones are devotional, which is, you know, again, something that you would not find as a form of expression to so many millions of people in the country. Right. And finally, how do we encourage all of this is to content creation prompts, because we know it's difficult to get up every day and think of newer things to put out. So we as a platform encourage you to create content around trending topics around daily challenges around some popular themes that are emerging in India or overseas and I'll talk a little bit more about that as we go along. So we not only provide you the tools and the music and the dialogues, etc. But we also provide you with prompts so that you are at your creative best every day. There's a little bit of a busy slide, but I'm just going to talk about it very briefly that. Sure, you go ahead and create content, but most of the times or for some people all of the time you are consuming content. And you want to consume content that you like, you know, because each of us has specific preferences and hand on your heart. You watch certain genres you watch certain actors and actresses, and then there are those that you don't want to watch right because it just doesn't fit in with your sort of entertainment sensibility. So as a platform, our responsibility is to enable not just a variety of content and innovative content because that's really important for us as a platform and like I said we continue to be surprised by the level of innovation that people have in this country. But at the same time we want to personalize that content for every user that comes on and opens Josh every day. So it is our responsibility because only then will we matter more to you as a consumer that I know what you want. I know what you like to see. I have some idea about the kind of videos that you've seen in the past.  What are your content choices, because end of the day I don't want to show you something that you don't like to consume. And in fact I would like to show you more of what you want to consume. And a lot of this is influenced by environment all around us. Some things are very topical, right, which we want to see more of and some things maybe die after a while because that's the nature of trends and fads, and we want to not see that anymore. All of this means that there's a very strong technology layer at the background, working on personalization using artificial intelligence and machine learning to create a feed that is customized for every user in the country. And think about it. If we have to customize the platform for a billion users, you know, just imagine the kind of infrastructure and technology and, you know, pure science that goes behind all of this. Now coming moving from the users to content creators, why should Josh matter so much to content creators, right, and, and what are we doing to make sure that we are always relevant. And we are always at the forefront of a creator's thought process, when they think about creating something new every day. So for us, it's not just hey, this is the app. These are the features, go ahead and create content. Right. No, it just it's not as simple as that. What we do is, we know that in this country of a billion plus talented Indians, there are so many who are waiting just to be identified. They want to showcase their talents. They want to popularize themselves and eventually they want to monetize, but they're not even being identified. So what Josh has done as a way to show creators that, you know, we are here for you is we have organized several talent hunts, not just virtual, but also on ground when there was relaxation in the COVID restrictions in the country. We did, we did events like World Famous in Lucknow that I'm going to talk about a little bit as we go along. We are always searching for new talent through a lot of individuals who approach us themselves or influencer marketing agencies who come to us. And then of course we do a proactive reach out where we see talent that exists in this country in different forums, and we approach them to say why don't you come and you know, create an account and show your content on George. That's about identification. But what happens after that you need to mentor content creators. This is a new platform. This is something which you know where you would ideally not make content which is longer than let's say two or three or five minutes. You would want to make short form content because that's the consumption pattern on the app. How do you make your content more appealing? How do you make it more interesting? What is the user insights we have that we can help creators with to make content that is consumed like shared and of course then it results in the users following that particular creator. Moving on from mentorship where we have programs and again I'm going to talk about this in detail. This is just a placeholder slide. How do you popularize these creators? Many of them are looking for ways to become popular with the masses or at least with a niche that follows their kind of talent, right? What we've done at George is we've provided not just traditional media coverage but also on the app when you select certain categories that you know you like to watch or even sometimes for introduction introducing brand new talent, right? So that's also where we make our own product led interventions and make sure that all new talent is promoted and popularized and shown to people so that they have a chance to be discovered and followed. And finally coming to monetization because that really completes the journey and that's how we will matter a lot more to creators than just being able to identify mentor and popularize. We have a brand team that connects these creators to brands to make some amazingly creative content, right? This is not your traditional advertising, okay? This is not your traditional endorsement or promotion. This is marrying the creators talent to the brand promise and creating something spectacular, right? And we've done that in the past. It's worked very well and we have more and more brands that are coming to us and say can you please, you know, connect us with the best of what India has to offer in our particular line of work. World famous in India was our first superstar event. It was hosted by some of the leading celebrities in India. We got more than 10,000 entry from Lucknow alone. Now that just tells you how many talented people are just waiting to be discovered in this country, right? We did that in Lucknow when the relaxations were on and eventually we would like to do this in a lot more cities as we go along. Lights Camera Josh is another brainchild of our community where we look at developing the talent. Like I said, it's not just enough to identify but you have to mentor the creator. More than 150 creators were mentored in just one of the on-ground mentorship events that we had. And each of these creators are very happy to say today has an average of 20,000 plus followers on the Josh app. That just goes to show you if you identify and mentor the talent in this country, then, you know, there are so many people who are just waiting to consume their content and appreciate their talent. It was a roaring success, both the World Famous in Lucknow event as well as the Lights Camera Josh event. We also have always on mentorship programs. So these are not one-offs and these can never be one-offs, right? Because like I said, one is the talent pool is just so massive. And the second is that creators need to be continuously mentored on using the product to make sure the talents are coming out the way they want to. So we had the Josh Creator Thon which we hosted in Pondicherry and Maldives and we got a lot of creators to attend these. They were handpicked. There was a selection criteria and once they went to these locations, they were mentored and trained on how to make their content which is more appealing to the users in the country. Agents of Josh is another leading, I think, program in the country. I've not seen something like this anywhere where we have a group of superstars of your particular genre who will mentor and guide you to create content. This is not just about anyone who doesn't have expertise in that area, but if you think about, let's say, if you think about fashion, we will have the leading fashionistas telling you how to create videos. If you are a cook or a chef, we'll have the leading chefs in the country coming and talking to you about how to create content and how to show that on a platform like this. It's a very customized program and we believe that we owe it to the creative community in the country to be able to identify, mentor and provide programs like these so that they get to stand to be discovered, popularized and eventually monetized. Like I said, we did a lot of traditional media promotion. You can see some of the articles which are just very organic where we just gave people an outlet for their talents to be expressed and exposed to the outside world. And these are picked up as stories by a lot of the media publications. Of course, we also promote some of our creators on all our social media handle and on the app where there's a section called popular creators. And if your videos start trending and you start getting, you know, a lot of traction, then you are taken as on this particular section to further increase your reach and visibility. And finally rounding it off comes to monetization and brands, you know, they have a lot of objectives as we know, even from other forms of media, whether they want to launch a new product, they want to increase their brand awareness, so on and so forth. And Josh as a platform, we are very cognizant that, you know, we don't want it to be just an empty endorsement platform because that's not how we will matter to our set of creators and to the brands that we represent. We want to be able to marry the talent of the creators back to the brand promise. Case in point, if you're launching, let's say a show, which one of the leading OTT platforms did for us, we get together the creators who can do the dialogue delivery or it could be a hook step or a dance in the best possible manner that reflects the ethos of that particular show or movie. Now, once that is done, think about the domino effect. One popular creator may have millions and has millions of followers on Josh. In fact, there are several creators who have millions of followers on Josh. Now, since they follow this creator, this particular video gets shown on all those million plus followers of the creator. And most of them get inspired to also create a content around that particular theme. You know, whether it's a dialogue or a song. So that's the really the domino effect. And I think it's it's done phenomenally well for brand where they just don't have reach from a particular influencer, but they have engagement in the form of so many thousands of, you know, user, normal users, I mean, people whom you and I don't know about, but are incredibly talented, and bring that talent to the forefront by just mimicking their favorite superstar, who's performing that particular dance or a song on the app. And all of this ties back very well to the brand promise or to the brand personality, I would say. So it's not one superstar who, you know, advertises for hundreds of categories, but we make that match in such a way that the brand itself stands out because the creator has the other talents that map back to its brand's promise. Right. So we've had very good success with OTT players, consumer electronics brands, dating apps, mobile handsets, even the BFSI category, traditionally, which is very strong on performance marketing, realizes that, hey, I can get amazing brand awareness. If I'm just able to tie back my brand promise with the amazing set of creators that we have on Josh, right, and just to get its message across. So we've had participants from BFSI space and e-commerce of course, who continue to innovate on the way they want to approach the millions of consumers that are willing to buy online. Now, all of this means that if you download the app, you watch, if you watch, you end up creating. And if you create, then you end up engaging with the rest of the ecosystem. And finally, what is the most important thing for us is that the user stays back on the platform. Right. It's not a one-off. We don't want to be something that you download, watch and move away. We want to be something that stays with you.  Right. You could be one, two or three, all three things together. We want to matter to you and look at the kind of love that we've received from the country in barely just about less than a year, then we launched more than a hundred and seven million active monthly users on the platform, half of whom come back to us every day. And that just shows you that all the technology, all the creativity, all the talent in the world, if it doesn't matter to you, then you're not going to be coming back to the app again and again. But this is just a testament of how much we matter. And we are so incredibly lucky and privileged to be serving this community of users, creators and brands. And if I were to say just one more thing on the platform's unique strength in content creation is that even large established media houses beat in broadcast or movie production or music labels have realized that they need to customize their content for a platform like this. It's not enough to host your content as is, because this is a very different consumption pattern. You need to customize your content for this, which is why many of them have broken out their dialogues as separate audio tracks, or small hook steps, which is a subset of a song. It's not even a complete song because that's more than four or five minutes long, but a subset of the song. If you think about some of the latest music creators very exciting and you would have heard about them from various other social media platforms as well is they would have never been able to find an expression in the traditional space. But given the what this platform offers, we have several music producers who are creating soundtracks just so that millions of users can create videos around it, right? So it's large established folks customizing their content for a platform like ours. And if you look on the right hand side of your screen, upcoming creators like Hydro Man, for example, India's first underwater dancer, who would probably not find an medium to express his talent on any of the traditional media platforms. But Josh offers him that kind of capability, the tools, the techniques, the content creation prompts and the music for him to be able to create amazing content, which is short form, which is about 10, 15, 20 seconds, and he's just gets so many millions of followers who appreciate his content. So it's not just like I said, to summarize the big brands were recreating their content, but it's also new folks who are expressing themselves in very different ways, which would not have been possible in the earliest Now, finally, coming back to, you know, all of this is great from a content and creativity perspective, but how clued in are we with what's happening around us? Because if we are not a responsible brand, if we are not someone who creates content which is topical, then, you know, eventually you will not matter that much to users, creators or brands. We launched the Josh Act concert, hashtag breath of life. This happened just about 20 days ago, where we got leading talent in music from India and overseas to promote or to rather perform on an online concert, which actually went across on different platforms as well, including Josh of course. This was very well appreciated. This was something where we expressed gratitude for the people who have supported us during the tough times of COVID. We also launched the Blue Ribbon initiative, where 200 of the top superstars of Josh, who have millions and millions of followers came together to support the cause, talked about vaccine awareness, talked about COVID-19 hygiene, and just, you know, in fact, they even went ahead and changed their profile pictures for a period of 10 days across all social media platforms. So for a period of time, you could see the Blue Ribbon on practically any social media platform that you were part of. So we've created content not just for, you know, consumption and monetization, but also to show that, you know, content creation is a very powerful tool when it comes to social causes and our own corporate social responsibility. And of course, we are very thankful to our creator community and of course our users who came and gave us so much love in terms of the participation, not just from the superstars but also from the user community and the consumption of these, you know, content clips. And we tied that back to a CSR grant that we wanted to tie back in with the kind of views, likes and shares and engagement that you would get, and we managed to raise five crores for the Blue Ribbon initiative. Finally, and I'm down to my last one minute, how we matter to brand. I think I've spoken about this in the past in terms of various content categories that came to us and how we were able to create content. Which was very unique, which talked about their brand promise and was very closely associated with the kind of brand personality that they have by marrying the talent of our creators with the brand's promotion. So we had a lot of brands coming on board and I'm just going to skip through these two or three slides, giving us amazing user generated content clips, amazing number of video views, and a lot of likes shares, which also helps the content go viral on other social media platforms. Just a showcase of some of the brands that partnered with us and we are very grateful to them. And we hope that they continue their association and a lot we see a lot more brands coming on board expressing interest to be a part of this content revolution. With that, I come to the end of the presentation. And I hope all of you are keeping your Josh high. These are tough times. But I think we will all get through this, all of us together. Thank you very much, and have a fantastic weekend everyone. Thank you. Thank you so much.


Mr. President, how am I going to see you again? How am I going to serve? Just, I bring you the best regards of the whole family. Yassine, Kay, Savi, everybody. Well, I bring you from Nessie. Nessie, where is the KFM? We're all very kind. I'm a goldfish. I'm a goldfish. They're still well and healthy. Yeah. To clean them, that famous one. You know, General Bonner, I apologize. Nice to see you. Thank you. Thank you. Chair over there. Maybe I'll share with you. You have trouble with the same answer. So, we've met. It is good to see you again. I'm proud of you. You have help to set the stage for Afghanistan. Well, thank you. But I'm so pleased and proud that you're going to be doing what you're doing. It's going to be a challenge. Very difficult. Yes. Everyone is waiting for me to make my first mistake. I know how that goes. It's literally a minefield. Quite literally. Yes. I've been wondering about something connected. A number of our friends, the Japanese and European countries have let us know they're going to be helpful. And we intend to be as much as we can. I appreciate that. But I have just been wondering, with regard to the Soviet Union, it isn't enough for them to be contributing to that present government. But I can't help but wonder if an approach was necessarily made to them. If Gorbachev wouldn't find this, maybe a thing that he could do that would have put him in. Let me say seven-hack great years. You know, you get in the middle. Me in the middle? No. Linda in the middle. That's a pretty picture. She's in the middle. I know we missed this. You've got to wait for us before we return ten days dollars. You did. Well, listen, thank you for what you did in Grenada. And I know the Sultan of Brunei is a great friend of ours. He is, indeed, at least from a distance. He appreciates it. I hope you'll meet him sometime soon. I'd like that. He's a staunch communist, an anti-communist. So he's on our side all the way up there. You're just a little souvenir, so don't forget us when you're that far away. We'll never forget you. Thank you. This is a key ring with the seal. And I understand you have another family member who isn't here with you. Yes. Thank you. She was at the RNC with your daughter? Oh. And she is the staunch Republican. She is sick to that. She can't be here. But she sends her best regards. Thank you for your honors. President Reagan has a California, and is very proud of your California too. And he'd go down as one of our co-operators. President of Peace, California, Los Angeles, and San Francisco. Born in San Francisco. A migrant. And we'll enjoy visiting the library and building it. I'm looking forward to it. Due to the peace of country, someone has given us 100 acres of rolling hills there in the San Fernando Valley, the CBOC from the north side. Fantastic. Well, we'll take our leave. Thank you, sir. This is a real pleasure. Thank you. We'll read that any time. See you. Is that negative? Thank you very much. Right. Right. Yes, we're looking forward to it. Right. Good to see you. President, I'm here. President, I'm here. I'm here. Good to see you. Good to see you. Good to see you. I'm here. Good to see you. Thank you. Good to see you. Good to see you. Good to see you. I know that they've got me scheduled pretty well, please. I'm welcome. Good to see you. Thank you very much. Well, I welcome this opportunity to meet with all of you to receive your report on NATO in the 19th Division. I do, I do. I think it is to turn things over to you as general. Well, thank you, Mr. President. The Committee appreciates very much the opportunity meeting with you today to present to you our report on NATO in the 90s. I might point out, Mr. President This is a presidential committee of the General Assembly of NATO. It was made up of 14 members, all members of various parliament, representing 10 different countries. We have four from the United States, Sam Nunn and myself from the Senate, Doug B. Ryder and Bill Richardson from the House. It represents, the report represents, I think, a pretty broad consensus. Let me say that I think all of us, Mr. President, agrees that you made great progress with the Russians, both in the area of arms reduction and changing the political climate. And we think our report for that reason is very timely because I think those developments represent both a challenge and an opportunity. We say a challenge because obviously with the reduction of nuclear weapons, conventional defense becomes much more important. And the imbalance between the Warsaw Pact and ourselves become more serious. And as we spell out in the report how that should be addressed. One of our key recommendations, Mr. President, is that in the 90s the European pillar must become a reality. That's something I know you have addressed in the past and would agree with us. One other area I might mention, time does not permit me to go through all the recommendations, but we feel very strongly that unity is important, that NATO is relevant to our future. And we specifically provide for a summit conference next year of the Chiefs of Government of NATO. We think it's important to spell out a new mandate for the 90s. I'm just sorry that you can't be there, Mr. President. But simply put, we go of course into considerable detail on how we think these problems should be addressed. One thing that may interest you, we look at the problem of NATO area. We recognize that NATO was not developed to take care of those kind of problems, even though they can represent a threat to NATO. So there we propose that there be a new working group of NATO countries plus other western countries including Japan as a means of trying to address those early on and provide for better cooperation. Bill, I thank you. One of the principal tasks we face, I think, is maintaining a political and strategic consensus within the Alliance. And we have achieved that consensus. And we've done it through extensive dialogue and will continue to do so. All of our other meetings are inevitably followed by a report to NATO after what we've been doing, so they won't think we've been off on our own doing something. And I think I should tell you that I know that several of the recommendations in your report have caught the eye of some of our policymakers here in Washington. I'm very pleased to receive this report myself. Not too long ago when we met there in one of those reporting sessions, I couldn't help but call attention to the fact of how we had come together there and that probably the biggest single factor that made that unusual was that here to for most of the world and certainly in Europe, wars were usually started in the peace terms of the war that had just ended. And by the way, we came to a difference after the Great One and the Great World War and we set out a different set of standards that has resulted in not only an alliance that includes those who were once allied in a war, but also those who were on the other side in the war were all together. And I think it is, well, as I said at that last gathering there of NATO, as far as we're concerned, and it should stay this way, and I hope it does into the 90s, whoever is here, that we consider a bomb dropped on Amsterdam would be no different than a bomb dropped on Chicago. It would be that important as far as we were concerned and I think that's what the rule of NATO should be. And I haven't got any time to go on talking more than to say thank you again to all of you here and only before this report. And I look forward to it. Mr. President, how are you doing? Good to see you. I want to present to you Peggy and Bruce Brady. And this is a sculpture that Bruce Brady has done in Braun. He's one of the outstanding artists of Mississippi. Oh, that's magnificent.  Isn't that beautiful? It is, yes. I think you maybe better come around here and join me. Yes, sir. Oh, that's magnificent. Wonderful. I hope it'll bring you many years of pleasure, Mr. President. I will. As you can see, I'm a little partial to Western art. Yes, sir. Wonderful. Somebody just the other day was wondering why the Republican Party didn't switch to the buffalo film from the element. Yes. Not a bad idea. All right. Yeah. It's entitled to Tonka, which is a Sue Indian word for buffalo. How bad I didn't know. I was wondering. Right. Yes, sir. Thank you very much. Thank you, sir. Is this a letter of authenticity? Yes, this is a letter of authenticity. It's an artist-proof of this particular sculpture. I just want to thank you personally for what you've done for our country and the honor that you brought to us, sir. I'll be here, Mr. President. Thank you. That's very kind of you. Peggy also has a gift, Mr. President. This is from the Mississippi Howard Show. Well... That's for your belt buckle out there on the farm. Yes. You call it a ranch. And from the Midwest to begin with, too. You can see how quickly that converted. Well, thank you very much. This is great. Maybe you'd like to get on the president's other side and we can get a picture of the greatest. I do. All right. Come on. This is great. Thank you, Mr. President. Well, thank you, sir. Thank you. And I thank you, Mr. President. Thank you very much. This is one. Thank you very much. Thank you, sir. Hi, John. How are you, sir? Good to see you. Good to meet you. Nice to meet you, sir. Nice to see you. Pleasure. And Mr. DeMille has come to present you with this beautiful bronze lady. This is the front of this on the other side. Thank you very much. I was inspired by the summit last December and the summit meeting and I thought this would be very appropriate for the world. Mr. DeMille is one of our famous artists in Arizona. He's done many other works, including a painting in New York, I believe. I did one of you when you became governor of Arizona. Yes. In California. And Jack Rather and Benita Grannival, they presented it to you at that time. Yes. They said you had it hanging in your home. I don't know if you did that. Yes, we did. So it's been a long time waiting to meet you there. Yes. I'm very proud. Well, listen, this is wonderful.  Thank you. Thank you. I hope it inspires something in peace. I really do. I hope so, too. When I knock it up, I get carried away, but I do think we're on the road to something. Yes. I think so, too. Thank you. It's a pleasure. Thank you. Thank you. Good to see you again. Thank you. Thank you. We're going to take you back. We're going to have a phone call in the summer. Mr. Ford, you did pretty good on this. Yeah. Come on. Here you go. They're getting tired. Gentlemen, this is the President. Mr. President, Senator Richard Shelby. Hello, Mr. President. Hi, how are you? Good to see you. Good to see you. I'm glad to be here with you, but I mainly wanted to bring some people from Alabama with a lot of talent, especially Rick Rush. And he's got a present for you. This is Rick Rush. Hello, Mr. President. Rick Rush. This is Don Rush, Mr. President. How are you seeing you? You know, in my short lifetime, we have literally seen some of the values in America even be eroded away. And in the 13th chapter of the Book of Romans it says that God raises up leadership in those in authority and uses them as His ministers. And the thing we want to do, we are so grateful that God has raised you up, you and Senator Shelby, as the leadership of our great land to refocus and redirect the vision and the values that have made America such a great country and to reestablish the American dream that we all have. And so on behalf of Senator Shelby and Don and myself and our families, we want to present these to you. Two of the significant athletic events that are taking place during your two terms, the America's Cup, it being brought home from Australia, and also the 84 Olympics in California. This is one of the equestrian events that has sent Rancho Santa Fe. Tell me about that. Douglas Fairbanks. This was on, the event took place, Prince Philip came over to find the best spot in Southern California to hold the event. It's the three-day obstacle horse event. And they searched all over and found the best footing for the horses on a golf course down in Rancho Santa Fe. Douglas Fairbanks had bought this piece of property and had already had the house plan drawn up to build his dream home down there, but he died before he ever did it. Some developers came in and bought the property and an individual bought the particular piece of property where he was going to build his home overlooking a lake and took his original house plans and built that same home there. So this is where they held this particular event. But in some 84 Olympics and the three-day equestrian event and the America's Cup, as a lover of horses, you'd like to build after the Fairbanks Ranch and Douglas Fairbanks.  This is about seven feet off the ground and then take two strides across this platform, jump over three rails, and then back down. And I walked up to the edge of it and, you know, being about another six feet and seven feet to the ground and 13 feet, I told Neil, I said, I wouldn't jump off that thing and go on top of a horse. Well, they won't let the president do that. I don't know. Mr. President, we appreciate the opportunity to be with you and for them to have an opportunity to present this to you. Well, this is a great opportunity to thank you very much. Well, thank you very much. Mr. President, we do want to follow with all the gentlemen behind me. Would you get them? Okay. Thank you. Well, thank you. All right. President Reagan, thank you very much.  Thank you. Thank you, President Reagan. Thank you. For an institution like this, we have every Wednesday night and we have a fair time at our church. Thank you so much. And every Wednesday night, we're going to just play for it. But I was talking to a guy at Atlanta. He was talking about this church. That was a New York business. Not too long ago. It was the church of Calvary Baptist on the beach tonight. And that church was doing the same thing. I was thinking about how important it is in our country and how the leadership, you know. I have to tell you how important it is to me because I believe very much in that. And sometimes I've heard about things like this. I wonder when I'm doing my own talking, doing it once in a while, I'm not going to get a business signal. Thank you so much, Mr. President. Thank you so much. Thank you. Thanks a lot. Thank you very much. I see you. Thank you. Well, thank you. Congressman Bill Archer. Yes, my name is Bill Archer. Mr. President's getting to see you again. Oh, good to see you. Very nicely. Good to see you. Look at my wife, Sharon. Sharon, how are you? And her parents are loyal supporters of yours from the Napa Valley in California. She's praying in her old house. Thank you, Mr. President. Good to see you. We're buying you a hundred percent.  All right, I'm going to get on the other side. The President's other side. All right. I wind up on Mr. President. Thank you. Thank you. Thank you, Mr. President. Thank you. Thank you. Good to see you. Thanks very much. Thank you. Good to see you. Good to see you. Good to see you. You want to take a step on here? Oh, okay. Good to see you. Thank you. We serve it at the White House. Good. Congressman Joe Barton. Hi, Mr. President. I want to introduce you to some folks from Dallas. This is Chris. This is John. Hi, John. This is Eddie. Hi. Hello, sir. This is their father, Bill Dwyer. Hello, there. Easter Child's program. He's doing a good job of adopting children to single parents.  John McCain's back, probably. He's going to get you some prices, gentlemen. Step back. Price will. Well, I know your devotion to family affairs and so forth all through. We are here to support you for those things. We support you also being on a number of things. Bill has been in this job of helping adoption children in Dallas for work there. And he's going nationwide. Well, I think that's a wonderful cause. I have a special favor I wish you would sign this Christmas card you did for my family. Just say, God bless the Joe Barton family, or best of personal wishes to the Joe Barton family. You've only done that about probably six million times since you've been the president. Well, sometimes I enjoy it more than others. You did a great job over at the summit, Mr. President. That's a real accomplishment. Well, thank you. Congressman Archer and myself and Senator McCain, we're some of your strongest backers up in the House and the Senate. We just encourage you to stick with it on some of your initiatives and your vetoes and things like that. If you're right on the trade bill, we're going to get that thing back. Oh, that's good. Thank you, Mr. President. Well, I thank you, Mr. President. And I thank you, the son who has much in common with that. Thank you, Mr. President. All right. Thank you, Mr. President. Thank you, Mr. President. We're going to go back. I didn't want to try to hit, but I didn't want to mention it. I felt to say adopted in front of the three there, but I wanted to know that I had one. Number of friends. Good to see you. Good to see you. This is my wife. Nice to see you. My daughter. Hi, Rebecca. Hello there. Nice to see you. Hello there. I think we all want to get together here for a family group. Yes, sir. Why don't we get free on one side and free on the other? What we did. Everybody's over right here. Thank you, Mr. President. Thank you.  You haven't been a lifeguard for seven years. And all my life. And then in motion pictures, never wearing makeup because of the tan I remained. You're not my lifeguard. You are. And now I'm going to tell you, you've got to do something to not be getting that tan. That's exactly something. Look at the scar on my nose. That's where they had to take it off. The carcinoma. Thank you. I tell her that every day. I thought it was wonderful. And as I say, all of my life, and now I'm out here saying to people, don't do it anymore. Because I just thought I had a little bump on my nose. And I did. Carcinoma. Thanks a lot.  Well, it's good to see you. Thank you very much. Thank you. Thank you. Goodbye. I couldn't resist. I know. It's all just like mine began. Did you have your sunblock on yesterday? No, you bet. I figured you would. President Congressman Joel Heffley. Yes, hi. Good to see you. I want to introduce to you Bill Lloyd. Hello from Colorado. Nice to see you. He's Jim. And his grandson. Three of his grandsons. How are you? He works for me. Yeah, he works for you. He recognized that you had a farm. Yes, I did. Let me get out of the way here. It is my pleasure to present you with your own named Woodjack. My goodness. He named a number. Number one. And you know the time. I've heard. Bill made this. He makes these. He's quite a craftsman. Knowing your interest in horses that I share with you, of course. He thought that would be a wonderful thing to present you. And this letter describes everything about it. And if you'll be interested in the last part of it here, we understood your lovely wife Nancy. Yes. likes to ride also. We will have one for her too. Well, bless you and thank you very much. That's a replacement for this in case this goes into a museum. And we'll put it all right in the bag. The bag goes with it. No extra charge for the bag. Thank you. And I understand that this is your time to go. You had a birthday. I sure did. March the 4th. That happens to be my wedding anniversary. It is. And I always intended to become president and take charge on March the 4th. But then they changed. So I gave up. Thank you. That's right. Well, bless you and this is wonderful. Thank you. We're glad you're doing the good job. I'm sure I could. Well, thank you very much. Yes, gather around. Thank you. That's great. What is it right here? Thank you, Mr. President. This is wonderful. Your choice. Thank you. You have to take that and use it. That's something that's useful. Would you like a demonstration? How to use that? Oh, I know how. Believe me, I know how.   But with a good boot, Jack, it's... Yes. But I don't have anything dispensary of this. This is the only one that's registered at the U.S. Patent Office. Well, great. You will read all about this in life. All right. Thank you. Thank you, Mr. President. Thank you very much. Thank you, Mr. President. Thank you. Thank you very much. Thank you. Thank you. Watch more. Thank you. The weight of it all. This is not only our topic. It's very practical. What did he say about giving you another one? He said for Nancy. He doesn't have to. He's going to send another one? I don't know. But you know how you do it. When you're here and you're healing. Oh, is that how you do it? Oh, yeah. We use them all the time. We've got one more to go. President Congressman Demi Astor. President, how are you? Good to see you again. My pleasure. Great. I'd like to see you. I don't think so. My son, Josh. Hello. And my son, Ethan. Why don't you get kind of in the middle between us? And why don't the boys kind of stand in the front between us? And we'll try over here. It's a little too tall there. If I was looking right here. And I know what you teach. But I don't which sport you coach. I coach football and wrestling. Football and wrestling. We talked about old football games and now it is. My district comes right up to Rochelle where you played your first high school football game. That's right. We'll study on that. We won six to nothing. Right. That was a big score back then. Yes. Where did you play? I played at a Swiggle High School which is down in Fox Valley. I played football at Wheaton College and you were at Eureka. Yes, we played at Wheaton. Not quite the same time. No, I was a little before you. Quite a little. Well, it's good to see you. Good to see you. Thank you, sir. Thank you. And thank you for all the support. My pleasure. That was good to see you. I appreciate it. Great thing for this country. We're glad to support you. Thank you. We'll see you. Good guys in class. Okay. That I said about all that I can say. The previous president, when I was governor asked me to represent him on something down across the border. I made a speech and I sat down with kind of unenthusiastic applause. And I was embarrassed, especially when the next speaker got up and was being cheered virtually every line. And trying to hide my embarrassment. I beat everybody else. I started to applaud for him. When our ambassador said, I wouldn't do that by you. He's interpreting your speech. Let me say, well, there's painted a picture for you, which we think it was. And we tried to choose some colors there that we understand that she enjoys. Yes. On behalf of the governor and all our citizens, we hope you enjoy those marvelous artists. I should just take her to bed to know that you enjoy the picture. And it's not quite dynamite. No, she's not here. That is just good. Her name is right back there. Mr. President, could I just say you all ought to know that this is not very often the president needs to do quite this in the road to a special favor. And we're most appreciative. These are the lead citizens of New Mexico. Our governor. There's an ex-governor in the group. He's not with us. There's an almost next president. Thank you. Thank you. I'm sorry. Thank you all of you very much. Thank you. You better get rolling.


in the studio here at Davis Media Access. Today, I'm your host, Emily Merton. And joining me, I have Kristin Wiboda and Jennifer Meadows from the Yolo County Emergency Medical Service Agency. And they're here to talk about the new form of CPR that has been kind of performed and regulated and what's changed about CPR. So thank you so much for being here today. So do you wanna start out introducing yourself in just your individual role at the Emergency Medical Services Agencies? Sure, I'm Kristin Wiboda. I oversee all the emergency medical services in Yolo County. So anything that has to do with 911 and our first responders and the hospitals that we go to. Awesome. And I'm Jennifer Meadows. I am an EMS specialist with Yolo County EMS. I implement exactly what Kristin lets out. Okay, perfect. So what has changed about CPR? What is the main thing that has changed and when has it changed? So it actually ended up changing in 2010. And the idea behind it was to try and increase bystander CPR. So when someone collapsed of sudden cardiac arrest that why aren't people doing CPR? And so they changed the guidelines to increase people wanting to do and wanting to perform CPR. And so now it's simple and more people are hopefully getting out there learning and performing CPR. All right, so what do you think is the reason that people are more likely to do this new form of CPR? What's different about it? So they made it simple so there's less steps to follow. The other thing that they did is they took away some of the scary factors. That idea of having to breathe into someone's mouth. The idea of having to check all sorts of things before you start. Now it's just really simple. If someone's unresponsive and you can't tell if they're breathing or has a heart rate, now you just start doing compressions. And that's the only thing you have to focus about. So there's nothing else that you have to think about of, oh, do I open the airway? Do I check for breathing? Do I feel appalled? So you don't have to do any of that anymore. Now it's just start compressions and continue compressions. Okay, well, was there a concern that this is less effective as before since there are less steps? Why is the change, why is the change okay? So for people who took CPR before, everything was always taught that we did ABC, airway breathing circulation. They thought those were the three priorities that had to be addressed in that order. And what they found in 2010 is that that's not the case. The most important thing when your heart stops beating is to start circulation again. And the way you do that is by doing compressions and then airway and breathing comes later. So what they found is if we can get people starting CPR early, the better chance someone has at surviving because they have more circulation to their heart and the brain by just doing compressions. Okay, so how are you guys letting people know about this change? Because I know myself, I didn't know about this change and it's been a while. So what do you guys plan on doing? So it's kind of a multi-tier response that we're doing here. We've been rolling out training to our fire departments to make sure that they understand that they can be doing this outreach every day, that it's not a certification anymore and that anyone could teach hands-only CPR if they've been trained in other CPR. Then the next thing that we're doing is we're looking at different ways to implement tools to help people learn this. So we're implementing something called PulsePoint across the county, which is an app that you can download that notifies you when someone collapses of cardiac arrest and with that we're hoping to partner with our fire department so that the fire departments can go out, teach hands-only CPR to their citizens and then everyone can download the app and then have access to know when someone collapses of sudden cardiac arrest. Okay, so tell me a little bit about the process of just what you do, just like the compressions is how far down are you supposed to compress? When are you supposed to start? What position should the person be in? Well, it's been simplified quite a bit. So like Kristen was saying, it was complicated before. Where do I even breathe? How do I breathe? Do I move their head? Where do I even put my hands? So things are pretty simplified. My recommendation, you want to expose what you're looking at, lift the shirt or if they don't have a shirt on it kind of makes things a little bit easier. Your hand placement, one on top of the other, it goes right in between the nipple line and you compress. You want to compress probably about half of their body and that's what you're using.  So that's really all it is. Okay, is it different for children or infants because I know before the compression was a little different? It is different.  So use your best judgment. If you feel like the heel of your hand is not making the compression, utilize both hands and be aware of how far you're compressing. Children, or the infants, there's the circular approach or you can use the two fingers. Either one is fine. But they are recommending that you do the same amount of compression. So what they're saying now is that you want to get at least 100 to 120 compressions in per minute no matter what the age is. Okay, and that's to the beat of staying alive. Staying alive, yeah, that always helps me out. And just keep going. All right, keep going. So the first thing you do when you see someone lying on the ground, do you call 911 first? Do you check their breathing? What's the first step? Well, you obviously, I mean, you would want to shake and shout them to some degree. You would want to figure out if they were responsive or not. But we're gonna wipe out the rest of that stuff. If they are not responsive, activate 911 and start CPR immediately. There's no give time in between. And oftentimes you will hear families frustrated or scared after an event, such as their loved one in a cardiac arrest. I didn't know how to do it. I didn't know where to start. I didn't know where to put my hands. There's too many things to do. So hopefully this simplifies things. And in the long run makes everybody, not only the outcomes, but put people at ease a little bit more. Definitely, it does seem a little less scary to approach something when there's a lot less steps involved. So have you heard any response about this, about the new version working more, more people willing to volunteer to do the chest compressions? In Yellow County, since we're just rolling this out, we haven't had as much response, but we're hoping to be able to track that information and see what kind of response we can get. But throughout the Bay Area, this has been in, they've implemented it over the past handful of years and they've seen an increased number of bystanders doing CPR. And they've also seen an increased number of people surviving from sudden cardiac arrest by implementing these simple new guidelines. That's great. That's wonderful. So talk about PulsePoint a little more, the app, how does it work? So PulsePoint is an app that interfaces with the 911 Dispatch Center. And what happens is when a call comes across for someone who possibly is not breathing or anything else that could lead the dispatcher to think that this person could be in cardiac arrest, it links to the app and it can only happen in public places. So no one at home is gonna get a notification that someone next door is in cardiac arrest. But if you're out in a public place and the 911 call goes in, it automatically links to the app and anyone who has downloaded it, who's in a radius near that person will get a notification on the phone that says cardiac arrest, CPR needed and it gives the address. And then they can respond and perform CPR if they choose to. And it's loud enough. You won't miss it if you have the app. Okay, so how are you guys planning on getting people to download this app? Is it still in process? So anyone could download the app right now. The only thing is, depending on where you live in Yellow County, you would not get the notification because it's not set up all the way throughout the county. But once the app is set up with our dispatch center, what we're gonna be doing is using the fire department as one of our main vessels to go out and go to schools, do public events, teach hands only CPR and then encourage people to download this app once they learn how to do CPR. All right, so is CPR certification needed for anyone anymore? Like if you're going into training to be like a lifeguard or anything like that. If you're going into be training for lifeguard, babysitter, healthcare, things like that, the certification is still required. But for anyone else who just wants to learn CPR, it is not required anymore. You just do the hands-only CPR. You can look at videos online. You can reach out to your fire department or anyone else to learn how to do just hands-only CPR. Okay, so why would someone want to learn the old version of CPR compared to this new one? Why is that still being taught? The old version is not the same way anymore either. It is still simplified. It's still focused on circulation and depending on your training level, it gets either more complex or less complex. So if it's someone who's doing this for babysitting, it's gonna get into some more details about choking and airway issues. But it's still gonna teach the same idea of focusing on good compressions and worrying about the airway and breathing later. And so it just gets into a little bit more detailed instructions at the end of the day. So what is the main difference in the old CPR? How was it modified to make it more based on the circulation? So old CPR talked about making sure that the airway was open and that you confirmed that by giving two breaths and making sure that the breaths went in and you looked for rise and fall of the chest. After you looked for rise and fall of the chest, then you would go to feel if you could feel for a pulse. If you couldn't feel for a pulse, then you would start CPR. So the delay before CPR would get started was huge. Now we skip those things and we go straight into compressions to start the circulation. So it's just a reorder of priorities during CPR, then really changing anything. And then the next thing that they really changed is there used to be different rates. So if you were an adult, you compressed at this rate. If you had one person versus two people, you did things differently. And then it changed for kids and it changed for infants, which was really confusing for people to follow. Now there's just one standard across the board that no matter how many people you have there, you are just focusing on your compressions and there's no confusion to how you need to change it. All right, so all you have to do if you see someone is just lie them down and start the compressions. And make sure you call 911. Yes, that is going to change things a lot I think because I know the amount of time that you had to do the compressions and then do the mouth to mouth has changed. So mouth to mouth just really isn't used anymore? What is recommended by American Heart is saying that trained healthcare providers who do CPR on a regular basis, they will still do a combination of compressions to ventilations. But anyone else who's not trained to that level that is really important for them just to focus on the circulation and make sure that help is coming. All right, great. So if you wanna know more about the whole heart to, or the, sorry, the hands off CPR, you can go to cpr.heart.org. So why do you guys think this is so important, this change in general? I think the main thing is that it is taking a lot of the fear and a lot of confusion out of what steps need to happen. And it is empowering people to be able to step in and make a difference. You never know who you might be saving by doing CPR on someone. Absolutely. And you? Well, as paramedics in the fire department we're on our way. But you are going to be the first one who's hands on and you are going to be the one that's gonna make the difference.  Definitely, it is our job. I know a lot of the times people think somebody else will do something. So the bystander effect, people will not want to do anything. But I think since it's so simplified it will definitely help out a lot. Well, thank you so much for being here and letting us know all about this new hands off CPR because I really want this to get out there so everyone knows that they can participate and they can help make a difference. Thanks for having us. Yeah, of course. Thank you so much. If you want to know more about them, once again the website is CPR.heart.org that's going to tell you a little bit more about the hands off CPR. And if you want to know more about Davis Media Access you can go on to DCTV.Davismedia.org or you can find us on YouTube at Davis Media Access. I'm your host Emily Merton and thank you so much for joining me.