The African Democratic Congress says the spade of insecurity in the country should not be politicized Rather, it should be tackled head-on by relevant agencies of government. The party made this position known in Lagos while addressing the media In their choice of words, the spade of insecurity is gradually making the country ungovernable According to the chairman of the party, Vicente Ubani, the youth have to take Fundamental steps to ensure the high rate of poverty, unemployment and underdevelopment are totally addressed The ADC, which says it is ready to tackle the issues of insecurity Inns that it is planning to constitute a committee to encourage members from all other organizations from other countries To dialogue and build relationship with the younger generation This is why we have to take some fundamental step that both the government and the people and the foreign companies Benefiting from our soil can come together to ensure that we address the high rate of increase of hardship, poverty, unemployment and underdevelopment are felt in and during youth. What is security? As you are sitting here, if you do not eat food There is stomach insecurity Today, Nigeria is known to have spent so much money in buying ants The panoramic account for the money they put in security Who are you security? Ahead of the 2023 elections, the ADC urged the youth to participate in the electoral process in Nigeria The party says it is time for the youth to unite in strength and dedicate themselves to a better and a more progressive Nigeria This is more of a Claremont call for youth to shun our party towards politics One of the greatest ways of serving humanity is to politics, studio policies and the short making So this is a Claremont call for Nigeria youth, let's get involved in the system, we should stop sitting on the fence I feel it's time for youth to take over leadership and a lot of ladies have had so much to offer It's time for us to be in politics, let's see what we've got to share and deliver to the world Recently they are the only party that actually believes in the youth For many political watchers, this call is not new They are however awful that this time the call will be taken by the relevant individuals


What's going on everybody? Welcome to another quarterfinal preview. We are going through the the next quarterfinal between Batista a good and Guido Pella So Roberto Batista are good two of the probably the biggest surprises of the tournament not big servers Not big ground stroke hitters pretty solid players overall But they're not grass court players in the classic sense of big serve in a big forehand So very interesting to see These guys have gotten through we'll see how these guys have gotten to the quarterfinals to this meeting here So let's go through Batista a good first Road to the quarterfinals. So he actually got to the round round of 16 last year lost the Marin chill Sorry in 2017 lost the Marin chill itch who ended up making the finals So not a terrible loss there as you can see he hasn't dropped a set all week He has been absolutely unstoppable He got a the benefit on the second round with a retirement But then after the second round and the first round winning wins He beat Hashinov in straight sets very very good wins there because beating Hashinov on grass courts Hashinov's got a huge game and can trouble people on grass good win for RBA on that one and then against pair that could have been a really tricky You know, it's always going to be tricky when you play pair on any surface It just depends which one shows up turns out the the bad one showed up against RBA and RBA got through in straight Sets against pair to get to this quarterfinal. Let's see how Pella got to this point Now Pella had a great clay court season Which is why I'm very shocked that he made the quarterfinals here on a grass court because I thought maybe he was just a Clay court player. Maybe he was Maybe his season was over when the clay court season finished a couple of months a couple of weeks ago But it just shows that he's actually pretty decent on all surfaces So his best result he was last year in the third round lost to McDonald in the third round first round against Trouple tricky opponent because Trouple is a serve volleying player Which is very good on the grass courts He beat Trouple in four sets then Andrea sepi he beat Andrea sepi coming back from two sets to one down Then he played Kevin Anderson and that's when I thought well, okay This is where he's gonna end his tournament Anderson, you know finalists of last year good grass court player Good big serve. It's gonna be very hard to you know Beat a guy like that But as you can see by the score Pella put him away in straight sets so easily Very very easily which was a big shock Then he tried then he played Ryanage in the fourth round Ryanage was my pick at the start of the tournament to make The semi-finals against Djokovic So these guys are both in Djokovic's half of the draw so keep that in mind the winner of this plays the winner of Djokovic versus Goffin, but as you can see Ryanage Was up two sets of love and then somehow Pella came back It was insane. It was one of the best wins of his career I got him into this stage beating a former finalist, you know two former finalists at Wimbledon back to back I mean that's a great run and now he plays Batista a good in the next round a big opportunity for Pella to get to The semi-finals let's look at their head-to-head now because that's where things get a little bit interesting So unlike some of the other quarterfinals these guys haven't played that much They've only played the two times Batista a good is winning that two zero So that's very interesting to keep in mind. The last time they played was this was this year on a clay court in Munich As you can see four Six four to Pella in the first set six four to RBA in the second set and then RBA ran away with it They did play the Australian Open in 2017 as well So that is something to keep in mind Batista a good winning that one in straight sets. So the keys to this match Let's go through them. So as you can see last time they played which was only probably two or three months ago RBA won seven of 13 break points So a lot of break point opportunities and he converted at least half of them He's probably gonna have to convert more of them. He's gonna beat him again this You know this tournament so then the last time they played Pella was only serving He was only winning sorry 35% of second serve points So that is a big key It means that RBA was attacking the second serve and that's where he was losing a lot of the points So Pella's gonna have to make sure he either doesn't hit many second serves or that he gets in the rallies when he's serving second So he doesn't get attacked by the RBA return. So in the last round RBA won five of nine break point opportunities So he converted a lot of break points when he got them and then in the last round against Rayonich Pella Hit 57 winners now that was over five sets, but still 57 winners. That is a lot of winners for one match Let's go through who's gonna win this one So I think out of probably out of the fourth quarter finals this is gonna be one of the toughest ones to pick because a Guy like Pella who has proven me wrong many times this tournament You know, I'd rate him as a good clay court player But I wasn't sure about the grass court. He just keeps proving me wrong. So it's hard to pick against him RBA is solid on all surfaces. He's a very good player on every single surface Like I said, the winner of this match will play the winner of Goffin versus Djokovic in the semi-finals So I'm kind of thinking well, I rather watch RBA versus Djokovic But you know, we can't control that Pella might win this one So I think that due to the fact that Pella's played a lot more tennis this this tournament He's played two five-set matches a four-set match and RBA is not lost a set I think that's where I'm gonna have to make my prediction. I think that it's gonna be Roberto Patista a good wins this one. I think he wins it in four sets. I'm gonna give Pella the first set I think that I think RBA will be too strong in the end the longer the match goes on the harder It's gonna be for Pella to win the match because he's played a bunch of five-set matches already He's coming off a five-set match against Ryan itch as well coming back from two sets of love So he's gonna be tired. So I think the longer the match goes on the better chance that RBA has So that's what I think center where anything RBA is gonna get to the semi-finals of Wimbledon Which would be I think his best result on a Grand Slam, which is great for him as well So that's what I think's gonna win. Make sure you stick around. We are gonna be going through all the quarterfinals So make sure you come back to watch the other videos Also, we're gonna be doing quarterfinals on the live shows as well So make sure you come along and say hi. We go through the chat. We do all the fun stuff We usually do if you are new to this channel make sure you come along because that's where the fun part actually happens I don't forget to subscribe as well. Don't forget to like the video and I'll see you all in the next one


We turn now to top tier Jamaican football on the sports max zone. The rare nephew Jamaica Premier League is inching closer to the playoffs and with just four games remaining in the regular season, much is still left to be decided. Let's get a refresher of the table after 22 games. So we have Mount Pleasant at the top of the table on 49 points, Cavalier in second on 45 points, Tivoli in third after playing 22 matches. On 42 points, now note Portma United in fourth position and Annette Gardens in fifth position also have 42 points. In sixth spot, Don Beholden on 34 points, Waterhouse in seventh on 31, Montego Bay United also have 31, then at the bottom of the table, Treasure Beach and Limehall, of course in relegation zone on 12 and 7 points respectively. Alright so these are the fixtures to look forward to now, what do we have in store for the weekend? So on Monday, Cavalier will be playing Portma United, that fixture will be live on Sports Max 2, Annette Gardens will be up against Humberline, this is also on Sports Max 2. On Wednesday, the matches have been moved because of the GFF election, Mullines United vs. Tivoli Gardens on Sports Max 2, Bay United vs. Mount Pleasant, Don Beholden play, Montego Bay United, Treasure Beach vs. Waterhouse and Limehall Academy, up against Humberview. So once we're talking JPL, we have our Sports Max Football Analyst, Lige Williams. Happy Friday, welcome to the show. Yeah man, it's a pleasure all the time man, it's a pleasure all the time. Yes, so Lige, this, well I'm thinking weekend but it's no longer weekend, so the upcoming fixtures on Monday, right, a lot on the line, I just outlined the table, I just explained to the viewers the importance of these upcoming fixtures, which of the list that I gave is one that's so so crucial for that sixth spot? Well naturally you have that Mullines, sorry, Montego Bay United vs. Don Beholden game, that's shaping up to be a real quirk, it's going to be at Don Beholden, that fixture I think will decide a lot in terms of how much momentum Don Beholden could have going into the rest of the fixtures, because as we outlined a couple of shows ago, when we spoke about the fixtures that they have, they have a difficult running, so if they were able to get over this hump and get the better of Montego Bay United, I think that could give them a lot of momentum going into the last three fixtures for the rest of the season and it would leave Montego Bay United with a real mountain to climb, so I think he could really, at least, at the very least shorten it to a two-horse race instead of a three-horse race. Yeah, what's also important is Portmore can leap from Cavalier into second position if they win. Talk to us about what to expect for that fixture. Yeah, Cavalier were in some really good form, 14 games on beat and then you know they've had a couple of disappointing results, especially the two-nil last month plays and that they had the last game week and I think that has put them in a little bit of a vulnerable position. We know that the top two in the Jamaica Premier League then qualify for the Kanka Cup Champions League playoffs at the very least and that's a very important competition for Jamaican teams, not only monetarily, but exposure-wise for the players if they're looking for some overseas moves. So I do think that that's a very important competition to get into and also the top two will get a buy going into the playoffs also, so less games to play, which we have seen in the past not necessarily be an advantage, but it is going to leave your players to be relatively fresh going into the playoffs as well and if Portmore were to beat Cavalier, it would leave, it would then leave. I think Cavalier in a really precarious spot because at that point, depending on how bad the loss is, especially, we could see the three teams tied on 42 points, which are Tivoli Garnes, Portmore United and Anet Garnes, all of them being able to leap from Cavalier and with three games left and these are all very good teams, the top five have pulled away from very early in the season, they've showed a lot of quality from very early on, so with these three games left I don't discount at all through these teams or the rest of the top five teams would win out and it would leave Cavalier in a really sticky spot, especially with their goal difference not necessarily being superior to some of those teams around, especially at Tivoli Garnes, the top scorers in the league so far, so it's a really big game for Cavalier, not only for attaining that second spot but also maintaining their momentum going into the playoffs as well. Yeah, how much would Coach Speed be thrown off by their last result because they lost, I think, a 14 game on beat and run, but a good team beat them, Mount Pleasant beat them, wasn't it? And it would have been a big match for both teams, bragging rights basically, but I don't think Cavalier would worry too much about that result because, as I said, they were beaten by a top team and their consistency and steadiness throughout the entire season, bodes well for them. Yeah, I agree with you and Cavalier have proven to be a very good team this season, they have changed their system a bit, not necessarily the way that they play but their system, they're defending just as thoughtly as we expect them to and they have a lot of good defenders, a lot of good midfielders and of course their young attackers always shining through, so I do think Cavalier, not necessarily that they have something to worry about but as I mentioned when we were previewing the game last week, there's a psychological aspect to it. This is the same Mount Pleasant team that beat them in the Jamaica Premier League Finals last season and then when you come into this season, yes, Cavalier won the first game but going into the playoffs now, so close to the playoffs if you're going to then lose to Mount Pleasant, which they did, I think that gives a psychological edge to Mount Pleasant to still affirm to Mount Pleasant that, okay, we're still better than this Cavalier team and if and when we play them in the playoffs again, then we'll have their number, so that's a very important point to note and also I think it would have helped Coach Speed to really learn a bit more about his squad because you know that Cavalier have a very young squad so often they chop and change, not necessarily in the defense but in the midfield and in the forward line. We saw Chad James, for example, a Mount Pleasant low knee that went on to Cavalier and form under 20 players. He got his first start of the season, I believe, in that game so they were without their main strikers, especially in Jalmara, Calvin, who has 10 leagos this season so I'm not going to say it's a distinct worry for Cavalier but I still do think that there it was a point of note that Mount Pleasant got the better of them because football is a mental game, life is a mental game, so if you're going to lose to your opponents, it's going to create a little bit of psychological edge for them. Yeah, you looked at the Don Beholden Montego Bay clash, which for the playoff race is obviously the biggest match of the next round, but this sandwich Waterhouse because Waterhouse are seventh, Montego Bay are eighth and Don Beholden are sixth. The closeness between those two teams interesting to the running but Waterhouse have a significantly better goal difference than both of those teams so if it is that Waterhouse can get some good results here and match Don Beholden for points, their plus nine goal difference at the moment could work well for them. Yeah, I think so as well that's an advantage that I always thought they had they haven't been scoring too many goals but they haven't been conceding any either especially as I've laid Waterhouse so there are quality enough team I think, I think all three teams would be deserving if they get into the top six but still think that there are some issues when it comes on to Waterhouse especially attacking-wise they're not quite as fluid as we expect a Marcel Fozegale coach team to be at Waterhouse to be who play no point intended as it's Waterhouse Liquid football, they play some really good football at Waterhouse and they haven't really been doing that this season it's been really a slag at times for them to get some goals and get some really good attack play going so it's good that they have this goal difference built up and it's going to be very pivotal let's hope that they aren't penned back or if they lose a game then it could be a bit dicey or if Don Beholden or Montego Bay 90 start scoring and keeping more clean sheets that could also cause a problem with the goal difference because that can change so quickly but as of right now that could be that's their advantage despite being three points behind that's their advantage that they're carrying into the player phrase yeah so Waterhouse at the moment have 31 points like Montego Bay United there are three points off Don Beholden giving the quality and the form because we have to consider the current form because that's what we have to work with to the back end of the of the season do you think Don Beholden are strong enough to fend off those two stalking them for the playoff spot I do think that they're strong enough but they have to sort out their consistency because you mentioned their form so often we see Don Beholden they have the ability to blow away any team in the league they're coached by a Lenworth teacher hide and they have been playing some good football at times but so often we see defensive lapses so often we see boats are in discipline as well so it's it's it's not hasn't been too consistent for Don Beholden it has been too consistent for any of the three teams fighting for that playoff space but and then when I say just inconsistency this goal for example there the first goal they can see there the goal they can't see against Tivoli Garnes I think is a key example just yes the pitch could be blamed for a goal like this but in terms of this is just a chemical error that you shouldn't really be conceding you shouldn't be conceding a goal like that in a game like this against the Tivoli team who didn't really create much for the rest of the game and Don Beholden ended up equalizing to make it one also obviously game state plays a lot into it but this could have been a game where Don Beholden could have been one of the big boys and really asserted themselves in that top six race so inconsistency from all three teams and I think it's going to be the team as I said I think it's going to come down mostly to what happens when they play each other and then now Don Beholden hosting Montego Bay 90 that's a huge game all the way on Wednesday yeah credit to the Don Beholden goalkeeper there though because that moment could have shattered him but he made some brilliant saves in the match overall so he rebounded from that well yeah and you were speaking about him last week so he had lost weight and he looked fitter I said that last week yes well maybe that fitness helped him when he was making those saves but he's always been a quality keeper them and I obviously just along with his team maybe consistency an issue but he's one that has been around national squads before so he's a quality keeper and yeah I figured that he would have rebounded well from that it was just an innocuous era to be to be honest but you know those are things that happen sometimes when those unlucky things happen unlucky things like that don't usually happen to teams that are fully focused and raring to go you know there's someone even said you know obviously this won't happen in Jamaica often because of the quality of our feels like we saw in that clip there but on the really good slick surfaces sometimes when you see players slipping all the time I don't think you've ever noticed that Cristian Ronaldo slipping at a pivotal moment Lionel Messi slipping at a pivotal moment really top top players those Bambi and Ice moments don't necessarily happen to them so yeah I think he's just keeping focus for all of the teams for all of the players involved as well because as I said all three teams are definitely deserving of getting that sixth spot it's just who is going to fight enough and play good enough football to get there what about that Steven Gerrard slip though that costs Liverpool their title race well you know there are anomalies for everything and I allegee Williams despite being a Arsenal supporter I will never come on any platform and disrespect Steven George Gerrard the best English midfielder and there was a John Terry slip with the penalty kick as well and that's just his karma for his off the field issues oh it was yeah what off the field issues this is that we're talking about the Jamaica Premier League sale I can't I can't get into that right now unfortunately the title has it been decided in terms of the Jamaica Premier League it's nothing is decided yet because of the playoffs and how it's set up my present as I've said multiple times I think not necessarily that the play is the best football in the league but they are the best team in the league they have the best squad in the league they were able to loan out almost 10 players in January and they've still looked extremely consistent even when the last players to national duty they still had players coming in and doing the job they have a set system and they've been just performing extremely well so I do think that overall my present are still the favorites to you know really go on and retain the title but as we've seen on several occasions I do think that teams can jump up I have been fans of Tivoli from early on in the season I saw their process and how they have improved as well and you know it can never count out maybe if one of the whichever the three teams coming and finish six we can never know if they can come up because we've seen it before with Inet we've seen it before with Harbourview so it's not always set in stone but if I were to be a betting man as I usually am it would my money would definitely go to Monplex at this current moment yeah well the JPL action of course continues to be very very hot and it will be live on your home of champions so you don't want to miss Lajea thank you so much we'll talk again next week yeah my all the time and I'm always here all right same time same place it's break time


Welcome back to SuperCloud 6. I'm the guest host here, how we shoot and my longtime Silicon Valley executive in the AI and the data space. I cannot be more excited to welcome my two distinguished panelists and I wanted to met whole from NVIDIA and a bearish from Snowflakes. These two companies are the Silicon Valley darlings of the last few years, and we are going to talk about AI and the data. So I want to introduce out to our audience a little bit about yourself, and in particular, how did you get into the AI space? When and how did you get to the AI space first? Maybe we can start with Matt. Yeah. So thanks for having me. I'm thrilled to be here. I'm Matt Hall. I look after our global AI solutions go to market in NVIDIA. I've been in NVIDIA about six years. How I got an AI, a long journey through many different twists and turns in the IT infrastructure space. Different avenues around AI led to me culminating at NVIDIA over the past six years, and it's been quite the ride to really be at the center of the storm of AI and watch it grow. Bearish. My name is Bearish. I run the AI and ML product teams at Snowflake. My journey into AI started more than a decade ago. When I was at Google and then we built a early version of the Google Assistant, and I ran the Google Assistant product teams there, and then did a startup which got acquired by Snowflake, and now I'm core at the heart of the enterprise AI. And the center of the universe now. So speak of that. Last December, CNBC ran an article. The title of that is, along the line of 2023 is a great year for AI. Everyone knows about it, but then that was a year of hefty profits for NVIDIA, lofty experiments for the rest. So I would like you to comment on this one. Obviously, that's pretty precise for 2023, but we are anticipating a new year 2024. Is 2024 going to be a very different year? Is there going to be a lot more than just the experiments other than lofty profits for NVIDIA? Maybe you can start with NVIDIA, where the company just broke the record again and again in the last few quarters. Tell us more about both the profit and then hopefully more, how and when are we going to get out of the experiment stage?  Obviously, the big explosion was chat GPT really woke up everyone, every enterprise, every individual, every researcher out there is to what was possible with AI. Over the past year and a half, we have seen a lot of experimentation. We've seen a lot of progress. The progress has been around the consumer generative AI applications. We've seen some enterprise generative AI, large language model builders that are off doing wonderful things. But what happened with chat GPT is it really spurred the enterprises to start moving in the direction of deploying AI. And yeah, it was a lot of experimentation at the beginning. They have to figure out how they're going to implement AI. And what we're starting to see are the real green shoots of true enterprises, financial services companies, pharma companies, auto manufacturers that are looking to deploy AI at scale. They've realized the advantages to their business of deploying AI. And the interesting piece is not just one use case, they realized that they can implement AI into many different parts of their business. So I'd like to think that this year will be the year of enterprise AI. So just along this line, what did you observe last year that that was the bottleneck for people to put that into production or to run that at scale or to generate the real revenue? Why that's going to be changed in 2024? Yeah, I think there's a couple of things. And surprisingly, one of the biggest is the culture within organizations. AI is a very new thing. It's not traditional IT. And it requires connected tissue between various personas within a company that may not have existed in the past. You have the line of business folks that realize that they need some sort of business outcomes. They're working with data scientists, which is an entire new position within companies. They're working with the IT folks to figure out how they get access to data and to compute. So I think the organizational structures and the connected tissue within organizations is going to be a big part of it. I think there's going to be shared learnings. I mean, there already is a lot of shared learnings out there. And next week, I know you're going to be at GTC, which is our big conference. And what we do at that conference is we allow folks to share best practices and learnings. And we're really starting to see that snowball. People are starting to figure out, no pun intended with Snowflake, but they're starting to figure out what works and they're sharing that. And other people are germinating on that. And it's becoming this really neat flywheel of improvement in the way enterprises are going to. Interesting. So from your point of view, it's not just the technology, but also the culture, the best practice. But hopefully a year passed by, we are in a much better position, right? Absolutely. Parish. So very similar. Last year, it was all about experimentation. We had a lot of our customers starting to think about all the different use cases that are in enterprise AI. And this year, all of those are moving into production. And a lot of our customers had to figure out, how do I make sure that I trust the system that's built? How do I make sure that I have my data and the governance in the right state before I kind of take that data out? So all of these frictions that are introduced are now being figured out. And a lot of our customers who have hundreds of use cases moving into production systems. So you're seeing a massive move from the experiment to the production this year? Absolutely. A massive move. And then with that move, of course, there's a lot more thought into and how do I manage the system? Is the cost the way I want it? Is the quality the way I wanted? How do I manage the hallucinations that are kind of inherent in these systems? So a lot of moving from a proof of concept to production is kind of sweating that remaining 20% that takes majority of the time. So both of you are very bullish about moving from the experiment to the enterprise real adoption 2024. Absolutely. Cool. So speaking of that, there's also a technology aspect. And Jensen Huang has been on many, many talks in the recent past. And then I heard him say about Moore's Law quite a bit. Moore's Law was dead. And to me, as a person who has counted the CPU cycles for 10 years a VMware days, that's something. But at the same time, Jensen also said that if you look at the last 10 years, the AI technology, the hardware technology has moved 10 times 100 times. I don't think he's quite saying that the hardware technology is dead. He's just saying that Moore's Law is dead. So I wanted to understand a little bit more, like what does he mean by Moore's Law was dead? Is that or is that going strong? I think that's a multifaceted question. So Moore's Law, as you know very well, is all about the number of transistors on a CPU doubling every two years. And that held true for quite some time. What we're seeing in the CPU space, though, is you can no longer continue at that pace. And even Moore himself predicted, I think it was in 2006, that Moore's Law would be coming to an end. CPUs are still very necessary in the great realm of things. All of our accelerated computing has some sort of CPU in it. But the CPU innovation just isn't there. We're seeing companies that are accelerating or extending their depreciation cycles of CPU servers from four years to six years because they're not getting the gains. What we're doing with the GPU is because of the parallel processing power, the increases that you see generation to generation are massive. And we're also able to create new generations of products every 24, 36 months. So we're really breaking the barriers of what Moore's Law was set out to say around the CPU. But beyond the chip itself, how you mentioned, it's the entire infrastructure. So obviously at NVIDIA, in the industry, we're very concerned and excited about what the computing power of the chip level can do. But if you don't have the right networking, if you don't have the right data movement, you don't have the right storage, you don't have the right software stack, you don't have the right data center set up, it all doesn't matter. It needs to be one cohesive system that works together to provide the best outputs. So we obviously look at the output at the chip level. But for us, it's really the output at what Jensen likes to call the AI factory, the full data center level. And how you bring all the components together in harmony to produce very quick and accurate results. So perhaps what Jensen really meant is the Moore's Law on the CPU level may be dead. However, at a data center level, at a cluster level, at a much bigger sort of the large scale level, there is still a very strong Moore's Law or whatever the law, right? Strong Moore's Law, and even at the GPU level. I mean, if you look at our V100 chips to our A100 chips, we went from about 20 billion transistors to 50 billion with our H100 or about 80 billion transistors. So we are increasing the transistors, but that's just one piece of the overall equation that's allowing us to get to this million times improvement over the past 10 years that Jensen likes to talk about. Right, right, right. You mentioned the 50 billion transistors. Intel CEO Pat Gessinger actually recently said, by 2030 he wanted to put trillion transistors on the chip. So from my point of view, it sounds like there's a strong hardware evolution going on at both chip level as well as at a wider, probably more important at a data center level. Absolutely, absolutely.  And that's the interesting thing that we're seeing in the market today. Everybody talks about this chip shortage. Can't get enough chips, but the chips quite frankly, aren't the long pole in the tent a lot of the time. It's the networking gear or it's the data center or it's the data center power. And it's cooling, right? And it's really thinking about the entire ecosystem of what you need to do your work. And that's where Nvidia is very focused today. So we're not a chip company. We're not a networking company. We make chips. We make networking products. We make software. We're not a software company. We're bringing it all together to provide full AI solutions. And that's the way you get the benefits and the gains. Yeah, I just saw the news that the DGX is going to be cooled by liquid. So good stuff. So let's come back to the software a little bit, right? Barish, you came to Snowflake through the acquisition. And as you mentioned in your own journey, you did a lot of consumer stuff from Google days. And when you and I chatted before, you mentioned that you actually looked at AI technology. You thought, wow, that's actually more applicable, interesting to the consumer space. Back in the day. Back in the days, what changed? And then what's the new realization? What made you to have a new realization? So before GPT happened, before these large language models, all of the AI systems were very much hand tuned in the sense that you would have to map any input to very specific things and hand curate every experience. With large language models, all of that changed. Now you have one general purpose model rather than having the engineering team and to know how to build very specific experiences, you could just write instructions in English. And then that would get you a long way there. So I think what changed is over the last year, year and a half, now we have these very capable models that don't require these kind of research organizations to build very specific systems. Instead, you can start with a large language model and then kind of fine tune it to get what exactly what you want. The quality increased and also it now became a lot more available for everyone in the industry to build. So you are basically saying that AI technology is more democratized, right? So that you can leverage the AI technology through maybe problem engineering or those things so that you don't need PhDs or sophisticated data science knowledge in order to get something going. That's correct. So from that point of view, you feel like this time around the AI technology is going to make a massive impact to the enterprise space more than just the consumer space. Absolutely. And I'll also add that the kinds of use cases that are now possible with large language models are very specifically applicable to businesses. When I talk to customers, every one of these customers have many, many use cases that can just increase the efficiency substantially that can create these new use cases from marketing to sales to increasing, you know, efficiency. Can you share with us some exciting use cases that you thought, wow, this is exciting. I mean, there's a wide spectrum. We have the most common use case that we see is kind of increasing the efficiency of internal teams. So one of our customers, you know, large financial bank wants to empower their sales teams to easily access all the documents that they have in their system to be able to do that like that in a very fast way while they're on the phone with a customer who's asking about a company, that's now possible.  So creating efficiency, but still bringing in personalization is a core new. So those are the pretty tailored smaller use cases, you know, very custom to a specific company, right? That's correct. And a lot of these companies, what I see happening right now is a lot of these companies are now saying, hey, these large language models are available to everyone. How do I differentiate myself? And the way they differentiate themselves is with their own data. So they can take a large language model, fine tune it with their own data for their specific needs. That increases the cost effectiveness of that experience, increases the quality and allows them to differentiate against somebody else who doesn't have that data that they do have. Very nice. Matt, do you want to share some interesting, exciting use case you have seen recently about GenAI? You know, we used to be able to pick out one or two use cases and highlight them and talk about them for hours. I'll tell you, the use cases are endless right now. From chatbots to recommender systems to customer service to routing, there are so many use cases. And what we used to see were enterprises that said, I'm going to pick one use case and work with that. We're now seeing enterprises come in to have 20 different use cases. How can I get access to the right tools that allows me to engage in all those various use cases? We did a success story with Domino's Pizza last year when you start talking about pizza delivery. The use cases are endless. It's absolutely stunning. I think what people are beginning to realize is that the integration of AI into every application and to every team is really something that's possible. And it's a sharing of these use cases. It's a general knowledge across the industry as to what the benefits and returns on the investment will be. And then you'll just see things continue to move faster and faster as people realize what's possible. Very nice. So this session, you know, the panel is about AI cloud, right? How should people think about what is the AI cloud? Because when people think about cloud, there are big threes, right? AWS, Azure, or GCP. But when it comes to AI, what does that mean? Of course, you can consume the cloud or AI service from the big three for sure, right? But then, you know, how does the snowflake and then Nvidia come into the picture? Because there seem to be many layers of the cake. So, can you? I can get started. For a lot of snowflake customers, data governance is a very core need. So what we want to enable is we want to bring compute to where the data is. Because our customers establish all these access controls and the data governance bringing all their data together in one place. And they'd like to allow easy access to large language models from within that data governance access. So for snowflake, what this means is having large language models running inside this parameter, having easy access to search, which is a core part of building these chatbots, easily accessible from within snowflake. So when we think of all the toolset that's required, the goal is to bring the compute to where the data is so that we break all these data silos that are otherwise going to be created when you take the data to one vendor for one thing, another vendor for another thing. So we'd like to consolidate all the data in one place and bring all the LLM functionality to there. So in that context, so as a customer, how do I think about it? I use snowflake data cloud, along with the big three or... So we give a lot of... All of those options are available. For a snowflake customer who wants to keep their data inside snowflake, we bring all the large language models that are very capable into snowflake and all the tooling around it. So you don't have to go elsewhere for your needs. However, we also make it very easy for you to take that data out if that's what the customer wants. There are plenty of options. That's right, cool. Nat? Love the comment, bring the compute to the data. I mean, AI is all about data. It's taking lots of data and processing it quickly. Moving data is very hard. The cloud, I think, is often misunderstood. People think about the cloud as some public cloud in AWS, a GCP, and those are absolutely clouds. But at its core, cloud is a set of shared resources. You can have a private cloud. You can have a sovereign cloud. So I think you're going to see a lot of various options for clouds pop up. Obviously, we're partnered very closely with Snowflake for their cloud with AWS, with GCP. We're going to see enterprises that build their own private clouds, shared resources across their organization. We're going to see governments, countries, regions that build their own sovereign clouds to serve out their constituents. You're going to see universities that build their own clouds. So I think the normal thinking about cloud being one of the big three is absolutely going to be a huge growth for AI. But you're going to see it in other places as well. And it's going to be all about, as I said earlier, as Jensen talks about building AI factories. And these AI factories are going to be a quote, unquote, cloud of shared resources that can be shared in various manners, whether it's rent by the hour through AWS, whether it's a bill that you pay to serve your own constituents. But it's going to be a very new world as it relates to cloud. So Snowflake is obviously leveraging the video, right? But where does it happen? Can you explain to the audience, what does the layer of the cake look like, right? There's a Snowflake data cloud on top of, some big three on top of what? NVIDIA cloud or NVIDIA cloud? How does it work? How does it look like? Yeah, so our goal is to democratize artificial intelligence. So we sell anything to everyone. We power all of the major public cloud providers. They're using our compute resources, our networking, our software. We're working with a lot of the regional cloud providers, the sovereign clouds, that are looking to build their own clouds. We're providing technology. We're providing enterprises with full sets of solutions that they can run in their own data center or that they can run in co-location facilities. And we're also coalescing all of the cloud resources together in something we call DGX cloud. So what we're doing is working with our cloud provider partners to become their customer and deploy our cloud, our software stack, all of the goodness of NVIDIA on top of their infrastructure as a service. So to answer your question, there's lots of different ways to consume our technology, to consume it easily, and that is 100% by design. So it's not just one way to engage it. On prime, in the big three, DGX cloud, public cloud, right. So one more question I have is about not just big companies, but also for all the startups out there, any opportunities you see for the startup, or what is the why space, or there's no why space, right? Because it's AI is too hard or whatnot. So any comment, and maybe we can start with Barish, you came from the startup world. I think this question is dear to your heart. It is dear to my heart. And so I'll give a couple of examples. Much of the investment we see investment so far has gone into foundation models. And a company like Mistral, for instance, with just 20 people within 10 months was able to create as good a model as GPT-4. And I think there is still a lot of innovation waiting to be unlocked in that foundation model layer. And it is very resource intensive, and therefore a lot of investment is going there. But beyond that, we're starting to see application layer develop, and then there's a lot of tooling that's necessary. I expect over the next two years, kind of new consumer startups will start to emerge beyond enterprise. But also within enterprise, we're seeing a lot of specialization. There is going to be a ton of opportunities to nail the marketing use case, to nail the legal use case, and to nail the healthcare use case. Huge opportunities. You don't see the winners are obvious today yet. I do believe that there is going to be billion dollar companies in each of these categories. Very nice. Matt? So I share the optimism. I think there's going to be a massive influx of new companies. There are going to be the next big names out there that are doing a lot of different things. It's not just building the large generative AI models anymore. There's going to be domain specific parts that people are building. My advice to the startups are they have the advantage of being nimble. They have the advantage of not having to worry about the organizational constructs that I talked about earlier in a large organization. And they have the advantage of having access to things that large enterprises don't. NVIDIA, Snowflake, every other company out there has programs for startups. We like to call it inception partners, people that we want to work with and help them grow. And the benefits of working with these types of companies and using our tool sets are things are readily available, easy to use. We're huge fans. We work with many, many startups. The whole developer community. I think we have tens of thousands of developers in our program today for startups. And we're going to continue to incubate the startup community because it's just going to be massive over the next few years. My last question is actually about the resource, right? GPU shortage, as we all know, right? The, you mentioned that a startup would have a lot of resource even to NVIDIA. Is that really true? That's one. But the other thing is really, where are we on the, for the cycle, right? There's clearly some GPU shortage to a degree, depending on which angle you're looking at it. And but where are we on this cycle, right? Because if I think about the internet early days, right? My friend, Martin Casado, and I had some Twitter exchange last week. He said, hey, this GPU shortage looks a little bit like fiber shortage. We saw 20 years ago, but then in a few years, we saw the fiber glut, right? I mean, it's natural, right? Comment ago. When are we going to see GPU glut? Do you see that happen sometime soon? Maybe. Yeah, I don't think we'll see a glut. So you're absolutely right. We've been in a constrained mode for some time to demand has exceeded supply. The demand has exceeded supply, not just for GPUs though. As we talk about the entire ecosystem, you have to have enough diesel generators to power data centers, eating enough coolers, chillers to power the infrastructure and keep it cool. You need networking gear. We've seen constraints across the board. The GPU just happens to get a lot of the attention, right? But once we have enough supply for GPUs, there's going to be other pieces that we're going to need to worry about. We're going to make sure that networking cables are there, that we have the right folks and the resources to stand this stuff up and manage it. So there's a lot of pieces that come into it. In terms of GPU shortages, we saw a massive swell in demand, not surprisingly, it's been in the news. And we believe we can serve all of the demand in the future. One of the things that people forget about is we make these chips and these systems much more powerful. You need less of them to do the same amount of work. So we have next generation technologies that we'll be announcing as we normally do in the future. Next week. Maybe next week, we'll see. And we'll be talking about the performance gains. So I think we'll be in a good spot that over the next year, you're really going to start to see the supply come in the line. One of the things that we've been very purposeful about is not just flooding the market with GPUs. We're very careful to make sure that we're giving GPUs, providing GPUs to the customers that need them the most and are most ready to do the work. We don't want inventory of GPUs sitting in data centers, inventory of GPUs sitting in boxes. That's how you wind up in the glut. So we've been very purposeful about watching where our inventory is going, making sure it's all being used. It's a holistic story. Holistic story, absolutely. Barish, any final thoughts around this line? And then maybe, do you see the shortage or glut? Or how do you see the end game in the next few years? I'll go with the optimism, which is right now everyone is moving as fast as possible. I've never seen the industry invigorated as much as it is right now. We have the compute available and we're empowering many customers to build amazing things. So the shortages from a customer perspective is not on the compute resources. It is on how do we make everything super simple? How do we empower all these customers to build great products over the next year? And it is all coming. So I'm very optimistic and positive that the next year is super exciting. Thank you, my two distinguished panelists. Clearly, two of you are very, very optimistic. 2024 hopefully, and they look like a year that we are going to be full of not just experiments and then also a lot of the production, the real adoption. And then as both of you mentioned, right? This is a holistic game, right? Not just one part of the technology, GPU. There's many, many different parts, software, best practice, data center wide. And ultimately, this AI is going to change the world in a holistic fashion. Thank you for being with us. Thanks for your evidence.


Hello and welcome to this session. This is Professor Farhad in which we will discuss keep a product line or a drop a product line. These are short-term decisions or sometimes they are called non-routine decisions. Simply put companies every once in a while they may drop a product, a product line, a whole geographical location, close it or a segment of a business. So we need to learn from an accounting perspective, from a managerial accounting perspective. How do companies arrive to that decision using numbers? A case in point to illustrate this concept in the real world is Apple when they drop the iPod. This looks like an iPhone, but it's an iPod. They no longer produce it. Therefore they discontinued a product line. And this is an example of it. But in this session we would learn about the numbers, what numbers they will take into account when they are making these decisions. Now Apple is not exclusively in this business of discontinuing a product. Sometime you might go into a McDonald's, they might drop a product, you might go into Starbucks. So that's very common in all businesses. Basically we're going to do a quick review about what we learned in the prior session, relevant and irrelevant costs. We're going to be looking at differential analysis. And basically we're going to be looking at future revenues and future costs of alternative actions. Also we're going to be focusing specifically on what we called relevant cost or relevant cost or benefit for that matter. We focus more on cost. Any cost that can be avoidable that could go away is considered relevant cost. Again, this is review cost that can be eliminated as a whole or in part by selecting one option over the other. This is what a relevant cost is. So what is the general rule for keep or drop decisions? Well, here's what we're going to do. We're going to compare the contribution margin that would be lost if we discontinued this product. We compare this to the, would compare this to the cost that would be avoided if the line was dropped. Simply put, we would look at the contribution margin. If the contribution margin, if this contribution margin from this product, which is a plus, is greater than the avoidable fixed cost, simply put, it's covering its fixed cost specifically for that product, then we should keep because otherwise, otherwise we're losing money. It has to cover its avoidable fixed cost and opportunity cost. Now in the case of Apple, it could be they discontinued the iPod touch because they could use this capacity to produce iPhones and iPhones might have higher profit margins. So what they did, they said, okay, guess what? Let's free up this capacity instead of producing iPod touch, let's produce iPhone. So maybe they focused on the opportunity cost. I'm not saying what they focused on. I'm just giving you an example of what an opportunity cost would look like. Now think of it from another perspective, simply put, if you cannot cover your fixed cost specifically through your contribution margin, you should not have that product line. And remember avoidable costs just to kind of do a quick review are future variable production costs such as direct material, direct labor, variable overhead, simply mostly the variable, future variable, selling costs or shipping costs, those are relevant costs, future fixed costs incurred specifically for this project or decision. For example, if you need to buy a machine for that project, because you're undertaking a new product line, either keeping or dropping, then that's relevant cost. Although it's fixed cost, it becomes relevant because it's specifically for that project and any future opportunity cost. In the case of Apple, they are foregoing capacity to produce something else. Now the best way to illustrate this concept is to actually look and add an example with numbers to clarify this contribution margin versus avoidable fixed cost. Now before we look at an example, most likely you are a student or a CPA candidate. And if that's the case, welcome, you have arrived, you are looking for some help, go step further farhatlectures.com, where I have additional resources, lectures, multiple choice, true false questions, that's going to help you understand these concept better. I can be a good companion to your CPA review course or to your accounting course. If you have not connected with me only then please do so. Like this recording, the mere fact that you're watching, it means it's helping you like it, share it with other connect with me on Instagram, Facebook, Twitter and Reddit. So let's take a look at this company where we have the segment income statement for Adam premium units. So Adam is producing premium unit of some sort. They have a generic unit and a premium unit. And this is the income statement for that segment specifically. And let's just examine the income statement first. We have sales of 5 million, variable manufacturing cost, variable shipping cost and commission, about not about $2 million in total variable cost, sales minus variable cost will give us the contribution margin of 3 million. This is important. Then we have fixed cost. Notice this is a variable costing income statement separating the variable cost from the fixed cost. We have a general factory overhead $600,000 salary of line managers for that division, $900,000 depreciation of equipment, advertising that's direct to that product, rent factory space $700,000 general and administrative expenses of $300,000. The total is $4 million. And if we take 3 million in contribution margin minus all the fixed expenses, we come up with the net operating loss of a million. And here we are discussing the idea of closing Adam premium units because the premium units that Adam producing based on their income statement, segment income statement, they are incurring a loss. So we need to find out whether it's a good idea to basically drop this line, get rid of it or not. So what we need to do here, we need to analyze cost a little bit further. So we have to do a little bit more of further investigation. And this is what further investigation revealed about fixed cost. The fixed general factory overhead, this number here, the $600,000 and the fixed general administrative expenses, those two costs will not be affected by dropping the premium unit. Simply put, they are unavoidable.  Guess what's going to happen? This cost will be reallocated to other product line and they will be considered unwelcome cost and quote by other managers because if this division is gone, if this line, the product line is gone, that's absorbing this $900,000, guess what? If it's unavoidable, they don't go away. We have to allocate them. And this is the worst thing for a manager, manager of a product line or of a specific unit. You're going to tell them, look, you're going to have to absorb some of that $900,000. So they're going to be unwelcome cost. Simply put, they are unavoidable. Unavoidable, unwelcome is my own term. Now also, what we know that the equipment used to manufacture the premium has no resale or alternative value. What does that mean? It means the depreciation of equipment. So when we close this unit, we're not getting root of the equipment itself. It's going to stay with us. We cannot sell it. Therefore, we're going to keep on depreciating this unit. Therefore, also this cost will not go away. So now we have to analyze whether it's a good idea to close this unit or to keep it. So this is what keep and drop. So what do we do? What did we learn? We're going to compare the contribution margin to the cost that we can avoid. And let me highlight the cost that we can avoid because we highlighted the cost that we could not avoid. If we close down this unit, we don't need the managers to be there. We don't have to advertise directly a million dollars for those units since we are no longer producing them. And we have a rent for factory space that's going to free up and we don't have to pay 700,000. Now we are ready to compare the contribution margin of three million to the avoidable cost. So simply put, this unit is producing three million dollars. And it's fixed cost that can be avoided is 2.6 million. Guess what? If we discontinue, what happened if we discontinue? Let's think about it. If we discontinue, this three million is gone, which is that's bad news. Okay? The good news is we're going to be getting root of some cost. How much of the cost we're going to be getting root of 2.6 million? This is the good news. Guess what? No, it's bad for me. If I am going to get root of three million in revenue and only 2.6 million of cost, that's not in my best interest. If I do so, I'm going to be at a disadvantage of 400,000. Simply put, if I discontinue this division, what's going to happen is I'm going to be at a $400,000 disadvantage because all the cost that I could not avoid will have to go somewhere else. So the company as a whole will be less off. They will have lower operating income because the cost that I could not avoid, they go somewhere else. So now this division is helping me cover some of that cost. Another way to prepare the analysis is basically to prepare a comparative income statement where we keep the premium unit or if we drop them. What happened if we drop them? If we drop them, what's going to happen is the $600,000 will stay with us. It does not go away. The $500,000, the depreciation of the equipment will not go away and the $300,000 will not go away. So all these costs will have to be reallocated somewhere else. Therefore, what's going to happen rather than a million, we're going to have an additional $400,000 in losses. Why? Because those costs will have to be absorbed by somewhere else. Right now, the premium unit is helping in covering how much? In covering $400,000 of those costs. So we are better off as a company keeping this. This is the $400,000. Once again, what's going to happen? The difference is right now is $5 million. So the difference overall in contribution margin is $3 million. This is another way to look at it and these are the avoidable costs. So what's happening is we are generating $400,000 from this company from this unit and this $400,000 is covering other costs that we have to cover somewhere else. So if we get rid of this unit, we basically lose an additional $400,000. Now, in the real word, companies will take numbers, which is quantitative numbers, but they would also look at non-quantitative or qualitative numbers or people numbers. So we have to take into account other consideration is given to other stakeholders like customers. Think when your customers think about when your customers, when you discontinue a product and they like this product. Think of Apple. Think the iPod touch. Now, the iPod touch, the iPhone replaced it and the iPhone will have everything that the iPod touch have plus more. But the point is, let's assume you discontinued a product and the customers like this product. So they may not be happy about it and they might be thinking what other product you will be discontinued in the future. So it's not good for the image of the companies. For the employees, the morale of the employees, if you know the people next line or next building to you are being laid off because their product line are discontinued, you're going to be asking yourself, what's next? Am I next on that line? Also, the community is large because if you discontinue a product, guess what?  So simply put, there are quantitative, but from an accounting perspective, we only look at the numbers. But in the real world, you have quantitative factors and qualitative factors that the management will have to look at. What should you do now? Go to farhatlectures.com and work MCQs, true, false, exercises that's going to help you understand these concepts. Invest in yourself. Don't shortchange yourself. If you're listening to me at this point, you are vested in your education. Invest in yourself. Good luck, study hard, and of course, stay safe.


Let's go. It's gonna be a long pit exit here Okay, I'm to turn one. No, we should get to the front lane Yes, it is very tight on exit Then right inside corner 90 degrees very similar here quite open and exit, but super bumpy on the apex Early apex here. Yeah, good job good exit That corner is one of the most complicated one of the truck I find You can cut a lot of the apex, but it does move the car around a bit Onto the back straight Double left here and make sure you get well positioned here. Now we go on to the up in One wheel on one and on the other steering wheel And down the main straight Onto the start finish line Big braking Carry some good speed in Brutal hit the limit and second gear First gear for the contain Onto the back straight. There's quite a bit of curve here Same thing here. We do want to stay completely on the left The air pin carry too much speed in got a poor exit here Too much go on inside