Ready to start? Can everyone hear me? Yeah, cool. All right, so thanks very much for coming to this. Just to give you an introduction to what we're going to talk about, we've called it deaf and taxes. Because we're going to talk a bit about why you should always plan for the worst in your infrastructure, but also because actually, we only just adopted using an open stacked IS provider. And I think if we didn't, we would have been totally screwed about three months ago. So that's kind of a bit of the story. So a bit about why we've gone to open stack and a bit of a story about how it saved us from a lot of trouble. So my name's Tim Britton. I'm the product owner for the digital platform at HMRC. And this is Phil. He's one of the DevOps consultants which helped us deliver this project in our web operations team. So for those of you who don't know who HMRC are, I don't normally have to introduce my organization because people kind of boo at this point. But we're basically the English version of the IRS. For a private sector kind of analogy, I always think of ourselves as a big insurance company, because we take money off people and don't give them anything back, and then occasionally have to pay them something. Now, one thing to bear in mind ahead of this talk is that we have incredibly seasonal traffic, so driven by the tax legislation in the UK. So on the 31st of January, we have every single person in the UK who is self-employed having to file and then pay their self-sessment tax return. And I think around 90% of those people do it online. So I'm going to go way back to kind of give you an introduction to this story. HMRC's previously had a pretty bad reputation for delivering digital services and generally IT. So back in 2010, across government, there was a kind of move to try and find out why we weren't producing the digital services which were seen in the private sector. And the British government commissioned a lady called Martha Lane Fox to go away and write an open letter back to governments to what we should do to change this. She went away for six months, had a look around, and she came back with this idea that we needed revolution, not evolution. So our services, we were pretty much, in HMRC, especially, obsessed with kind of waterfall deliveries. We had a huge amount of governance, and we had a massive amount of outsourcing. So everything in HMRC was outsourced. Now, we were probably the worst, in some respects, for some of these departments, because we had previously had a bit of a data breach, which meant that our governance made it impossible to make any changes. We had six month free cycles, and we would have huge and huge amounts of change on one weekend or two weekends of the year. And if you did something wrong, or you had a bit of content wrong on the page, you wouldn't be able to get that in until six months later. So that's the kind of picture that we were looking at in 2010. So the one thing that she came back with was an idea, was to create a new department, the government digital service, which had a single mandate to revolutionize digital services. This is a new department, which was connected to cabinet office, which is probably the most powerful, politically most powerful office in government under the treasury. And they came in, they were basically hired, not from within the civil service, but externally from private sector, and they came up with a really, really good set of principles about how we should deliver digital services in government. So there was an emphasis on multidisciplinary teams, agile principles, a massive focus on user needs. And also at the end of one of the key things they came up with, and something you can read about online, is whenever you want to put something online in government, you have to go to GDS and be assessed against their design principles before you're allowed to go into production. So they started off this program called 25 Exemplars. This was basically 25 pilot projects, which would be delivered with these sort of principles. And three of those were in HMRC. Now the reason there was such a high proportion in HMRC is because we actually are responsible for 50% of all transactions with the British government. So faced with these deliveries at the time, we had this very, very archaic sort of setup for delivering services. So we realized that actually the only way we're going to do this is if we kind of built a new department within HMRC, which was not within any of the confines of the current organization. So we didn't use any of the corporate networks. We went out, we bought MacBooks, we brought in people from the outside, and we started quite a small skunkworks to basically deliver these three services. And at the time, this was absolutely awesome, because you had unlocked laptops like we were running around, we got to talk to users, stuff that we'd never done before. And we were delivering services in-house. And we got really, really excited. We got really excited about working in Agile Way. And I think at the time, we kind of got a little bit too excited about all the functionality of the building. We kind of forgot about infrastructure. There were some other things involved as well, but infrastructure certainly took a backseat, because the business doesn't really generally tend to get excited about infrastructure when they are seeing the demos of like the new screens coming through.  This is kind of about 2013, just to give you an idea of the timeline. So we did the typical thing is we kind of forgot about it for a while, and then we suddenly had to scramble for an IS supplier. At the time, government has a very sort of particular view about what suppliers you can use. We can't work out a credit card and go on to AWS. The British government are pretty stringent about what you can do with data and so the British public. So we were kind of restricted to trying to find a cloud supplier who could provide us with what we needed and the availability we needed, but also wasn't US-based. So typically, actually, one company kind of filled a niche in that respect, a VMware IS supplier, and we kind of basically put all of our chips on them. 2013, the only place we could build infrastructure. So we started off and we kind of were in a position where we didn't really have very much time. So we had three services. These are the three services on the outside. This is kind of a look at how we were shaped organizationally. We started to, we were so rushed to kind of build this infrastructure. We had all this work that was kind of shared components that all of these three services would use, and we needed kind of a name to call that work. And we just thought we'll call it the tax platform. We didn't really know what that meant at the time. And we didn't think of it as a pass or anything. We just had to build stuff. We had to be efficient with our time, because we couldn't afford to diversify in terms of services. So we built a shared infrastructure. We'd already chosen to have microservice architecture running in Docker containers, but we didn't really, at this point, think, this is going to get that much bigger. So anyway, we managed to scramble some infrastructure together, get these services live. And they're really, really successful, because they're the first digital services that we put out, which actually went in front of a user before we put them into production. So the business is like, this is awesome. This is the first time we've actually had people saying good things about our services. That's a bit harsh, but you know. And so they typically put loads and loads of money behind it. So then we have people phoning us up going, yeah, by the way, we're going to set up a delivery center in Newcastle that's going to have 20 agile teams. So you're going from like three, went to five, and then suddenly, bam, we went to 20. Then someone phones off again and goes, by the way, we're setting up another delivery center in Telford, which is in the Midlands of the UK. They're going to have another 20 teams. So at this point, we're like totally sort of desperately trying to scale this massive amount of teams, this massive amount of functionality. And we realize that we're not going to be able to, we're kind of forced in the position where we have to build a patch, like a platform which allows teams to very quickly stand up and very quickly deliver good digital services. So we managed to do that, but remember we're still again on one IS supplier, and we start to, we struggle, but it's kind of a different presentation to talk about how we got through those struggles. But we managed to build a platform which provided us with the things that we needed. We did a lot of, he's pretty much predominantly open source technologies, and Phil will talk about that in a second, and also we tried to open source as much as our code as possible. So if you go to github.com forward slash hmrc, you'll see that you can find pretty much all of our code. And we got to this position where instead of being this kind of like skunkworks in a small building, we were actually slowly becoming the main, like the main people in hmrc had to deliver or run and operationally run services for the UK government's tax authority. On sort of this side, we could go down and people wouldn't really matter because those things aren't totally essential to the UK tax authority. Now when we get to this point in 2015, we start to realize that actually it's all getting a bit serious now, and if we fall over, the country starts to lose money, which is really worrying. And it's only really in October 15 that they really started to kind of, the business really said, OK, you guys have been successful. We're going to put all payments. So every single online method by which you could pay hmrc, so the UK government for your tax, was moved on to the tax platform. Also, the only way in which you could file your self-assessment was moved on to the tax platform, previously it being hosted by an incumbent supplier. So we slowly and gradually, incrementally, bring these services on, and then we got to kind of a critical mass in October 2015, and we were like, this is kind of scary, but it's good. But we're still running on one supplier, and we're not getting the availability we need. And kind of to give you an idea about what that means, we're getting some outages, which previously weren't that worrying, because they weren't critical services. But we knew that in January, we'd take something like 150 million in a day on the self-assessment peak. And if you fail, like if you get downtime at that point, things start to happen, which are pretty scary. So if you have to delay the tax deadline, the Prime Minister and the Chancellor have to meet and sign that off. The Treasury have to start borrowing money at a rate to cover the loss that they've had in the interest. So we're in October, and we start to go, this is kind of worrying. We've got to go looking for another supply here. And basically, a lot of people, I think, in this conference, you hear about there's a lot of people saying we made a really strategic decision to go with OpenStack. And I wish I could say the same, like I had the forethought to be like, yeah, I took this really strategic decision. But really, we were like, oh, my god, we need to find another supplier really, really quickly. They need to be UK-based. So we went out to the market, and we were like, who is around? And we found data-centered. And we kind of, you know, we were like, right? We know that the OpenStack API is really, really versatile. These guys look good. This is our best bet. So we started to try and build out a multi-active or an active-active architecture at that point. So I'm just going to hand over to Phil so he can talk through what the architecture looks like and what that build was like. OK, thanks, Tim. So October 2015, HMRC is pretty nervous, coincidentally, exactly when I joined HMRC. So that's pretty much all I knew was this level of fear. But, you know, that's good. If you're building any kind of infrastructure, if you're doing any kind of engineering project, doesn't matter if it's big or small, it's actually really good to be afraid. It's not good for positive people who say, well, you know, maybe everything's going to be fine. Maybe none of the disks are going to fail. Maybe everything's going to be great. It's not like that. The disks are going to fail. The glass is half empty, and you've got to be pessimistic. So what does that actually mean? It means you've got to plan for failure. You've got to be resilient against any kind of failure in your system. So it's quite well known that Netflix have got their Chaos Monkey. If anyone doesn't know about that, it's essentially a bit of software that runs in their infrastructure that just randomly kills stuff. And it happens only during their working hours, which is probably quite sensible, so you don't have to have a call out if it goes wrong. But it essentially means that their engineers get to plan for failure, because they absolutely know it's going to happen. It's going to happen all the time. We don't do that, but we build resilience into every part of our stack. Every tier is resilient. We have good stateless microservices. They're running the Heroku-type 12-factor apps, resilient Mongo clusters. But most of all, we run virtualized in the cloud with no hardware that can possibly fail, because the cloud is 100% resilient. OK, so some people spotted that that is not true. So the cloud, that's interesting. So in one of the keynotes, I forget who it was, but someone said it's difficult to explain it to non-technical people. I actually don't think that's true. It's difficult to explain it to technical people, because there is no such thing as the cloud. It's just a data center. I think it's a marketing term. So the thing with, well, it is a marketing term. The thing is, what you're talking about is API-driven data centers. That's what they are with a good advertising team. They're also virtualized. So API-driven virtualized data centers. But they're still running software, still running hardware, and they're still got humans running them. And it's not to blame anyone. All of these things fail. So you've got a plan for it. September last year, 2015, completely unrelated to HMRC, but AWS had a six to eight hour outage. Took out parts of Amazon's own infrastructure, took out Tinder, took out IMDB. And despite the Chaos Monkey, it took out Netflix. AWS's SLA is 99.95%. That's 20 minutes of outage a month that they can do without having breached their SLA. And the slide that Tim showed us earlier, that wouldn't fly. We had a 20 minute outage during our peak. That would be really bad. If we had a six to eight hour outage, well, people would lose their jobs. It's as simple as that. So we don't just need resilience within the DC. We need resilience between suppliers. So our plan to go multi-vendor protects us against the failure of an entire data center. Protects us against the failure of the whole supplier. Could be infrastructure bugs. Could be human error. Could be zero day vulnerabilities. But we should be protected. But there's also business value to going multi-vendor center. And Tim's going to tell you a little bit about that. Yeah, I just think from my perspective, right now we run across VMware, we run across OpenStack. And I know that we're not, well, we're tied in, but we know that they can die. So I know that's probably not what you're supposed to say at an OpenStack conference. But if OpenStack is a technology dies, we have some insurance against that. If VMware is a technology dies, we have some insurance against that. And as we go into the future, we plan to have three different technologies underlying our infrastructure. So if AWS comes to the UK and we build out and then, we spread those bets evenly. Okay, so I'm going to talk a little bit about what the infrastructure looks like. So essentially what we're doing is we're running a web gateway for people to interface with government for their tax affairs. Requests, first of all, go to CDN, Akamai, before being farmed out to the edge of each provider. We have a public facing zone.  Then we have a layer of proxies between that and a protected zone, which is also full of microservices and Mongo clusters. Finally, on the skyscape side only, that's the VMware provider, we have a private layer. It's more secure processes and it actually has nothing to do with the customer layer. So we can actually lose that without any interruption to the customer journey. And finally, behind that, we don't actually store any data permanently in the infrastructure. So there's a couple of secure data centers, which are physical data centers, which sit behind there. We link them all up by VPNs. So the Mongo clusters are distributed across and the majority of... Oh, sorry, I've gone ahead of myself. And you can see the traffic flowing through that. So there's... I'm sorry to interrupt, but there's an interesting bit about this. And I think there's quite a lot of stuff in the keynote talks about this kind of bimodal way of delivering stuff. And really, we built... We weren't gonna revolutionize the main... Like the main tax systems, because they're very varied, they're very old. And the idea is that we kind of build a new infrastructure on top of them, present it as a digital layer and build an API, a bunch of APIs from those tax systems, and you gradually strangle them. So you don't try and challenge everything all at once, but you build an API layer, which allows you to pull the information you need out bit by bit. And soon you get to the point where actually you have APIs into all of that data and it's much easier to use. But all the time, you're incrementally adding customer value. So I forgot to mention at the beginning of this. We've got a bit of a demo, but it runs all the way through the talk. So what he's done is he kicked it off at the beginning. And it's in production and it's gonna change the routing of our traffic between these two and what proportion we're sending to each. And then we're gonna show you kind of the impact of the end. Yeah. Okay. So the majority of work on this was done by a small team, four engineers, a little bit of weekend work. We built it. We used vCloud tools, which the government digital service, GDS that Tim mentioned earlier, they developed that and Terraform. And because of open stacks, open APIs, we were able to integrate very quickly, build this out in just four months. And Tim's gonna tell you whether it worked or not. Bit of a rubbish presentation if it didn't work. But let me just get, bear with me two seconds. Right, so I'm just gonna give you an idea of the timeline. So we're in, we talked about how we started this in October. We realized normally we'd push infrastructure changes out by going through Dev and then seeing if they were QA staging and then into production. But we didn't have time, so we started building out a staging environment. So a new staging environment, which we'd use for, but actually have to use for functional testing as well as performance testing. And before we'd even finished it, but the timelines that we had, we had to start building out the production version already for, so we had two teams working in tandem, one working on the kind of still finishing of the previous concept. Then we started building production in both skyscrapers and data sensors. And luckily, well, you know, luckily kind of we functionally testing it in November and staging. So we didn't abandon the production build. And then on Christmas Eve, which is actually an awesome day to have a full outage if you're the tax authority, because no one does their tax on Christmas Eve. But we had a start of a 48 hour outage of our current production, which was running on one supply. And so at that point on sort of Christmas day, in Boxing Day, we had our CIO phoning us up being like, when can we turn this thing on? Because we're clearly not gonna get through this massive business event on January the 30th. And then I think the 12 or 13th of January, we did something I wouldn't recommend to anyone, which was like a massive big bang switch over. So we cut, we turned off all of the tax systems, we replicated all of the data, which was currently in the Mongos. Populated the new Mongo clusters. And then we switched everything over and then we tried to test 40 services. And we had like every QA in HMRC screaming down the phone and Slack being like, I don't know if it works sort of thing. And it was awful. But thankfully, eventually everything kind of woke up and sort of got it working over about an hour. And luckily it worked. And so we're in a position where 13th of January, business peaks on the 31st, we are running across two different technologies, two different data centers, and our CIO phoned us up and goes, right, let's turn off Skyscape for the first time in two and a half years. We managed to turn off one of the suppliers and rely solely on our new supplier data center. And then he's like, right, switch back. And it's easy as that actually now, you can just switch between the suppliers in terms of how much traffic you're paying through. And we generally run traffic kind of through and all the time just to keep things lively. So just to talk about our 31st of January because like big business peaks are kind of in live ops. I feel like the biggest success stories are kind of always anti-climaxes because the 31st of January is really, really boring for us. We didn't have to do anything. We knew that we were resilient across data centers. We spent most of the time meeting pizza and having LAN tournaments. And that's the kind of attitude, like the kind of thing you want to see on the 31st of January, which is something that's never really happened before because normally we would be like absolutely bricking it. We have a lot of sort of self-healing containerization. So it does kind of look after itself at the moment. And this kind of gives you an idea. Like Twitter, I always look at Twitter when we do the January peak. I've done two of them now. And like Twitter is great because if you look at previous years, this year, if you look at previous years, people are like, I can't log in, I can't log in. Now they're just having to go with the tax authority, which is awesome. I mean, that's what you want to see. People not actually not being able to pay their tax, just really annoyed that they had to. And in fact, there's some that we couldn't put up there. Yeah, that's 90% of them you can't put up, but yeah. Yeah. So thanks very much. And if there's any questions, far away. Yeah. Yes, so we have dedicated infrastructure waiting to be utilized. So the moment we basically run double the infrastructure that the traffic actually needs. Now plan is to, sorry, this just, I completely forgot the demo. Basically, this is the Kibana graph showing the traffic between the two data sensors. This is the live all HTTP requests by data sensor for the digital tax platform, which now hosts the vast majority of HMRC's digital services. We took, flipped it over. When did you do it Phil? Probably, yeah. So the problem, one of the problems is that Akamai takes 10 minutes to actually push out the changes. So there's a slight delay. So as we talk, though. We'll keep watching. Yeah, we'll keep watching. Yeah, it's gonna look better. But as I say, yeah. So we have double the infrastructure footprint that we need. One of the things we want to do is introduce a third supplier and then we'll reduce the footprint because we're assuming only one supplier or three will fail. Yeah, we'll be running on 50% of the required amount each time. Yep. So we run a single cluster of one master. Generally the master's in the data sensor which is receiving the most traffic. It doesn't automatically fail over. So the assumption is that if we have a data sensor failure, then you'll also get an election. If you need one. Yeah, I think the missing piece of that puzzle is actually there is an AWS rollout as well, which has the arbiter node. So in a, the MongoElections triggered and it should actually be seamless. If there was a complete data center outage, it would be a seamless transition. The issue is that generally that doesn't, data centers don't tend to just disappear. Yeah. Yeah. Yeah, yeah. Yeah, we should say that one of the suppliers is basically the front row here. So yeah. So yes, we've actually moved. Yeah, we do. We have a lot of queries set up to look at stuff like whether or not MongoE queries are slowing down. So, you know, looking at databases and also if we hear stuff on the government grapevine sometimes because we have a, you know, you hear like, oh, this is something's happening over here. We'll just as for safety move across. So we've done that before. But yeah, we have a number of, basically I have a load of stuff set up in SenSu and we're using PagerDuty. So as soon as we see any trouble. I'm sorry. Yeah. Any other questions? Yeah. So I think to, I'll answer your second question first. So I think we have to go by the principle that we should open source everything that we can because our attitude is that the British people have paid for it. So they should get to use it. I think, you know, in terms of us adopting other people's code that's been open source, it's the same argument as everyone else. It's the same advantages. Your first question in terms of adopting OpenStack, we have requirements at different levels of our architecture, right? So right at the bottom of our architecture where we have all of the information about every single person in the UK, that's stuff that we want to really, really protect. But at the front of our architecture, we have stuff, you know, really transient data like someone's name, someone's email address, doesn't exist for very long and maybe they're session taken. We don't need to protect that very much and there's different requirements for different levels of security protection.  And that's the huge mainframes because we don't want people to interrogate, you know, public data. But then realistically, if you're at the other end of that spectrum, you can look at companies which you know could be interrogated by foreign nations because it doesn't really matter because what are they gonna do with that information anyway? I think, so someone like AWS, like AWS comes to the UK, we'll probably use them because there's no reason not to. I think the problem comes in that you need an open-source great in that reason, open-source is a great thing because we're now using like a really good technology which we know is UK based and UK owned and that wouldn't have happened really. Like the experience we've had and kind of this story is about that not happening until this came along. And we could jump into things like public clouds like AWS and Microsoft, but you know, we're at the whim of the British public in that and they very, very quickly adjust their understanding of data sovereignty. So, you know, people didn't really understand what the US Freedom Act was about. They didn't understand what Safe Harbor was about and you know, five years ago, but now people have a much better understanding and people, you know, is putting your data in an AWS database and AWS cloud gonna be safe even if it's UK based. You know, that's an interesting question and it's interesting when you ask American companies who have UK owned data sensors and I think the public's understanding of what that means for their data gets better and better all the time. So we need to hedge our bets in terms of which providers and which cloud technologies we can go with as we go through the coming years. Well actually, there's three other UK departments currently hosted on the tax platform. So we currently host Seal Service Resourcing, the valuations office agency and we've got a pilot with DWP. So yes, I do, I think different. I think we're probably the furthest along in terms of providing a platform. GDS are now building government as a platform. So that'll be a healthy competitor to us because I don't think it's a good idea to put every single government service on the same platform. But I think they'll either follow our leads, they'll either go to GDS to help them provide their powers or they'll build one of their own. It depends on the requirements I guess. I can also add a little bit to that. So the home office had one of the avatar projects as well, I used to work on that. GDS have driven this across all government services and there's a lot of interesting stuff happening. I mean, I'm not gonna lie, we still have some big monolithic horror shows, but yeah, this is, like I said, this is the best bit of HMRC I guess to work in. Well, I think a lot of it stems from the kind of GDS and they have a real, the culture that they've built is one where instead of, it's one where you have a lot more autonomy. So I think when we started this, we were given a load more autonomy to pick which suppliers we wanted and which tools we wanted. And also we were, with that autonomy, it's a great place to work. HMRC I think previously on some projects where you had to go through like several patterns of governance to get anything delivered, it's not particularly exciting. And when it's not particularly exciting, you don't wanna really take ownership and you don't wanna be accountable for the things. But actually if you give people autonomy in an organization and say, look guys, you can do what you want, but it's on you if it fails, they're like, yeah, but I get to do what I want. And actually I'm confident in my abilities to deliver something. So maybe I'll pick a smaller supplier who's better because actually I believe it will work rather than trying to buy myself a safety net by outsourcing all the risk to a massive supply. Yeah, and that is actually a large, you know, we are trying as a government to use our purchasing power to grow the economy through SMEs by investing in decent SMEs. Do you know what, I feel like I'm quite blinkered in terms of what goes on in the rest of the government because I've got this thing to look after. But I think it happens a lot in the digital area. I think that still the attitudes that have been sort of nurtured there perhaps could be encouraged in the sort of lower down the stack when we're doing things with slightly more larger scale infrastructure problems. But yeah, I think it's a good start. Any other questions? Cool, thanks very much. Thank you.


and gals let's see what today has to offer let's see what happens just grabbed a shower here at the campus casing flying J nice and clean now I'm grabbing some fuel trying to keep my hands clean at the same time I think this load looks pretty good I think I wrapped it up pretty good I do say so myself a little loose up here but that could be fixed be fixed yeah I'm gonna fix that and these straps are just to hold the tarps down right I think it's pretty gotta watch out here at the pumps though you either got to deal with this slippery mess or with a lake let's see if I can get my truck in here to Walmart do my regular check disinfectant wipes and maybe some hand sanitizer what do you guys think my chances are small town way out in the middle of nowhere up in northern Ontario sort of top of the world out here I think I'll have hand sanitizer my best guess is probably not 100 meters in 100 meters park and go into Walmart see if you can find some hands sanitizer that's a good idea let's do that go and make a u-turn back here though park on the other side this is what I mean this trucker here he gets it a lot of guys are saying oh I can't find food anywhere lots of others a driveway on this side I didn't have to come through here and do a u-turn oh well we're gonna do one already here the grocery store stock up on groceries I know you can't always get a truck close to every grocery store but you can find one let's talk up on like a week's worth of groceries you're fine the lots of food you ever eat out when I'm on the road because it's way too expensive so I don't even notice that they close the restaurants down way too expensive work over here to make sure nobody blocks me in you know they will that's why you park defensively right what do you think I was gonna leave you in the truck I usually do but this time I need all your help cross your fingers over hand sanitizer toilet paper still almost all gone you got some stuff left geez you guys are crazy man I don't know where the wipes would be usually this is all the laundry detergent people still going crazy over toilet paper though there's already only a limit of one custom they're still gone gotta be close lots of Kleenex you'd always wipe your butt with that came down to it some paper towel here I still got lots of that still don't understand the toilet paper thing guys worried about you they saw wipe all gone under there they've got social distancing lines on the on the floor you can only go this way in this aisle and you have to leave one empty box between you and the next customer and there was a security guard at the door making sure not too many people came in either you have to wait outside in line if there's too many all right well I didn't want to make the trip for nothing so we got a few things one case of water because we're only allowed one case at a time I figure every time I'm in the store I better grab a case a water in here they got no gloves left except for these and these are heavy-duty neoprene coated latex gloves I want to use these for fueling the reason I got these is because well in my mind I can disinfect them spray them with disinfectant and just let them sit and disinfect themselves so I can reuse them since all the disposable ones are gone but this is better recycling right now I don't know if it works to disinfect them or not but just let me have this okay makes me feel better reusable so for fueling and I got another pair for working with paperwork with the customer no more wipes but I did find these oh I got a my wife is calling me I bet that's my wife one second she's more important all right we're gonna use the mic again just for when you're here in this position phone call with a better half and now we got fuel we showered we got groceries time to hit the road again actually you know what I wanted to clean my glasses first all right I had bought some lens wipes here in Walmart keep my glasses clean it's also an it's an alcohol-based wipe as well so it helps keep the finer things clean as well in my glasses my sunglasses are something I wear on my face every day and I'm always touching with my hands and everything don't forget to wash your glasses and clean those off too a bunch of germs and bacteria and viruses on there absolutely you see me I'm already doing it way ahead of you so now we go through one of the most remote areas of Canada on the trans-Canada Highway 11 between campus casing actually we got to go through Hearst first but then between Hearst and what is it Long Lake Longlock what's the next town down there White River anyways a couple of hours of the most remote stretch of highway in Canada and I'd say North America no cell service or very little cell service little no services always make sure you're prepared and stocked up before you go through here we had to cut the day short because day is over it's dark outside and I have an oversized load and according to my oversized permit I have to park now I have to park within a half hour after sunset so here we are parked I had four hours left on my clock I could have kept going no go to watch out for the other people have a wide load makes sense I'm not it's not a big deal so tomorrow we're gonna have to run hard I think tomorrow we should be able to make it into Manitoba and they don't have any rules on my permits for Manitoba about pulling it at night because it's all four lane divided highways there so it's a lot easier and better makes sense here because we're on a two-lane highway and you just don't want to be pulling oversized loads through here at night makes sense so tomorrow night will be in Manitoba we'll get a full day in tomorrow and then a full day in the next day and then we're gonna be in Alberta to deliver this steel a job well done right maybe I shouldn't speak so soon yet we'll see a job in the process of being well done and then I don't know I'm gonna pick up a new load and head home for a couple days and then we'll see where the world's at right one day at a time the world's a crazy world at least it's not getting any more crazy it's just staying at the same level of crazy crazy right now but who am I kidding it's still getting crazier oh boy oh boy so I'm just hanging everything up here so my bread I sat on this loaf the other day when I was talking to you guys on the live stream crazy look at that I had it on the bed here not sitting here live streaming to you and I had no idea I was sitting on a loaf of bread so I'll see you right here in the morning don't forget to subscribe if you haven't already helps me out more than you think if you do that leave me a comment down below let me know you're okay if you have any stories to tell me about where you're at during this quarantine if you know anybody who got infected and stuff maybe share it down below if you feel like it maybe people reading the comments will be able to relate to it and when they see someone else's experience maybe they'll take it a little more serious because we all should be taking this we make jokes about it we still got a laugh I can't be serious through this whole thing still cracking jokes still posting funny memes on Facebook but I know this is the serious thing that the world's going through and I hope you guys are all right I really mean that I'll see you tomorrow


Alright, if you had a CRT in a box like this, would you be a little concerned? Should you be a little concerned? A nice smiley face. It would have been nice to have a little bit more effort put in the packing and not reusing a darn Amazon Prime box to ship a CRT. Hey everybody, welcome back today. I am doing an unboxing of a relevant piece of Retro Tech and as you can tell I'm not very happy with the box that was being used for this. What I've got here today is a CRT, it's a JVC and obviously it's a small one because it's in a small box. It is considered a professional monitor but it does resemble more of a smaller portable television set. So let's just open it and see. I'll tell you a little bit about this listing. This is a model that generally is listed for about $120 and especially for one that's in decent shape, tested working. This one was listed for I believe $70, $75 plus shipping and I went back and forth and made some offers. We wound up actually getting it for $67 after I paid all my taxes. In my shipping, here we've got some air stuff which is just about worthless with a flimsy old Amazon box. So I'll just show you what I've got in here. I'm just guessing this is the CRT right here, it is, it's just sitting in here in about one roll of amazing bubble wrap. So let's hope that it's not busted. And this is our AC adapter for this unit. It was tested and that is literally nothing. Oh, I've already got a knob falling off the side. So let's see if anything else has been damaged here. But again I got it. It was tested. It was, you know, the reason I bought it is it was clean, but yeah, it was packaged so poorly that the bezel is broken now, the side is cracked.   And no, this kind of terrible packing job, of course, will not be covered by this guy's any insurance this guy has. Now, see, that's the good thing about ordering on eBay is this guy's screwed because I'm going to basically not accept anything if this, unless I can pop all this back together and it works and there's absolutely no damage because there's a chance that maybe nothing is damaged, but it's just, it's a curiosity to see that kind of level of packing, especially after I, you know, negotiated with the guy. So anyway, this is what I was hoping to show you. This is a CX60US DC12 volt from January of 1985. It does run off DC12 volt, but it does have an AC adapter that you saw. It has selections up on the top for audio and video out and in and earphones piece and then it's got a tuning, tuner on the side. The power button does appear to be working, so it also has a great, one of the things I really like about it is it's got that cool little kick up stand. It's got an antenna. It's in pretty good shape other than what's happened to it. So before I get too much further and actually invest time and possibly trying to save this thing, I'm going to have to test it out here. So let's, let's hook this power battery thingy on the back here and then we have to plug this 12 volt DC right there. And that's just a quick release switch there. So that's, I mean, I was really hoping to have a mint condition, one of these to show and kind of work on. So let's just hope that we get lucky and we'll be able to save it. Otherwise, this is going down to probably have to be returned. I'd imagine if the guy thinks that it's actually still worth something if it does work. So let's go ahead now. Let's let's try to power it up and see if we get a display. Well, we're about to do a test here and see if it even works. I do have the main power switch in the back here flipped up and AFC is on which I'm hoping is like the converter and then I've got a power button on the front. Now I'll have the PC graphics turned on or volume button is here. Just look at that damage. It's really unfortunate.  So before I even mess with the shell and try to fix that in the button, I want to see if it even powers on. Let's see if it works. You can hear it. Got a hold issue. None of these buttons are pressing or working anymore. These are v-hold adjuster on it somewhere. Okay, now there's color. There we go. Well, it does work. We've even got volume. Let's thank goodness for that. Well, since it works, we're going to try to fix this damage. So we're going to have to pop the shell off and see if we can get it realigned and the bezel realigned also since it's working. We'll try that. And it looks like in the back, there are a couple of screws holding it in, just some Phillips head screws. So we'll set up, take the shell off, and hopefully there's nothing really scary inside of here. All right, guys. I had to bring it inside today because it is 95 degrees in Tennessee. And again, we're looking at like 90% humidity. So it's miserable outside. But thankfully, I was able to just get this top shell off and out of the way. It's only got a Armano speaker here connected in this header on the board. So we can disconnect that and get that out of the way a little bit and look at our actual CRT build out here. And this is pretty sweet. So thankfully, it looks like our CRT has survived without any real flaws or damage. So I was concerned that maybe these brackets holding the chassis or the tube frame to the actual bezel would be damaged, but that's not the case. So thankfully, all that looks like we can just pop it back into place on the shell and it should fit in here nicely. We do have a couple of controls. This is our volume potentiometer right here. And these are our two selectors for basically RF or video. And then the two different styles of RF that you can select between. It's really irrelevant at this point. Input and outputs on our composite and mono audio.  It's probably mono too for just headphones input. And then if you look at the CRT again, a mid 80s, Matsushita CRT tube, just beautiful shape considering its age. There's the yoke. Nice convergence rings, very nice for such a small tube. There's a flyback assembly over here. And then we've got our neck board with probably all our color drive controls on there, if I had to guess. And then our potentiometers on the side that help us actually control some screen effects down here. Like brightness, picture, tent, vertical hold. There's smaller potentiometers under them, which maybe further adjust those. I'm not quite certain. And lots of capacitors. None of them look to be too bad. There are a couple of potentiometers down here that could lead to other adjustments. For example, these two, I don't know whether those are geometry. Could be. I think we're just going to be limited to kind of whatever the yoke settings have here for this. Oh, wait, hang on. Yeah, there's some more controls over here. See those? Potentiometers right there, those control something. So we'll figure out what exactly that adjusts also. The capacitors in here are old. They don't appear to be in really bad shape. And this is actually quite clean inside. For the age. Let's see if we can't get it put back together and looking somewhat normal. All right. Well, thankfully we've got it back to looking pretty close to good. I mean, it's, I got the tuning knob back on here. All that popped out plastic is back in place. And I don't know. There might be a slight amount of damage right here. But I can't hardly tell or notice. I don't know that I'm going to make a fuss about it on eBay. So what we're going to do is we'll need to do some work on this one because you can tell how it's got a little bit of a drooping screen picture at the top and the bottoms the same way. So it's got a geometry issue where we'll need to see how it's kind of pin cushioned in or out. However, you want to say that it's out, I guess. And so it's kind of U shaped. If I go back here to the main menu, kind of see it a little bit easier. See how we've got the curve at the top and the bottom. So it's definitely needs a little bit of geometry work, but it seems to be working great. So I'm really excited to be able to add this to the collection. And what do you guys think of this little thing? It's ACDC color TV monitor from the mid 80s. It's pretty sweet. And so just look for this to come later this year. We'll tear this thing down and we'll have to adjust the yoke sum because there's no official potentiometers on there. But one more cool little feature is this antenna input back here for the antenna signal. And it's got a little internal antenna plug that you can pull out and then move out of the way. And then you could add an RF signal in here. Or if you needed the antenna for back in the day when they actually had RF signals over the air, then you could use the onboard antenna like that. So it's pretty neat for something almost as old as I am. But what do you guys think of the TV? Let me know in the comments. Do you like it? Do you think it's hideous? Am I crazy for buying it? Anyway, I'll see you guys next time with some more retro content.


How are you all doing? I hope you all are doing well. I hope you are ready to be inspired. I hope that the stories that I'm going to share today will make you go out of your own comfort zone and start a farm. You can start a tilapia farm. You can start a sheep farm. You can even start a goat farm if you want to.  It's time for us to know where our food is coming from. Agriculture is not for the poor. Agriculture is for you and I. Agriculture is the future and who are the future of Africa? The youth of Africa. I mean you and I. We have to venture into agriculture now before it's too late. Okay, so what am I here to do today? I am here to inspire you with another beautiful story from the Jalo Farms. This is a young man who used to live in the UK, decided to move back to the continent, his own motherland, to start a farm. Why farm it? We need to find out. So you know what you need to do for me? Like the video. It's very important. I just realized that you guys keep on watching the video and you don't like it. Change your ways. Anytime I upload a video, like the video first and first. Subscribe and be part of the million family. Let's reach 2 million this year. And don't forget to leave a nice comment in the comment section. Come with me. You know what? But since it's a sheep farm, we need to enjoy some Nhamma Choma today man. I feel like these days I've been spending time with Billoneers. Are you a Billoneer? Oh I was one there man. I was one there. Yeah I was one there to be the first sheep breeding Billoneer in the Gambia. See yeah yeah. I don't know if you're joking about sheep. The realm of sheep makes you a Billoneer? Of course. No doubt. Especially in Gambia, of course you can be. Listen, in England the most expensive sheep in the market, maybe you pay 200 pounds for it. That's like $12,000. That's expensive. Yeah yeah.  In Gambia, if you take 200 pounds to the market, you have a small lamb. And now in England farmers are Billoneers. So where can we be? You know, why can't you? I thought in Africa, agriculture is for the poor people. Oh no, you see that's one of the narration I'm trying to change. That's the concept I'm trying to change. My brother, listen it's not for the poor people anymore. That's why we fail before. It's for the rich people. Come on, invest. Listen up here. I'll give you an example. If you look at this farm here, the land is expensive. The land on the farm is expensive. I bought it all here but today it's worth a lot. So if I were poor, just the land have made me rich because I bought the land and I kept it for the agriculture. So because of that today, it makes me rich. So secondly, we are trying to make millionaires. That's what we're trying to do. We want people to be millionaires, like the rich. The rich people are the farmers, my brother. You know, I perfectly understand you. That is why I keep on telling the youth of Africa that it's time for them to venture into agriculture. Man, yes, we have done that yesterday. This is our same people. You see in Gambia, the wealth has gone past the city. It's in the boost. You want to catch the wealth, men start running when it's sprinting. You have to go to the boost, man. It's in the boost, man. Not in the city anymore. It's not going past the street, how to go to the city. The wealth is going past the city. There's no wealth in the city anymore. It's in the villages. So you want to catch up, men start running. We need to get our boots ready to run inside the bushes just to go catch some wealth in the Gambia.  Actually, so you're on the internet and I'm like, I'm in the Gambia.  Listen, this is not about me alone. I'm really proud of you, my brother. Come to think of it. Listen, how often do we watch on TV, the salutes in Africa, starvation, war and restock? A young man thought about it for himself like, I'm going to do something different. I'm going to go out there and show people in the world that Africa is enjoying, Africa is developing, Africa is cool, man. Congratulation, man. Thank you. Thank you. But I want to ask you a question. Yeah. If you hear the name Africa, what comes into your mind? Opportunities. The opportunities in Africa? Yeah. Africa is opportunities. Listen, we have the youngest, we are the youngest continent in the world. Maybe all this land, we have everything. Listen, if you look at it, if COVID did not teach us anything, then we ain't going to learn anything anymore. When COVID came, the West did their vaccination, they produced their vaccination. What did they do? They stopped it from going out of their countries. They didn't care about Africa. They said, oh, man, Africa, they need this vaccination. No, they did what they have to do to protect themselves first before they thought about us. So think about it. If we have to rely on the West to feed ourselves, what's going to happen? If they're starvation, you think their feed is going to come here? Brof. Like Jack Ma once said, if there, if everybody's complaining, then there is the opportunity. Whoa. Yeah. I don't know about this, but I think Africans love complaining. Yeah. Africans always love to talk about the problems without thinking about solutions. Yeah. That's what we need to think about solution. You see, I don't like when people come complaining. I know, even problem, when something happens, I don't want to know who did it, why, how it happened. I don't want to know. Brof, how can we fix it? Yeah. That's, that's, that's, that's what I think. How can we fix it? If you're new to the channel, my name is Wadamaya, the one and only annoying village boy from Ghana who is on a journey to change the narrative of Africa enough of the negativity across the continent. It's time for us to show you light about the continent for you to know that it's possible in the Madeleine, a brother. I know, I know you, I know more about you, but the people watching us are definitely watching you for the first time. Who are you? I am a ship breeder. You know, I'm trying to change the narration of ship breeding in the Gambia. The concept of Gambia people have about farming and I'm working on developing the fastest growing and most expensive ship breed, the Lalum breed in West Africa to mass produce it. My name is Ibrahim Jalo, the proprietor of the Jalos Farm and the president of the Gambia Breeders Association. Were you born and raised in the Gambia? Yes, I was born and raised here. And what happened? You ever left Gambia? Yeah, and what happened? Like, you know, you know, the average Gambian youth after school, you want to travel because we told the process of greener somewhere else. So I finished school as travel and then, wait, like in Gambia, everybody thinks that the greener pastures is out there. Yeah, most people. Before, but now people know it's not true. Because of that, a lot of people are using the back door to go to Europe and stuff? No, no. When I finished school, there was not this back door thing. It was easy to get visa, you know, you don't need visa to go to many countries, you just buy a ticket and that's it. So basically, if you don't travel, it's like, it's because you're going up on the ticket. So, you don't need visa to go to many countries. You just buy a ticket and you go, yeah. What was your first country? My first country to go to was Belgium. And then I went to, how to call it, Germany, then Holland. They came back to Gambia and they started doing some business pizza and stuff. You know, I got this opportunity to go to England to study a bit. And I went there, I studied and I finished school. I walk a bit as I got fed up. You got fed up? Yeah, man, come on. There's a doctor, you know, I'm a doctor by profession. Okay. So sometimes we have to check if everything is okay with you. She looks okay in it.  Some of us are killing ourselves to go there. My brother, I'm fed up with the alarm clock. Trust me, at one point you go to the toilet, you have to put the alarm clock so that you won't oversleep in the toilet. Oh my goodness. Everything is alarm clock. You know, when I came to Gambia the first time, my friend came, hey, Ej, man, how's the Gambia? I said, there's no alarm clock. So what are you doing in the Gambia right now? I'm a farmer, a proud farmer. A proud one? Yeah, yeah. I'm trying to change the narration of shipbuilding in this country. What kind of, so you're doing the ship farming? Yeah, I do ship farming. Listen, what really inspired you to start a ship farming in the Gambia? Yeah, you know, what happened was like, when I came to Gambia, I started with different business because I didn't know what to do or why. And but every year I buy like six rams, you know, for Tobaske.  So I used to buy like six, five, six every year. And I said to myself, listen, I got a house, I got space. Why should I be buying rams every year? So let me just buy them and start rearing them, you know? So I bought them and started farming them. And then I was looking, I was having this female one, you know, I'm on a boat, I just like the female and I bought it. And then one day when I see lamb, I look at it, you know, it was so nice and adored. I say, listen, I'm going to make it. Why do I buy the rams every year? And then slaughter it. Then the next year I buy another one, so I'm like, why can't I just, you know, how to call breed them? So I started breeding them purposely for Tobaske. That's the reason I bought the female one. And I went to Aboko. It's the biggest sheep market in the Gambia to visit a friend. And also, so all these sheep, they're having like stamps, you know? Stamps? Yeah. And I said to him, why are these all the stamps on the sheep? So, okay, when we go to the market and we buy some sheep and stuff, you know, we have to stamp it so that when, when we put them in the truck, when they arrive, everyone will be recognized. Because each person has his own stamp in his sheep, you know? So I said, oh, so all these sheep, that means they came out of the Gambia. So yeah, yeah, Mulchani, Mali, how to call it, Senegal. I said, man, oh man, that's an opportunity, man. That's why you said when it comes to Africa and the first word that comes out of his mind is what? Opportunity. Yeah. He saw the opportunity and he grabbed. Yeah. How many sheep did you start? I started with six. I sold all the, all the rams. And I went and bought six female and one raw. But I didn't know about breed.  So when I started the process and then I realized that in sheep breeding, it's not how many sheep you have, that is the money. It's how many good sheep you have, it's where the money is. Then I realized that the sheep I was wearing was time-wasting and it was expensive. So I changed the narration. So I said, what I'm going to do now, lamb is really expensive. And there we don't have many lambs, you know? It's not a sheep you buy and they slaughter it all for barbecue and stuff. You just buy for breeding because they're really expensive.  So that's what I'm trying to do here. So when you take the laddum, when I take the laddum, I cross breed it with this mediocre sheep and the offspring will be like 50%. And I take that 50% and take 100% laddum and cross breed it with that one. And that one will give me 75%. So by the time I have F5, I have laddum. So I'm trying to have 1000 sheep of laddum breed. So then you can buy a laddum and barbecue it, you can buy a laddum and slaughter it because we have much produce in it. That's what I'm trying to do here. How many sheep do you have right now? I got like 300 sheep at the moment. I started with six, now I have 300 sheep. 90% of the sheep you see here, they were born in this farm. Yeah, they were born in this farm. Which sheep is your favorite sheep there? My favorite sheep is EJ. The one I named after myself. They named the sheep by herself? Yeah, I named the sheep after myself. What happened? It's that all the sheep have a name, they all have a file because that way it's the way you can follow up their health issue. Because this is EJ. He's two and a half years old. I named it after myself. This is the biggest sheep in here? No, it's not. We see taller than him, got longer ways than him and stuff. But he's the son of Mubarak. Mubarak is son of Muxin. Muxin is son of magistrate. We follow the genetics of the sheep as well. It's very, very important. So that's where the price is, the genetic of the sheep. So what I'm trying to do here now, I'm trying to make the whole farm to be like EJ. That's what I'm trying to do. So the ones you are seeing here, some of them are F1, some of them are F2s. That's the one you are seeing here. What are F1 and F2? F1 is when I take the mediocre sheep and cross breed it with a laden breed. The first generation is F1. That's 50%. You take that 50% and cross breed it with another laden breed. It's the second generation, that's F2. You take that F2 cross breed, 50% is that F3. By the time I have the F5, I have pure breed laden. Let me know with this breed, how long does it take for it to be ready for the market? No, no, no. My lamb today, at three months, four months, you can slaughter them. You have 30 kilos. But the local lamb that we have, it's more like three to four years. Yeah, yeah, it takes three years to have 30. That's what I said. When I started, I didn't know the difference. So I was just buying, but now I know I have to have proper blood, proper breed. So that's what I'm trying to do. That way, the lamb you are going to wear for three years to have 30 to 35 kilos, I can have the maximum six months, 46 months maximum, 30 to 35 kilos. Are you ready to teach people across the continent on how to start up their own sheep farm? Brother, I love it man. I'm telling people to come and invest. Listen, you see, you see the sky? If you stand here, you look at the sky. And I stand here, I want to block you from seeing the sky. You only need to just turn if you see the other sky. So you invite people because the more we are into these things, the better for us. That's why I call it epic Gambian, epic Africa. Especially when you're in the diaspora, man, you got money. Some of them got money. They don't know what you do.  You know, invest in the farm. Anything about farming, trust me, Africa is an opportunity because we have to eat. Yeah, we have to eat. Everything in the Gambia, we eat, we import it. So whatever you do, whatever you farm, it might be a zeal for you. But how do you feed them? Because I think that is the most expensive part of farming in Africa, especially doing animal farming. Yeah, yeah, feeding is really expensive. You know, feeding is really expensive because what happened is when I started these things, I didn't know anything about sheep breeding. Like I said, it's an opportunity and I took advantage of it. I started the wrong way around. No matter what you do, you start with your feeding. You know, feeding is expensive. That's why I'm working on it now. I got my own grass, a farm grass and stuff. You know, yeah, yeah, that's what I'm doing. So these are the mediocre sheep. You know, if you look at this one, this one is one year old. That's his first, first lambing, you know. Yeah, so it's one year old. So the options are F2s. This is the box, this is the maternity box. All the sheep in here will be lambing in the next 102 weeks. So that's the maternity box, you know. Is it a lucrative business? Yeah, but it's a business that we invest and wait. It's not, you know, one mistake we always have in Africa is like you just want to really pump and you see, yeah, yeah, yeah, no, no, you have to sit and wait.  And in the next two months, they're going to have their lambs as well, you know. In this guy, in the, the, the, the gas season period of sheep is 150 days. So this 150 days, when the sheep lamb, you need to wait like seven months, like my men to Abu Khan, I used to wait for my lamb to be like 12 months before they get made. And then he said, no, no, no, no, no, seven months is good. So now I made them as seven.  So that upstream, you take another one year to change the generation. So you need like five years to change the generation from mediocre sheep to lamb breed. So you need to sit and wait, but it's worth it. It's worth it. It's really worth it. You know what I'm, this year, I'm trying to teach the youth how to fish. And most of them want to see numbers sometimes before they know that, oh, it's kind of lucrative. So let's talk about numbers in here. Let's say you take one lamb to the market. How much will it cost? Dami here, a lamb that we give you 35 kilos, you pay like $15,000 for it. Dollars? Yeah. Yeah. That will be like $300. And imagine if I have 100 lamb, 300 times 100, bro, which company will pay you that amount of money? You know, so, so that's what I say to people is the weight is worth it. Because if you can, if you can have your lamb at three months, four months, you have 35 kilos. So if you don't sell it for $15,000, just say, let's say I'm going to sell it for $10,000 for arguments. You can go wrong with it.  Your feeding cost is lower, you understand. So once the feeding cost is lower, you can have to call it, you can sell it cheaper. So that's what I'm trying to do right now. Do you regret living here, Rob? Regret? I don't have regret in my vocabulary. I would have come earlier if I knew what I knew now. I would have come earlier. Why you did not start a ship farm in the UK? Man, I didn't hear what I've said earlier. The most expensive, I've never bought a significant 400 pound in England. Who's ship? I didn't pay 100 pound for it. Here, there is no, you cannot buy a ship for 100 pound. So it's easier to make the money in Gambia than in England. With farmers are making millions in England, we sell it for 400 pound and you can sell it more expensive than 100 pound. Why would I do it in England? Obviously, you know, you can make more money in the Gambia. So if I knew what I knew today, I would have come earlier. I know it's a lucrative business, but definitely there are challenges here. Yeah. What has been the major challenge setting up this in the Gambia? When it comes to shipbuilding, when it comes to shipbuilding, some of our major challenges is vets and feeding. Yeah, feeding really is expensive. But at least with feeding, we can have a solution like I'm doing now. I got some grass, I'm working on the grass in it. So that's the solution. I can conquer that one. But the vet, that one I can't, you know, so I will encourage the government to invest in more vets because right now, we have few vets in the Department of Agriculture and the Minister of Livestock. They are doing their best, but I will encourage the government to invest more into vets. I've interviewed a lot of African entrepreneurs and they keep on saying that the system doesn't support entrepreneurs. Is it the same here in the Gambia? It used to be the same when it comes to shipbuilding, but the new minister we have this year, this time, the new minister, because I always say that she's different, she's different. Definitely. She came here for the first time in the history of the Gambia for a minister to open close to her office and go out to look for shipbuilders. That's the first time, so I appreciate it. And she brought us a small number again. You know, it's the first time in the Gambia as well. So with this one, I think we need to give her a chance. She have started, she have made a difference, you know, definitely. Before, man, they don't even, he worked in an office. I've been doing this for seven years. I've worked in the minister's office before. They practically chased me out. Yeah, yeah, yeah, yeah, yeah. Because once you say she's breathing, they don't want to hear. So if she comes and starts listening to us and saw the opportunity in that and believe me, since she came here, I got like 10 people who are starting to invest into shipbuilding. Listen, you've been talking about people investing in shipbuilding, shipbuilding, and I know that after this video, a lot of people would love to study our own farms. Yeah. I want to ask from you, is it cost effective when you want to start something like this? You see, anything I do, I start small. Whatever I do, I start small. And whatever I do, I always encourage people. You see, with shipbuilding, if you want to go into shipbuilding, it's important. You work on your feeding first. Work on your feeding and good genetics. It's very, very important to have good genetics. And once you have your good genetics, you have a good team. You know, management is core. These three things, if you have it right, you will succeed. And don't ever, ever underestimate the experience other people have. Go and learn from other people's mistakes. Yeah, learn from other people's mistakes. You see, when I started, I was doing it blind. I don't have anybody to guide me. All the mistakes I did, if you come to me, you know, do it. What to be five years can take you two years. True. Yeah. So learn from other people's mistakes. That's why I always learn from other people's mistakes. It's more like learning from the best. Yeah. You know what, before I let you go, we have so many young Africans watching us right now, if you have a message to them, what would that message be? I can pin fine to the Gambian mentality on the way of thinking. Because maybe the way it is on other African countries is different. But the Gambian mentality is you can't make it if you don't go to Europe. It's not true. Everything in this farm is made in the Gambia. In this farm, not a single buttoot I took from money I worked in Europe. Now, when I started it, I want to prove a point. I want to show people that it can happen. And people who know me when I started, everybody knew that everything in this farm was what I was going, was money I made in the Gambia. I started with six. 90% of the sheep you see here, they were born in this farm.  So what I do, when they learn, I keep the female one, sell the male one, use that money and feed the female one. So now the pharmacy is established. So when people think that you have to travel to make it, it's just a mindset. You can make it in the Gambia. This business alone is an investment. And it's an investment that I made in the Gambia. So I didn't take Europe, not the land. The land was imported from European money. No, no, no, not the land, not the sheep, not anything. Everything in this farm. That doesn't mean that you came from Europe with nothing. No, when I came from Europe, I came with money. I came with money, because when I was coming from Europe, to be honest to you, I didn't intend doing sheep breed like I explained earlier, but I wanted to go fishing because one day I was at Tesco, so I bought a sheep, a fish for six pounds. I said, man, I can't believe, six pounds, one fish. We got the ocean, man. I called my mom.  I said, I'm not crazy, buddy. So I did my logistic. I was fed up. I was fed up. I just wanted something to click. So I said, you know, just have a reason.  So that was the jump for me. So when I listened to that, as I said, I called Gambia. I did some feasibility studies for fishing and all those things. I got all my resources. I came in. Unfortunately for me, I couldn't have somebody to build the boats for me, you know? And that hindered me a lot. And then I started doing different businesses, you know? But when I got this opportunity, I put all my energy and effort into this one. This one is the, is the lasting one. I know this one, I want to build it so that my children can have a first generation. You know, you go to Europe and say, ah, we have five generation farmers. That's the legacy I want to leave here. So I will appeal, I will tell to the youths, the $200,000 you think you can take, the government used to go to the back way.  If you go to Europe, when you come back here, if I don't lend you money, you don't lend me money. Yeah, definitely. I'm 100% sure of that one. It's been seven years doing business in here. Are Gambians now purchasing from you? No more, like, are they purchasing from you? Because now, before they used to buy from staff that have been imported from Gambia, what do you call it, Soniga, Mauritania and the rest. Are they now purchasing from you? Yeah, definitely. I will thank the diaspora a lot because definitely they patronized me last year at Tobosky.  Yeah, yeah, yeah.  You know, right now the amount of rams I'm producing, I got more customer than that one. So I don't want to just minimize it to that amount. So I try to cater for everybody who wants to come in and support. So that when the farm grows and I have enough sheep, then I got people to sell it to without a problem. So last year, they patronized me and I give them a very good service as well. You buy a ram here, and you leave it here till day before Tobosky and you come and collect it. So there's no hassle. You find out we clear what's the ram, it's clear, but you just take it the following day, it's not right. So no hassle. You know, so those are the services we did, but I really appreciate and I thank the diaspora for all the support and the government people as well. Since you're thanking the diaspora, what is your message to the diaspora?  You know what I'm talking about. There's no life in it. You know, if you make that little money, listen, it will never be enough. It will never be enough.  I say, wow, I need to build the second one, I need to build the third one. Listen up, take that leap, jump, come to Africa, invest, invest into agriculture. It's like it's a virgin area. Can you imagine if people are saying I'm the biggest family country, then what are people doing then? You haven't even started. You haven't started. I want thousands sheep, you know, I have 300, so I haven't started. So that tells you come home.  So, and he said from their records, 50,000 sheep cross from Senegal to Ghana during Tabasco. 50,000 sheep. If each sheep cost $10,000, that's a lot of millions of dollars. We are shipping to Senegal. You could have left it here. Great jobs. So I will appeal to you, take that jump, take that leap, come home, brother, and invest.  Listen, what you think about Africa, it's not like that. It's too hard, it's too harsh, you don't have freedom, you don't have come on. You were born here and you survived. And you think you cannot come and survive? It's a meft. Thank you. If you had one chance to change one thing in Africa, what would it be? Leadership. Yeah, leadership. Leadership in the homes, in the offices, at the top level, every piece of our leadership. I'll give you an example. The minister decided to come and visit me, a sheep breeder. It never happened. What that did to me? He encouraged other people to say, oh, okay, now the government is looking at performers and they want you to come in. Just a visit. So leadership is important. People look up to you. Whatever you do, whether you know it, you don't know it, it means a lot. So the leadership, we need to change the attitude as well. You know, we, the people, you know, sometimes we blame the leaders of what we are doing. You know, if I'm a good father at home and I'm blaming the outcome, the minister or the president, I'm not better than him. He started home. Let's be good husbands, you know, good wives and all of it, you know, understand, you know, whatever we do, we try to be good at it. You know, let's change the narration. You know, one thing I don't understand us Africans is you go to abroad, we study in the universities, we work in the companies, we do everything in there and we are good at it. We come home and we start changing. Why? I say, ah, that's the system. We're system. You know, when I started, everyone said to me, this cannot be done. They will not survive. I said, listen, I don't believe in that. Yeah. Even educated people, you know, they say, they will not survive here. It cannot be done. It's impossible. Yeah. I said, listen, tell me why it is impossible. I want to know why they are dying. That's the question I want to know.  I want to know why and today I used to have like 50% mortality rate and I have under 5%. So it can be done, you know. I'm so much inspired today and I believe that if you are also watching this video, you are inspired and you will love to talk to him in person. How do we reach out to you? You can call me on 00220 789 3464 or you go to my Facebook page, Digialos Farm or my YouTube channel, Digialos Farm. You know, man, bro. Thanks for coming, man. Thank you so much for having me. It's an honor. It's an honor. But I won't live without eating some Yamachoma, man. I need some sheep. No, no, no, no, no. No, no, no, no.  Honestly, thank you so much for watching. I'm going to see you in the next one. Make sure if you like the video, it's very important. Subscribe and be part of the million family and most importantly, share so that each and everyone can get a piece of this. My name is Wadamaya and I'll see you in the next one. Bye.


Hi everyone Joe for jazby's casebreaks.com coming at you with a quick prism football salo pack rake I'm giving away six national treasures football random team spots at the end But first the break big thanks to everyone here for making this happen. There are the teams right there. Let's roll it Let's randomize it four or two six times for names and teams one two three four five and six four or two six times for the teams one two three four five and six in final time At the Ravens down to the Packers What's that? Yeah, 12 boxes one thing inside each box. Yeah, I hope All right, here's the first half of the list right here And there's the second half of the list right over there No trade windows in these things. We just want to get on with it And see who's gonna eventually win those spots as quickly as possible if you're watching live Here on Wednesday the 11th 2021 We got to do two more of these packs sell out a handful of spots straight up And then we can do that that national treasures football break So speaking of national treasures national treasures basketball out today as well. Let's get into that Knock out some breaks There's the final print out right there hot off the presses Can he stills green CJ Henderson? All right, nothing too crazy here, but what about in here? keel Harry Adrian Amos and rookie red, white and blue AJ Terrell It's hoping for a big quarterback name or something like that. That's all good little point of this Who's gonna win those NT spots? Let's get Matthew Sharad down to Igor New dice new list. Let's roll it randomize it for the hard way top six after four Good luck one two three and Fourth and final time after four from seven on down Sad times But I appreciate everybody giving it a shot Top six though happy times for you because you're in that NT football break Sean Matthew Brian Igor Matthew and Igor Top six you're in. I'm Joe for Jasper's case breaks.com. We'll see you for that a little bit later tonight. Bye. Bye


Thanks for the introduction and thanks for still being here. So this is a giant work with the Proto. And we're instigating the propagation of linear relations through an SBOX. And we provide a new measure for an equatorial in order to better understand such type of relations. I will start this talk by giving you an introduction in order to explain what type of properties we're going to look for. Then we introduce the main notion of our paper, that is we have called this notion BW linearity, that is the new measure for linearity for an SBOX. And then we will apply this notion to the analysis of work with SBOXes because these are used in many designs. And finally we will show how this notion can be applied to explain a second pretty much attack that was applied to Hansing in 2010. So this paper we're interested in iterate constructions where the round function is a simple substitution parameter network and whose nonlinear layer is based on small assets. So ideally when we iterate the round function several times after several rounds normally all output bits should be expressed also in a nonlinear way in all of the input bits. However in some attacks it was found that it was not the case and so more precisely it can arrive, but still happen that some output bits can be expressed as affine functions of some input bits where the rest of the input bits are fixed to some constant volume. So this is of course a weakness for the function and what quantifies this weakness is the size of the input and the output sets. This is because if we have large sets of input and output bits such as property then we will be able to find many other relations and these other relations will be probably can lead to build a linear system and its solution can for example give a little circuit analysis and this is exactly what was applied in an attack against the hash function Hansing 2010 and such type of properties are also used in cube attacks or some derivatives of cube attacks. So we show next that the number of other relations that we can find it depends on a new linearity measure of the outputs and we will call this measure BW linearity. Before introducing them you already made a definition of BW linearity I will start with an example. So here you can see the algebraic normal form of the Hampton C S-Box so this is just a typical S-Box for B-S-Box and it's one of the S-Boxes used in the Cephora Cephora. So you can see it has an algebraic degree 3 and all the output bits are expressed in a nonlinear way in the input variables. Let's see now what happens if we fix all that one variable to some constant value so here we fix x1, x2, x3 and x0, 0. So of course in this case all of the output bits are just a fine functions of the only variable that we have and let's now see what will happen if we fix for example two variables in constant value so here we fix x1, x2, we keep x0, x3 so here we see that y1 and y2, these two coordinates are no linear in the input set because we have some terms degree 2 however we still have y0 and y3 and that's our linear in the input variables. So we almost have one and now we have three variables in extra constant so here we can see that almost all output bits are no linear but we still have y0 that is linear in the input set that we have chosen. So this is the properties that are analysing and given a function we want to see if there are any spaces in the output and how many at what size in the way that there are some output bits that are still linear in the input variables. So for this in order to explain this we'll introduce a notion of bit-up linearity so here is a definition let S be a vectorial Boolean function with an input bits and output bits so we will say that S is bit-up linear it will have two sub-spaces one input sub-space v with dimensional small v and one output sub-space w with dimensional small w such that all the components of the function that are defined by w so this is our component have degree at most 1 on all those cosets of v. So if we want to apply this definition to the previous examples we see that in the case when we had fixed x1, x2 to some constant value the function was 2 to linear because we had an input space of dimension 2 because we have two variables x0 and x3 and we had an output space that was linear on all cosets and that was the first and the third coordinate so the same way for the other example when we had x2, x3 constant we can see now the definition that the function is 3,1 linear for this choice of v and for the first output coordinate the first interesting property that was noticed is that the notion of a w linearity is closely related to a generalization of the Majoran-McCrawl construction for bent functions I will start also here with an example so here we can see a Boolean function of four variables and algebraic degree and let's take maybe this sub space so we can see that f is 2,1 linear with the respect to this input surface this we can see because we fixed x3,x4 to a constant then clearly it is linear so now if we try to decompose the function and we keep separately the variables and what we have constant we can see that the function has this form where here it's just a scalar product and so in general from this type of decomposition we can see that any function that is v,1 linear with respect to an input surface v of dimensions small v it can be written in this way so here in the previous example x is just x3,x4 and y is x1,x2 and this form has a generalization of the Majoran-McCrawl construction for bent functions this construction has also been generalized by many people to vectorial functions so we can prove by using the second argument so that a function that is v,w, linear for some sub spaces e and w it is if and only if all its components we write all the components just a vector that we call as w it has this form that is just a generalization of the previous form and because of this link with Majoran-McCrawl construction we can now use the fact that functions that are equivalent to the Majoran-McCrawl construction can be described by the second order derivatives so here we have another proposition let's say that function s is v,w, linear if and only if all its second order derivatives the alpha and beta of this function where alpha and beta are in the input space b vanish and this proposition gives us a very nice and easy algorithm that we can use in order to find all the input sub spaces v,w for which s is v,w, linear and that is what we will use in our practical applications of course the function that is v,w, linear it has some consequences on this algebraic degree and on the nonlinear rate on the function so we can prove that a function that is s,w, linear all its components have degree at most n plus 1 minus v whereas v is just the dimension of the input space and the linearity is the barrier or equal to 2 to this so we see that if the value of v is big enough so the degree decreases and the linearity increases this proposition is not the unversed hold in general that means that we have a function with this degree and this linearity it will not mean that a function is v,w, linear but the googles holds for the special case where v is equal to n minus 1 and w is equal to 1 next we will analyse the 4-bit S-boxes under the spectrum of this new notion why the 4-bit S-boxes because they are used in management constructions and what we call optimal S-boxes is just S-boxes that are optimal against linear and differential binarities so in the paper of 2007 Lerner and Pochman they started this type of functions and proved that upon a final equivalence we have 16 classes of optimal 4-bit balanced S-boxes so what we did here is to study these 16 classes under the spectrum of v,w linearity here are the results and I will try to explain this table so in the first column you see the 16 different classes and GIs are the prior representatives of these classes and we have taken exactly the same GIs as in the paper of Lerner and Pochman in the second column we see the number of equivalence of the function and what is inside is just a number of input subspaces v such as S is v,w linear for some output subspace w I will not enter in the details for explaining all this but we can almost explain all the table and you can find the results in the paper however what is nice to notice is that we have a number of quadratic components so we can see that functions that have for example 0 quadratic components they are not 2,3 linear and we can explain this theoretically and they are not 3,w linear we can also explain this and for functions that have big quadratic components the situation is much worse and so they are more vulnerable what is in red here is just a class where the hamster box belongs we will see now an application to the hamster hash function actually we will try to explain an attack that was published in 2010 with the notion of v,w linearity so the hamster hash function was designed by Oswald Cusuk in 2008 for the chapter competition and it was one of the 14 functions that were went to the second chart of the competition so here we can see the compression function of hamster 256 we have a small message block that is expanded to 256 bits then this is concatenated with the chain value of the same size and the permutation p applies to the complicated state we will concentrate on the permutation p that is just a simple sbm construction with 3 rounds which is based on the 4-bit fbox that I have used as an example so in 2010 Thomas Fleur presented an attack that was at the moment the first attack of the hash function and we will not of course describe the attack here but the basic idea of it was to find affine relations between some amplifiers and some amplifiers of the compression function and what we have other amplifiers are fixed with some well chosen values then Fleur used these affine relations in order to build a linear system the solutions of the system gave pre-matches for the compression function and when after transformed to second pre-matches for the hash function so here we concentrate to the start of the attack so how did Fleur find affine relations the first step was to choose the variables in the beginning of the compression function in such a way that they go linearly through the first round so this was possible however then we had a second and a third round but to go through two non-linear layers that of course I give some non-linear relations and what Thomas Fleur did for this case it was that he noticed the following two properties of the Hermesier's box the first property was that the Y0 had a coordinate at only one monomial degree of non-linear degree 2 so if this monomial was linear a degree of only 1, then also Y0 similarly the last coordinate has only two non-linear monials so if each of them has a degree at most 1 then this also would be the case for Y3 so we can now describe this in terms of PW linearity so this means that Y0 is 3-1 linear for three different error planes and Y3 is 2-1 linear for three two-dimensional subspaces B but as we could see in this table as the Hermesier's box lies in this class there are actually many many more relations that one can exploit so more precisely there are 23 subspaces B of dimension 2 such that the S-box is 2-2 linear and 3 subspace B of dimension 2 for which the S-box is 2-3 linear so we did an automatic search by using the algorithm that I used back in the beginning and so we could find all the possible relations to propagate some more relations through the second and third rounds together with some of the improvements to the attack and so what we got is that if we fix nine variables in the beginning we get 13 of them relations and this is two relations more in the original attack and with 10 variables we can have 11 of them relations in the attack of our film but what is important here is that we actually see that the attack seems really to it has a relation with the quality of the effort that is used so what we ask us ourselves is what happens if we replace this S-box and keep all the other parameters the same and try to repeat the attack and so we for example for the beginning we chose the S-boxes that are used in the GH function that is one of the panelists that also uses two different format S-boxes that have no quadratic components and then we implemented again the attack with the S-boxes G3 to G7 to G11 to G13 following the previous notation also have no quadratic components so we repeated the attack and what happened is the attack was not working anymore because a number of fine relations and it was not enough to permit to build a linear system so coming to the conclusion of this talk we have introduced a new cryptographic property which is a territorial boolean function that will probably be used as a new measure of linearity for S-boxes and we have shown that the success of the first attack against Hampsey depends on the choice of the S-boxes and here we can leave us we have an open question if such attacks as the one meant against Hampsey can be related to other recently proposed attacks that was applied against the cypher so that's all thanks very much other questions? Christina do you think that ideas a little bit similar to this one could apply to, for example some cypher's built using feedback-based registers for building linear attacks or have you had a look at that? I didn't have a look at it but I don't know probably the problem is that here for Hampsey works really well because the number of rounds is not big so I was searching for a blog site and still now the response is not positive but that's probably ok thank you thanks Christina thank you again


talking about many faces of ethical codes. Ethical codes for mental health professionals promote acting in the best interest of consumers, serve like, maintaining and practicing within the bounds of one's competence, striving to ensure that no harm come to those with whom they work. So basically when we talk about different ethical codes in general, we have some basic things that we ensure that our practice or our therapy can be ensured. Like, the first thing is that we should work within the bounds of our competence. Secondly, that no harm can come to those with whom they work. Then protecting confidentiality and privacy, this is also very important. And from the very beginning of the lectures, we have been talking about all these ethical codes. Now, almost we are concluding towards the compilation of those codes after talking about all the professional settings in which these ethical codes can be applied. Then acting responsibility, this is also very important that one should be very responsible to act. Then avoid exploitation. No matter what you do, it is very important to refrain from this. Then upholding the integrity of the professional is also very important. And this is also very important. The psychological approach is true exemplary conduct. We as psychologists, as professionals, it is very important to uphold this profession and to sustain its dignity. Besides serving as a pledge to the public, ethical codes of mental health professional organizations attempt to take on many other functions, perhaps too many. They help to keep their face positive. At once, ethical codes, if I summarize, are impressive public relations documents leading to the enhancement of public confidence in the profession. When we fully apply ethical codes, they basically strengthen our relationship with the community. And people have more confidence than us because they have a document that protects their rights, their confidentiality. Including a critical mission of an organization and those ethical codes support any organization's mission and clearly explain it. Spell out which principles morally responsible members are expected to follow. Then we also get to know what we have to follow and what we do not. Attempt to clarify the proper use and misuse of skills and expertise. As we talk about appropriate referrals, we talk about practice in our domain. Each individual gives it a safety and security and a way out to exit. Then ethical codes provide general guides to decision making. They help us a lot to follow the strategies of decision making. Where we see red flags, and things like that. Then assist in educating the next generation of professionals. Then define the rules for judging those whose actions have been called in question by the ethics committee and other regularity agencies. Then we find out the rules on which basis we can judge whether they have become ethical or unethical practice. As long as these ethical codes are not available, it will be very difficult for us to judge whether this is positive or negative and what are the consequences. How can we claim it unethical? Then serve as a tool for license borders, civil legitimate and other formal mechanisms such as the site and sanctioning and defending allegations of professional misconduct. If these ethical codes are not available, then decide in which situation something has been committed, it will be impossible. These are the documents which have been made over the several years practice over looking into multiple case studies. After a lot of hard work, these codes have been used as a universal document. Consumers and additional layer of production should license borders unable to consider a complaint. Similarly, if we talk about consumer or professional psychology, the code of ethics plays a very important role so that if a consumer suits a file and says that the complaint suits and says that the company has made a commitment with me and has delivered it to me, then in this situation, the same code of ethics can be a company Kobe or client Kobe. So, talking in general, there are many faces of ethical codes and while looking into it, they are generally promoting the peace and tolerance in the society and at the end of practice of all those ethical codes, we see that society is left with the justice and society with left with an integrity.