And welcome to this, I think it will be very amazing and interesting session about the Matwares. And everybody will hear a lot about Matwares, but somebody will think, what's the interest in Matwares? It's like a very strange concept. So I think today's conversation will be very meaningful for everyone of us. As we know that we have already gone through three industry revolutions. And since 1990s, the continuous emergency of tech innovation has greatly improved the efficiency of global manufacturing and global trade. So everyone today will talk about what will be the next generation of the tech innovation. So I think today's three speakers will give us many examples for today's discussion. I will introduce today's session rules today. I hope that everyone here don't forget to use the hashtag, oh, what's the hashtag, I'm sorry. The WEF23, when you are sharing your social media, okay, and we will have two parts of this session. The first part, I will have a conversation with three outstanding speakers. And the last 10 minutes, I will give you the free Q&A time. And if you have any questions, you can handle up and we can talk more. So I can't wait to introduce our three outstanding speakers here. And the first, Mr. Professor Lee, he is from Maryland University and he is Clark Distinguished Professor and the industry AI Center Director. And Dr. Wang Rui in the middle of our seats, she is senior vice president and chair of Intel China, responsible for leading and Intel China business and teams at Intel Corporation. And Ms. Rui joined Intel in 1994 and has reached experience in leadership roles during tech innovation and industry cooperation. And she is also very outstanding female entrepreneur, I feel very respect. And Mr. Ma, he is the founder and CEO of DZ Trim and he graduated from Tsinghua University and specialized in industry 4.0. So welcome our three outstanding speakers today and let's begin our conversation. So the first question today, I want to talk about the concept of industry matters. We had many concepts this year, like industry digitalization, like digital trees, many, many concepts. So what is the industry matters? So can you explain from your own angles to tell us what is the industry matters? We come from our professor Lee. Okay. Well, if we look at the trends of our industry, right, we call the automation period, of course as a mechanization at first, automation, what's automation purpose? To do things humans don't want to do or they don't do well. Then intelligent system, control, feedback, to do things humans cannot do. For example, I want to inspect 100 holes in one second. You cannot do it. You blink your eyes and have a second pass. Intelligent systems do things humans cannot do. What is a digital system, one sentence? How to use data to make decisions, right, the three? So when you look at that, okay, USB, when we look at a cyber physical system early years, right, cyber physical system. So you design engineering system from a physics system and cyber system. So you integrate all the interconnect system into a cyber physical world. So you can model them, you can predict them. You can communicate and you can control, right, that's what it is. Now digital twin, when you have a machine to machine, how to create a digital model so the model can continue to interact with itself, like a jet engine, flying air. After 40 years, engine retire, but the model keep growing. That become a knowledge, right, that's what digital twin is, long term. Few services, life cycle. Now what is, I mean, we know the industrial metaverse, metaverse, meta is a model of a model, supermodel, right, verse, universe. But the way, sometimes people don't understand what that means. So I use another way to describe, verse could be explained like, of course, I'm not saying English, I'm saying it's a virtually engaged recognition and socially exciting, that's verse. Why is that, because it's human in there, right? So human interact with the system, virtual system could be AR, VR, but eventually you interact, you learn, but it's socially exciting. Large language model is only one piece from the language side. Large knowledge model is another piece, right? And another one is, I think there's two integrated together, and that will give a fast learning and the better precision about knowledge engineering, yeah. Yeah, okay, professor, you mentioned many about digital twin, but we had many concepts like industry, internet, industry digitalization, and now industry metaverse. So what's the difference of these different concepts? And I think Dr. Ray, Dr. Wang Ray will have many examples for us. Well, I mean, metaverse has been a pretty hot topic of discussion. Until like a few months ago, chat GPT became the harder topic, right? To me, these are, actually, industrial metaverse is really, I call it digitalization on steroids, okay? And I think one of its main characteristics is really the convergence. The convergence of virtual and reality, the convergence of machine and mind, human, right? And the convergence of digital economy and the physical economy. When those converge together, the application of the meta world, meaning the not so real world and the real world application, finds this perfect marriage of how we can solve problems in the meta world. And that is impacting the real world. Like Professor Li just eluded to. And what's the feature of these? And there's a couple of things. One, I think it's a fusion of technology. It's not one technology. When we talk about metaverse application, especially if you talk about industrial application, you will combine AI. You will combine AR, VR, you will combine 5G, digital twin. All of these methodologies and technologies together to have a meta or a imaginary twinning or imaging of the real world. And you solve the real world problem when it's hard to solve physically all locations in this meta universe. And then apply those solutions to the real world. And it's much faster, more efficient, and in many cases much safer to do, right? The second characteristic or the feature, I think it's really the fundamental compute platform. This metaverse application live off. And if people talk about AI, we talk about AI for what, 50 years? Why is it more than 50 years, right?  Why is it this time it becomes so much more real? It's because over all these tens and years and years of our effort, the compute capability becomes substantially better and it can sustain the kind of imaginary innovation that human has put in, used to be in science fiction. Because of that computing power that we can carry out so much more, all the imaginary AI applications, all the metaverse, the mirroring the reality with a matter representation becomes supportable. And this includes the compute platform, the network connectivity, the sensing, right, the AI application, and the cloud to edge infrastructure. And this five is what we're at Intel. We call it five super technology power. And so when all of these come together, now you have a metaverse application that can really serve a lot of our human needs and industrial needs. And we'll have, I believe we'll have a chance to give examples, but I can give you many, they will say, it's hard to give examples. I said, no, it's really not hard. For example, Intel working with Gilly, this is the car company.  We perform 12,000 virtual collision testing and 170k miles of road driving tests. And physically this will not be possible. But through the intelligent platform, we work with Microsoft also. We build that platform so it enables all these virtual testing that reflects the real car. And so every car goes out of the door. Combining that with the physical testing. Now you know how we ensure the quality of every car getting out of the factory. It's much, much more solid than before, right? On which human life is at stake. Olympic Games. You guys, those in China last year, we had the Winter Olympic Games here. The game was held with three years, nobody can come into China. And it's a huge venue of multiple sides of compete. And with the Olympic control center, with the media center, with the village, the athletes live in. And how do you even set up this environment? And make sure when Olympic torch starts, there's no operational failure. What do we do? We digitized, we made a digital twinning of all the stadiums, all the venues. And so the entire Olympic organization in China and in the world can come into that meta world and go do the setups, do the rehearsals. Making sure the giant slalom is running smoothly. The end goes tweeting. And all of this is done in a twinning environment. And that's industrial metaverse, right? Power grid delivery. Today, electric power becomes more and more important part of our industry. The substation of power supply is responsible for generating, transforming, transmitting the power and making sure the power grid does not have failures. Usually these are legacy platforms and they are huge and human intensive. Sometimes it's even dangerous for people to go in and fix the physical network. What do we do? We put huge computing power in there, reduce, consolidated all the workload, and use again the twinning, the metaverse, the virtual reality to really simulate the power distribution and failures and temperature sensing. And if we sense somewhere has a failure in the meta world, it will flag, say, in this location, in this substation, there is a failure there and what's the reason. And you will still have to deploy engineers to fix it, but now the engineer with the goggle on his head, he knows exactly where it is. He didn't need to physically go debug the power system with a lot of physical danger. And he can go there and his vision will tell him, the reason this thing failed is because this overheated and you're going to replace this valve and you'll fix the problem. Imagine this kind of application as we have more and more capability and it keeps evolving, right? And so our world, just like Professor said, things that human cannot do should not do or does not perform well, let's leave it to the virtual world and let us drive that virtual world with the right software, right optimization, make it more intelligent to help us solve real world problem. That's metaverse. Thank you. Dr. Wang Wei talks a lot about their insight and their examples from Intel. And I remember two key points. One is metaverse is not a single technology. It's mixed. It's like AR, VR and AI. And also the second is they will need much more and more computing power. So I think it's very expensive. Yeah. OK, from Dr. Wang Wei's side, she talked about their Intel platform and how about Mr. Ma? I know that you are doing software, right? So as your side, what do you think about the industry metaverse? Well, I think industry metaverse is kind of, I think it's a new definition and a new diagram of technology. From my perspective, we can call it next generation of so-called internet, so-called thing of digitalized platform. It does contain a lot of different technologies. For example, AI, blockchain, 3D engine, and immersive interactive hardware, and the GPU, and a lot of new technologies. Yeah, so for industry metaverse, I think back to the host's question, that we have a very good base, and we have a good existing system right now for the factory, for example, MES, ERP, and IoT system, and PLC system. So based on all of this, and also 5G, based on all of this, we can connect them together. And we can talk to each other with a different system. And upon that, we can make the data useful and usable. And we can make them to reach the person we call it. We let the right data to reach the right person at the right time with the right way. So I think, basically, industry metaverse is to make data and make existing technology more useful and more immersive and more friendly and less stressful to everyone, to not only the expert in the company, but also to every operator, every worker in the company. Everyone can use software, and everyone can use data to make their own right decision. So I think the purpose of industry metaverse is to make physical work and make the factory run more efficiently and more close to the customer. OK, thank you, Ms. Ma. And at the very beginning, I introduced three outstanding speakers, but I forgot to introduce myself. So I'm He Zhenzhao, and I'm from TMT Post Media Group. And we are based in Beijing, and we are a technology and financial business media group. And we also have Office and the English version based in New York. So after this event, you can also download TMT Post's APP, like a Chinese name, Time80. Time80's application, and you can also see all their events report about these summer hours. And so as a media people, everyone knows that the media like to talk about the problem. So I also want to talk more about the problems of their matters in history and in future. So I will give their questions to three speakers. What do you think the problems now is a very urgent time of using their matters, especially the industry matters? So what's the main problems, do you think, from professionally? I mean, technology itself cannot solve a problem. First, we have defined the purpose. In our previous session, I talked about clear. We are in a problem-rich environment. We are. Doesn't matter if you are in manufacturing or you're in service business. Always problem, problem, problems. But you run a business for the purpose. The customer is what your purpose is. And the worry-free service is your purpose. So the process is the technology where it should be. So purpose is very important. Problems are always there. But the process is how the metaverse should be growing. So one of the things that we look at the future, we say, OK, you have AR, VR. Yes, but there's a tool, a glass. You can see what you don't see. That's great. But what are you going to do? So the three things are going to happen. Number one, how do we select the right data? Generate data fast enough. I call it connection phase. I have all the sensors. Yeah, but only generate data useful. For example, and you have semiconductor. There's so many different recipes. But those are critical steps. Those are very important. Or you have a manufacturing system. The critical quality relevance, which parameter? So you have to know those. You don't want to collect all the data. To me, that's a waste of time. So I sometimes hear people say, internet connect everything. No, not really. Internet connect to the right things. That's important. So data generation. Second thing is model generation, fast enough. If you look at it most recently, the NVIDIA announced the neuroangelo. You see the iPhone scan object, quickly modeled. And the cloud AI will support that, a platform. No longer you have to buy your own GPUs. How do you build a model fast enough? So that's very, very important. Use a low cost way, but the platform driven. So data center will become a computer. Eventually will be powered AI. The third thing is make decision faster. What I mean? You can make a virtual decision, try, and virtual fail. That's very important. When you have a virtual fail, then you can make decision faster. The reason we don't make decision because we are afraid to fail. That's why delay your decision. But if you can make a decision, virtual fail fast, then you can make decision better. I think three things you got. So AR, VR, it's just a tool. They're not a purpose. Data model decision. The three things if you integrate well, that's a purpose. Good. So it's the difference between tools and the future. It's different. Yeah, but you have to integrate those tools into the right process. Cannot be fragmented. You cannot be trying error. Just like in the kitchen, you have each tool, you can cook different things. But the purpose, for example, I want to eat steamfish, steamer. I want to fry fish, fire. So customers ask for something first. Then chef cook the way they want to eat. So the tool is based on purpose. The tool itself cannot generate anything. Microwave sit there. So I think it's important to connect tool to purpose. OK.  Well, I think the problem of being solved today are continuously to be problems that we need to solve in the future, too. And so because like Professor Lee said, it's about the right data at the right time. How do we find the right solution fast? All of these will continue to evolve. And as we gain the capability of solving one thing fast, I'm sure the demand will be solving it faster. Because as the capability increases, we need to solve more complex problems. And so I think the fundamental challenge, again, is a collective innovation. I talked about the fusion of different technologies that's needed to make this solve real world problem. And so it also takes collaborative innovation, meaning at the hardware level, at the platform level, at the software optimization level, how do we democratize this whole process and every entire industry can contribute? How do we generate heterogeneous infrastructure so that you don't need to say, if solve this problem, I need this infrastructure. And if I need to do AI, I need that infrastructure. How do we platformize it so that your platform can support these computations and AI innovations in the same platform?  And so these are from hardware, software, to application layer. How do we collectively drive that moving forward? Now, one company, not even at the scale of Intel, we can do it alone. We need this community and the ecosystem to work together. And it also demands an open system, because if everybody doing their own closed system, we'll never get there, right? And so we need to build it on an open ecosystem that everybody can add to it and we drive those innovations. I think that's one of the big challenges moving forward. How do we get innovation to get to where professor says, we can solve the problem fast, make the decision fast, get the right data and make the right judgment? I think the second big challenge for our industry is also about talent, right? As the world changes, when we went to college, I'm a EE major, I also studied philosophy, but we have pretty strict meet and come way, lies the way for us and fundamental things we study. But today, what do we teach our students at university so that can come out and really face the challenge of the new world, including the matterwise, right? What skills they need? How do we make sure both at the research level we continue to cultivate the best talent, but at the application layer, we have the workers that can operate in this world, right? Those education also becomes hugely important. Our next generation will live a life maybe 70% in the metal world, only 20% in reality, right? But how do we get people trained to push those technology forward? I think that's another big challenge. There are many more, but those are just two examples. Yeah, very good. I think it's a very good point that it's not only the problem of their mentors, it's also the problem of the whole industry system, right? Okay, so if Ms. Ma, do you think it will be the opportunity for their big company like Intel because it's very complicated technology? So why do you choose such an area to launch your own company? To do their startup is maybe not a very good choice for, I think, the young people? Yeah, it's a good question. So I think every technology, especially MetaVis or DigitalTrain and AI, I think that should come from startup because startup is very flexible and very quick. Stop company can try everything they think right, but which big company like Intel, they make decision very carefully and it's a big decision. But for startup, they can try every single opportunity to verify whether it's right in terms of technology and in terms of market driven and customer needs. So I think definitely this MetaVis and DigitalTrain is a very good opportunity for startups. So we choose it as my own company and now we provide this technology, this software, this service to, from my thinking, I provide this product firstly to Fortune 500 company because I think they have very good base of, as I said, data and IT system and talent and everything organized very well. So I think they prepare very well for this new technology. So I provide, you know, product, existing product and I call, you know, innovate together with them to try to together with them to find the way this technology can go to customer. Yeah, I think the second wave of this technology must be coming to the SME company which are suppliers and supply chain downstream and upstream of giant company because they set up this standard and they set up this digitalization requirement to their suppliers so we can go along with them to the SME company. I think that's the way. Okay, thank you Ms. Ma and there's another question related is that how to prepare and teach your employees, especially for the big company like Intel's, how to teach all their employees to maybe to know their metals, to know how to use their digitalization. I think it's very difficult and but it's important in future I think because people is the most important thing not owning technology. Totally agree. I'd like to say we start with sand, everything else is value add by people. I thought that's a really good quote of one of our founders. I think there's two aspect, one is within the company, how do we continue to grow our employee our technical competency as the universe is shifting so rapidly. I think that's really a general, not just a matter world, anything, right?  So it's a fundamental gene of continued learning and continued keeping up with the new technology. And as a company, we're always number one, we have all kinds of trainings. Our employees, 87% of our 130,000 employees are technical and they come from technical background. We provide many rotations, studying training opportunities, but fundamentally it's promoting that learning attitude, right? It's when you need to solve a new problem, what skill do you need? It's not in the past, it's in what you study, what you learn and what you go invent. It's no different than if I'm a PhD student under Professor Lee doing research, who is gonna teach me other than the fundamentals? The biggest teacher is ourselves, but in a big company, if you promote that kind of culture, then your employee basically are encouraged to continue to learning. And by the way, you are measured by it too. How innovative you are when you scale your gaining, right? So that's within the company. I think I talked about just human resources in general in the ecosystem. We're also investing in education very, very deeply. I think we're also now realizing the challenges started to really investing in vocational skills, meaning you don't just need top scientists, you also need the future worker. They have to be AI trained, they have to be matter aware, right? And how do we help the local government collectively to drive those kind of education and training? In China, if you guys don't know, right? The new China educational system gets to not everybody is guaranteed to go to high school. From there, they started branching out on vocational schools. And we think that's also a great opportunity to train technology aware, occasional education so that the workers of the future can really be, they have a job, not only they have one, they're in high demand because the work has changed, right? And so I think from a human resource standpoint, we both have to be doing it in our company and helping the ecosystem. If I may add this, right? Because I work with the industry a lot. My former, I was five chairman of FastCom before, so we use a 4P approach, P. First P, called principle-based. You have the principle, right? Doesn't matter as a calculator or whatever. Data science, you have to understand what data science is. AI is basic stuff. What you can learn by yourself, I can give you a module, that's very important. Second thing is very important, it's called practice-based. We will collect a set of data, the baseline data, internally the company, so Intel have their own data. You can train your engineers. I use data, use a tool, you do repeat. You repeat, repeat. Many people repeat, so you can compare. The third, project-based. You take the tool you learn, go back to your team, formulate your own problems, right? You take the tool, formulate your own problems. Eventually, professional-based.  Principle, practices, project, and professional. They're like six sigma, yeah. But that's in my book, industrial AI book. I got a version. So anyways, I think it's important. It's not just to understand the talent side, but also the system to nurture, to cultivate the skills, that's all I'm going to get. Good, so because of the time limit, I will give you the last question about the future. So from Professor Lee's Academy of Angkor and from Dr. Wang Ray's industry, and also the platform, Angkor, and also for Mr. Ma's. Maybe you are doing the application, like from the applications angle, and can you talk more about how do you think the future of the metals, about the industry metals, and also can give us some cases. I think it'll be very useful for startups to choose how to make their own company, and also for those, I think it's not only the opportunity for the big companies like Intel. So from Mr. Ma. Well, I mean, if you look industry them, they take the whole process of business, right? So you have a design, you have manufacturing processes, then you have a worker suppliers, eventually you have to provide customer service or maintenance training. So there are many spaces, right? I think that maintenance is a big field. Maintenance could be jet engine, could be anything, data center could be anything. So maintenance always has been experience-based. In the future, it's going to be evidence-based. So basically you have a metaverse support that evidence-based system, not trying error, systematic, precision maintenance is what you want, speed, precision, right, and preventive. So then you have a manufacturing, it's all the manufacturing problems, right? But you cannot do traditional trying error again. It's called, you have a transparency, traceability, right? That's what metaverse is supposed to be, predictability. And the design space, collaborations, right? Speed up a possibility without the possibilities. So eventually from design, manufacturing, from maintenance, they all have a very important, of course, most fundamentally training. How do you mean for training, right? That's very important. So I mean, just typically all business doesn't matter your medical company, your semiconductor company, aerospace company, same process, yeah. Because of the time limit we have everyone, one minute to conclude what will be the future in your side, yeah. Future is very bright. How's that? There's infinite amount of problems to solve, whether in professors listed, manufacturing, error detection, specifically to anything. Again, go back to think about what problem is tedious and hard for human to solve. How do we train machine to do that? How do we use the metaverse to do that? How do we use virtual reality to replace what it's hard for us to do and free us up to do the next generation innovation? So it's plentiful. Okay. Yeah, so I can describe this in three, eight. Four P and three A. Okay, one A is any one, another A is anywhere and the third is anytime. I think it's the future because anyone, meaning that everyone, even a school boy, they can use AR or VR device to interact with software and can enter metaverse, even industry metaverse. This is everyone, another is anytime, meaning that it's just like a smartphone. We can enter our industry, society system anywhere, anytime, even during the nighttime because metaverse is not physical one. We don't need to care about the light and the sound rise or sunset. So I think anyone, anytime, anywhere, we can enter a digital world and which is shared the verse together with physical and digital world. Okay, thank you. Three A, I remember it.  I will hand it over to you. Okay, goodbye, gentlemen. Okay, good afternoon, everybody. I am Oscar Antonio, representing Global Shapers, Luanda Hub, Angola. So every good technology also comes with some challenges and the more we're spending time using those technologies like social media, for example, we've been seeing some consequences, especially for young people. So I would like to ask about the implications. What could be those and how are you expecting to address the emotional and mental health implications of metaverse, either for young people or for employees? Thank you very much. I think this question, for Fresenny. Yeah, well, we can answer quickly, and then Intel and the other can answer. Well, first for employee, right, is you, when you say empowerment, what does that mean, empowerment? They have to make them excited, right? So you provide a tool for them to say, hey, we're helping you to augment your productivity, not to monitor you. The human being is a fear, right? When you feel, oh, what do you want me to do? So I think it's a more, the baseline is important. We show the baseline where we are, till the objective, the bottom line, where to be. So I give the tool to you so you can improve that productivity, right? So the small success, give them confidence. Rather say, I'm just using this whole thing. Probably say why, right? I think the evidence-based is very important. Small things, first. Small success, build a good confidence. I think that's very important. I think it's actually a really good question because I didn't tell, well, we'd say we want to drive technology for good, but not always that happens, right? And in the sense, we have very little control of how the universe uses the technology we create, any technology, right? And particularly in what we're talking about really is about, I used to say, if a family has a kid, they were forbidden ever to play any video games.  The forbidden fruit is so strong. Instead of forbidden something that human nature wants us to discover, and it's in a way also addictive, how do we create a good experience? How do we direct them into the better spaces, right? And we always have this kind of conflict, but there is always room if we put consciousness into it and if we set the right standard, the policies, all of that has to follow. Whenever there are explosive technology growth, it has to follow with regulatory rules and with consistent social consciousness that we promote, right? And so again, it goes back to, it doesn't take just one company or one person, it takes the whole community. It truly takes the world as a village to how do we evolve into, we use the technology, these superpowers for good. But there is no guarantee, unfortunately, right? And so, but we can always do our part. Yeah, I have a point to add on to guests that we need to learn, we need to try to learn the new technology instead of avoiding of them. So for example, that AIGC right now is very hot and for our company, we have some AIGC's customer in the school because they are afraid of replacing, be replaced by AIGC because they are designers, students. But the things that they need to learn how to use AIGC to do the future work instead of afraid of replacing or replaced by them. So the thing is that we just need to learn and to fix it, that's a fact, yeah. So the time limit, we have last question, okay? This late. Okay, thank you so much for sharing the very impressive information. My name's Jin Shen, I'm from China. I also graduated from the University, so we are from the same university. I represent global shippers from the World Economic Forum. My questions were very quick. So we're talking about this combination of a different technology in industrial metaverse. So there's a one principle is talking about it's data security. So we are using artificial intelligence or data science. Data security is a very important part of it. So I wanna maybe, could you guys please share a little bit about what we can do in the future and any way we can take to protect data security in it, no matter like in industrial metaverse or industrial digitalization. Thank you. Okay, I think this question is very... So maybe I can start with, because I'm not, okay. So I think data transparency and the security is very important. One point is that I think for technology point of view, we are trying to implement blockchain technology to do this. And another thing is that we try to propose the government to make some policy regulation about the data production and also data trade policy. So that's what I want to say. Thank you. And yeah, clearly there is policy. There's also technology. So Intel is very big on security. So we built really hardware security features into our system. So that makes it reliable and transparent and secure. Secure meaning that when you don't want to expose your data, how can we enclave it so that it doesn't get exposed, right? So there's technology solution, but it has to coupled with the policy and has to coupled with the overall global standard, right? So it's a complex problem, but we need to be very conscious about it from everything we do. How do we make it secure, right? Okay, anything to add, Mr. Lee? Well, this is the long term. Yeah. So nobody has a solution short term, but the most important thing is the understand the constraints, right? Address, continuous improvement. There's no one time solution. Yep. You gotta have a continuous improvement, right? Okay, that's great. I think it's a very interesting topic and interesting conversation. And they're interesting speakers and also interesting our questions from China's friend, Angra's friend. Thank you so much. Thanks again for your coming. Okay, thank you very much. Thank you.


With forward pay from Appalachian Wireless, you'll avoid contracts and credit checks while taking advantage of some awesome perks like unlimited talk text and three gigs of data for just $44.99 or with five gigs for a mere $59.99. Forward pay, that's today's Appalachian Wireless. The Kentucky Valley Educational Cooperative hosted its third annual Appalachian Renaissance Initiative Promising Practices Summit today in Pikeville. Teachers and leaders from 17 Eastern Kentucky districts traveled to the East Kentucky Expo Center to present a promise of practice that they will implement in their classroom throughout the year. Over 300 teachers apply annually for the KVAC Race to the Top Grant and 101 Received Funding. Those who were awarded the grant present their problem, how their practice will fix the problem and if it worked or not during today's summit. Other educators come to listen to these presentations to learn what they can and hopefully be able to implement some of those practices in their classroom. Students were also able to participate in the ARI Summit. Since I'm on Student Senate I am in a way running it so I help facilitate and I also introduce some speakers on the stage earlier and since I'm also here for the hackathon then I'm answering questions about that and just trying to spread what an impact has had on me. And we're also here to make connections to help like make our product that we created during the hackathon a real thing. Organizers say the summit was a great way to network and make connections with other educators throughout the region. It's a wonderful thing to see the teachers have that collaboration and to share ideas even at lunch. The relationships that are building from this. The summit was streamed live throughout the day on theholler.org. Reporting in Pikeville for EKB News, I'm Shelby Steele.


Well thank you, thanks to all of you that have joined us for today's episode. I'm really excited to get us started. So just as we start every episode of the non-profit show, we like to extend our deepest gratitude and appreciation to our sponsors.  So many of them, Julia, I believe, as I'm looking at these have been with us for about a year now. So we're so grateful, appreciative. These companies, these sponsors, they are here to support you to lift and elevate your causes across the nation. But if you take a look, one might look a little bit more familiar to you today. Mission Met joins us and I'm thrilled to have Eric Ryan on today's show. So we're going to talk a little bit more with Eric here shortly. Julia Patrick joins us as she does every episode. Julia is the CEO of the American Non-profit Academy and I'm Jared Ransom, so proud to serve alongside you Julia. I'm also a CEO of the Raven Group, also known as the Non-profit Nerd. So now it's time for me to reintroduce because Eric, you've been on our show before and we are so grateful also to have Mission Met as a sponsor. But you're talking to us again today about strategic planning. And I believe, as we said, there was another episode on this. And so we're going to dive a little bit deeper today. So welcome back. Thank you. I always get freaked out when I see that photo now because I've got my beard going. Partially COVID, partially campy, but it's staying. So great to see you. Love working with you guys. This is going to be fun. Thank you. Well, you know, we, this is the second of a series and we don't often do a serialized kind of programming, but we were so taken aback when we first met you now almost a year ago with your whole theory about strategic planning on so many levels. And when we continue to talk to you, we were always just like, wow. And one of the things that you said to us was there are strategic planning killers. There's things that just, you know, you hit a wall. And so we thought, let's go ahead and drill down a little bit. So for those of you watching live or watching the archive, you will know that this is the second of a series and you can jump in or jump out. You can find those archives on Roku, Amazon Fire TV, our Vimeo channel, our site with the American Nonprofit Academy, as well as the nonprofitshow.com. And then Mission Met also has these on their site. So I encourage you, if you've missed Killers 1 or 2 to join us. But Killer Number 3, I think this is like Killer Number 1 for me, Eric. Well, what is it? Plans often are unnecessarily way too long and complex. You tell me more, Julie, like problem number one for you. Well, you know why I think that this is why this resonated with me, Eric, is that I've been through so many of these. It was where I've been sitting there around the table, gone to the hotel, gone to the office room, whatever. And it's such an easy way to check out mentally.  Not to mention the snacks they have, which are usually high sugar. Yeah, exactly. And you're kind of trying to get everybody off their technology. And it just seems like then I think the reality of it is, Eric, that these complex things go into a book or a planning document and they literally collect dust in somebody's office. Right. And that's why we have it highlighted here is the third item. As you know from either the last show or our conversations we've had that at Mission Met, we are especially focused on those organizations that are fairly small. So two or three million and under, we work with larger organizations. But a lot of our ideas in these Killers are for those organizations that don't have the good capacity developed around their strategic planning process. And what happens sometimes, my best slash worst story around this is, it was 2009, so it was 12 years ago now. It's crazy, 12 years ago. And I came across a 40 page strategic, 41 page strategic plan. It varies. Sometimes it's 42, but it's between 40 and 42 pages. It's long for this organization. Drop dead gorgeous plan, spiral bound, beautiful photos, really important mission for this organization. But this 42 page strategic plan, I think had 11 different strategic sections, had 70 people on the back of appendices that were engaged in the process. And this is for a $25,000 organization with one very, very part time staff member. And what's the tragedy of this? What's that? I was saying, and this executive director is overworked, overstressed, I didn't know. No, the tragedy of this is that they have an incredibly important mission. And I've tracked that organization over time, and they haven't gone anywhere. And I think part of that is as the organization was just completely overwhelmed. I'm sure they did bits and pieces of that, but it was just, it was entirely overkill for this particular organization. And so to your point, Jared, like, you know, the leaders of our organizations are busy. They care passionately. They want to make the world a better place in the particular way that they're working. And a strategic plan when it's that large and that cumbersome created in partnership with consultants like us, or facilitators that are very well-meaning and board members that are very well-meaning. Sometimes they bring models that are entirely out of whack with the reality of running an organization that has, you know, an overwhelmed staff and so on. So it's a killer. And if you have that overwhelming plan, you're not going to want it. It feels crappy, frankly, to pause and reflect because every time you sit down and look at it, it's just, it's demoralizing.  And it can hurt your leadership. It can hurt the board's leadership because you dragged everybody through this process and now nothing's happening. And you just wasted, you know, a lot of money and time. So it's a killer. You feel defeated. I was going to say, I wonder how much of that era comes from maybe an outside consultant that wants this pretty polished, finalized, you know, bound document to say, look what I did. And I don't know that that's really doing the organization justice. Right. Right. And in this case, that particular case, the process was led by a couple of consultants that I suspect are very good. And their core clients, hell, were municipalities, were, you know, big, were cities. And so in a city, I mean, I've been involved in one of those processes, we're interviewing hundreds of people, and we're engaged for a long period. I mean, and you need that approach when you're really trying to get the input of the citizenry around some sort of planning process like that. But just like there's the New York Yankees, there's also the kids baseball team that I coach. They're both strategic planning. They're both baseball, but they're entirely different games. And the game of strategic planning you want for your organization, you want to have the right fit. You know, I love that you use the word model. Because I think that's, if you, if you think about this as opposed to complaining that the plan is too long and too complex, understanding that there are different ways to do this and what is going to work for that size of your organization. Right. Because we hear strategic planning, and I think we all just think, oh, it's, it's pretty much all the same. And if you are a $50 million organization or you're $50,000, you're going out the same way.  Let me just be clear on his baseball team, but he's still out there playing baseball. And it's perfect. It's exactly what it should be. So the strategic planning that you want to do for your organization ideally is the right fit. And, you know, I have a colleague slash friend of mine, and there's an article on our website, on our blog about it. He said, he called us the best strategic plan ever. He, what he was referring to, he wrote an article about it. And actually on, if toward the end here, when we, when we give people the link, the article is referenced on our website. So people will be able to get access to that. But he said it's called one of the best strategic plans ever. And it was for a $10 million association, a trade association that was really well thought of by their members. They get high marks. Everybody thinks they're doing great and everything. And he says their strategic plan was two pages, $10 million organization. He said on the first page, he says, this organization said here are the three basic things we're going to do over the course of this next year. Here's, who's going to do it? Here's our due dates and everything. And you flip the page over and it says, if we get that stuff done, then we're going to do this stuff on page two. Love it. It's a little easier, quite frankly. I mean, it doesn't, I have a slightly more sophisticated version of a plan and we'll talk about that here in a few moments. But it's, but the concept's the same. Simple, practical, useful. And, you know, many consultants all around are, have been zeroing in on, on plans that are much more tactical, practical, because the world's changing so fast. And so you need something simple that your, your team that has a lot on their plate can really, you know, use. And you want this to be useful. So in any event, that was for a $10 million nonprofit. And he's, he's really well thought of as an association executive. He says, this, this thing works beautifully. And we, we get a ton done. So in any event, this, this concept of, of, of plans that, you know, when I was, when I was first getting involved in the nonprofit space or the planning space, you know, over a couple of decades ago, I came across a colleague and he told me about their 50 year plan at IBM that they had created back in the early 70s. And that's 50 year old model. It's gone. You know, 50. Yeah. So anyhow. Wow. Yeah. It's a killer. People, people need to really reassess and try to figure out what's the right size and level of complexity they need in their plan. And so part of that for your solution, you're saying get a two section, one page plan. And I love what you're saying because I think if we've learned anything in this last 12 months, we've learned that we do have to be more nimble. And we do have to look forward. We have to plan out. But the reality is, and Jared and I have said this so often, no last year, we saw two responses. We saw people that were like, hit the pause, we'll come back when this is all over. Right. And then the others were like, hell no, we're leaning in and we're figuring out what we need to do. Right. Big difference. Absolutely. Absolutely. And, and, and what you just said relates back to our first video, our first in the series, because we said a killer was when people view strategic planning as an event. Right. And instead you need to view strategic planning as an ongoing process. That second example you just gave, Julie, was an organization says, we're planning, we're figuring, we're measuring your track and we've got this muscle. This is how we operate. It's not just a once every three year event, whatever. And those are the ones that I've seen succeed. Go get through this. They were planning and revising and everything. And that's what we all really want. Now on the screen, you know, you've got this slide here about this one section, two section one page plan. I'll just give you a highlight of what that model is. And again, at the end, you can go to our website and get the actual model and so on. But our two sections, section one, we call our compass and section two, we call our actions. Really, really simple model. Section one, our compass. As a compass would it gives you direction. It's relatively unchanging. It helps you with your true north. What lives in the compass in that section one of your plan, mission statement, pretty much always. Vision statement can, if you have a vision statement, I think of mission and vision as being, you know, they work together anyhow, the mission statement vision, you could have values, you could have some key metrics that say there's three or four key metrics that are relatively unchanging from year to year that you want to measure. That's the type of thing that could live in there. And any of it, the compass is something that's relatively unchanging. Section one of your plan that gives you long term direction. As a compass does the action section, our actions are where your goals live. Now, in our particular model, we have that section broken up into what we call focus areas like fund development, board development programs, staffing, whatever you have of those particular areas. And then within each of those areas, those focus areas, you have goals. And then you can further break that down into action items. I'm kind of getting into the weeds, but the point is in this section to our actions is a very practical term. It's not very, you know, Jared and I, we can't talk consulting ease with these folks, you know, with people like it's just their actions. And it's great. This is what we're doing to take us in the direction of where our compass is pointing, we should go. And so those two sections of the plan really work nicely together. And it's really easy to understand and communicate to your team. Ideally, you get it focused to where you could land on a play page. Maybe it's two pages. Maybe you break the rule and you go to two pages, but it's not seven, it's not 40. You know, if you can get, if you can get that on a, on a couple of pages, great. And continue to refine that to, you know, more and more focused is, is awesome. Wow. And think about how when you go to meet with a funder or an investor, or you're going to cultivate new donors, new board members to have that document it's almost like a fancy brochure, if you will. I mean, I would say if you came to me with that information, I would think a lot more highly of your organization. Well, absolutely. And to, to the point that they made earlier about that one article that was written about the best strategic plan ever, not only do you have the compass and you have the action section within the actions, you have people responsible, you have due dates, etc. I mean, we can get into the details of that, but it's living, breathing, those goals. We don't ask someone to take like a three-year plan and create three-year goals. We want them to have a long-term vision around their compass, you know, their compass section. And then shorter term, one-year goals, several months, that's where people, and then you review and revise that in the pursuit of that longer vision. And what we found over the years, Julie and Jared, is that model is a great fit. We're not doing this because we think it's cool. We're doing it because we've found that it works with our, the organizations we work with, you know, people come back to us over and over again because they know this actually is strategic. I mean, what's a strategic plan after all? We have an idea of where we want to go. We're here right now and we have a plan that bridges that gap between where we are and where we want to go. That's it. It's as simple as that. And that's what this document does. It takes you in that direction that you want to go in and you have goals and things laid out. And I've seen a lot over my 20 years of my career, Eric, and I will say by far, hands down, Mission Met has really simplified this for the greater impact, right? Like it's not just simplified and, oh, well, that was easy. It's simplified with the impact in mind of where is it that we're going and how do we use this, right? And so that's what I've enjoyed. And I, so yes, I am a user of Mission Met and absolutely love it. It has been so advantageous for me and my clients when I work with them on their strategic planning process. And you're referencing the software specifically? The software specifically, yes. And then the orb, I would really, I still want to get my hands on it. I've been playing with it here this whole time. So I put it back together again, you know, this little, and this was a something that was part of our, our first, it's kind of coming in and out, Eric. Yes. This little wooden model, and we did this in our first video, but this comes apart. So the idea here is this is a strategic planning orb as we now call it on the nonprofit show. I love it. This represents planning. Yeah, it's really hard the way it's coming in with the thing. There we go. This represents planning that represents execution and the ideas you wanted to work together. Work together. The first show, we go into that more depth. I'm glad to know that. Oh, I will never forget it. Talk to us about this other fourth killer, right? Not following through. And I love the image that Julie has put up for us here. Was I supposed to do that? Or are you supposed to do that? Who owns this? Right. Well, and not only another question you say, I didn't know we had to do that. I forgot. Right. So we did that. So there's a whole slew of these things. So the title of this is a little bit of a finger pointing, like not following through, like where you're not following through. And that's not really the, it's related to the topic here, but it's not really the intent. And in the nonprofit space, we care so much. We're so committed to making a difference. We're working long hours to try to support our organization and so on. And it can be that the strategies we've worked on and that we believe in, they start to sit by the side because we have other things that we feel like are more urgent or frankly, things that we'd rather work on. Let's say we've got a background in programs. And we want to keep working on that. And some of these strategic things that are more long term, they aren't as urgent, but they're super important. They fall through the cracks. And that's so normal. But that is a killer. We've never seen strategic planning work unless there was at least one and then the solution that I'll reference here in a moment or two, people that work together to ensure that the overall strategic planning process works effectively. And so this is the reality. And so from the very, very beginning of your strategic planning process, we want you to address this, which is to ideally select two people on your team that you will consider co-champions of not just creating the plan, but that will oversee and ensure that the plan over time is going to get executed. And the beauty of having two co-champions, I mean, think of this. Well, look at the two of you.  Because you need both of you. Day three, probably. Okay. Yeah, exactly. It's got to be both of you.  And it's a heck of a lot more fun. And you get more, you know, it's just so much better. It's a better model. And so for strategic planning, which is one of those things that can easily slip through the cracks, because you've got all these things going on, having a co-champion creates accountability. It's just like having an exercise, buddy. If Joe, if I'm getting together at 6am with Joe, and I don't show up for Joe at 6am, Joe is not happy. So I don't want Joe to be unhappy with me. So I better show up. And you, so you have that sort of mutual accountability. It's a lot more fun, et cetera. So a key tip, and this is such a basic one, but the length of the lever for this one, the length of impact of having a co-partner, a co-champion here is so valuable. We often think it should be the executive director, and oftentimes an administrative-oriented person, if you have that staffing available to you. An administrative person can sort of carry the bucket around the management of it, and the executive director is more of the leader. Sometimes we see board members and the executive director work together, not always, but in any event, it varies from organization to organization, but the constant benefit of having two people. From the beginning, from the very first day, Jared, you and I have the conversation with them, say, who's going to be able to co-lead this? Because if you can get that dialed in, all this other stuff becomes much more feasible. Right. And so are you thinking that it is, those co-champions are of the entire strategic plan, not just in terms of breaking it down? I mean, would you break it down further? Yeah, absolutely. Yeah, yeah, yeah. And in fact, sometimes we even work with maybe four or five people on the plan creation process, but those two people that are the co-champions are going to see it over the next several years, ideally. That's the fantasy, assuming that they would stay on for that period of time. To your point, though, Julia, once you start getting, yeah, those are two overall, we call them the overall co-champions. As you start to break down into section two of the plan that we referenced earlier, the action section, you could have champions of different sections of that, too. And we do, in fact, have champions of focus areas and champions of goals, which gives it even more muscle. But this particular item is referencing the overall piece that you, and you could have co-champions of goals and things, too, the smaller parts. But this is really referencing, we need a leader of the overall process that all of us on our team, our board, we know, you know, Julie and Jared are responsible for making sure that we at our organization are kicking butt on strategic planning. And I've just never seen it work without that. I've seen it work occasionally with one person because they're just really dialed in, but I've always seen it work much, much more effectively with two. Well, in that way, it really helps to make sure that the strategy is worked, right? And that it doesn't become a paperweight or it doesn't become something on the shelf or on your desktop. It's really something that is brought up in conversation. There's accountability. And so I do like that, that co-champion. Yeah. And then we'll talk more about that in the next video around how to make that even more real. I love it. I'm so impressed. You know, I think that sometimes Eric and you and I talked about this off-camera, but sometimes we can become so overly sophisticated that we make things so much more complicated than they need to be. And by virtue of doing that, then we lose buy-in because it's, to your very first point, it's overwhelming. Yeah. There's a famous quote called simplicity is the ultimate in sophistication. Simplicity is the ultimate in sophistication. And I think that's a Renaissance quote that then Steve Jobs used at Apple and so on. But in any event, it's, you know, when I first came across that, I said bingo. That's what we're after here. And simple is hard. What did Mark Twain say? He said that I would have written you a short letter, except I didn't have enough time. I was going to say, please tell me that other quote that you also reference because that's a good one. Yeah. Yeah. So it's hard, but that's what you want your team when you have all these different distractions. We're focused on these three priorities for this year. These are big lifts that don't get distracted. We can capture that on a stinking page or two. We don't need to do everything. You know, this is anyhow. Yeah. I love it. I love it. Well, it's been, it's always something that the time flies by when we are with you. Oh, I know. I could talk about this for hours. Yeah. Because it's so it just, it's such an important part, Eric. And I know I'm preaching to the choir here, but it's such an important part of the success of our nonprofits. And if you think that we have 1.8 million, you know, nonprofits registered in the U.S., we have about 11 million people that work, that work for a nonprofit that are getting paid. It's just devastating to think that they can't navigate things properly when they don't have the right tools or they don't even have the right framework. Right. So strategic planning, man. Yeah. And doing it right, like doing it the right fit.  I think that's where people get turned off is sometimes it's the wrong fit that gets presented to them. And that's not realistic for their organization. I love that. I think that's amazing. Well, Eric mentioned this in the beginning. If you go to missionmet.com and look for the nonprofit show, you'll see they've taken a whole page and dedicated it to this series. So you'll be able to rewatch these these episodes and share that with board members or team members and your staff. But you also have some great articles. You have some really interesting thought provoking approaches that to me, Eric, when I look at them, they're very achievable. You know, they're very I can like, oh, yeah, I can see this. Oh, yeah. Yeah. I mean, our whole mission is a business is to help make strategic planning easier and more effective for nonprofits, easier, more effective. You've done a great job. So if you haven't checked out these resources, do check out missionmet.com, their entire website and then backslash the nonprofit show. And you will find not only the series that we're talking to you about right now, but Eric was on as a previous guest in addition to this series. And that is up on the website as well. So that's something that you'll want to check out. Yeah, absolutely. Just amazing. Well, again, this just speaks to the heart of so many successful stories that we have in our country when it comes to the nonprofit sector. And part of that are all these supporting sponsors that really are behind us and who are the reason that we are here. So we want to definitely show our gratitude and express our overwhelming. I just think support is the only thing. And so we want to make sure that everybody here is recognized. Amazing, amazing information. Jared Ransom, the nonprofit nerd. I know you're using this system. Yes. And so that's really, that's really exciting. And I'm really appreciative to get your feedback on this as well. Without our missions and understanding our causes, we can't move forward. And I think what makes this country great, because we do have such a robust nonprofit sector. And so it's really exciting, Eric, that that you're part of that mission and going forward with that. Hey, another great episode. We're so excited that you could join us today. Check out Eric's amazing information on the Mission Met website. And we have you back for a third segment. We have two more strategic planning killers that you won't want to miss because it'll really give you even more of a picture of how you can navigate this very, very important aspect of leading and working with a nonprofit. Again, I'm Julia Patrick. I've been joined by the nonprofit nerd herself, Jared Ransom. And we want to leave you today as we do every day, reminding you to stay well so you can do well. Thanks so much, everybody. Thanks, Eric.


Welcome. Thank you for being here. My name is Eran Bibi, and I'm the co-founder of Firefly. Before that, I was the head of DevOps at Aqua Security. And I have a lot of experience with writing infrastructure as code, I think, from the last seven years. And I have few lessons learned that I would like to share with you. I only have 10 minutes, so I pinpoint those only to three lessons, focusing on security. So the first part we'll be talking about state file. State file in a nutshell for anyone that doesn't familiar is one of the components that involve infrastructure as code. So the state file being used in order to the compiler, for example, the Terraform or the Pulumi, to map the infrastructure into the actual state of the cloud. One of the pitfalls of state file that is contain a very sensitive data. So in most of the case, you are putting the state file in a remote location in order for the entire DevOps team or developer to work together on provisioning cloud resources. But you need to be alerted that if this state file be exposed or a third party have a scanning capability on the place that you are putting your state file, for example, an S3 bucket or some data store, the third party might be having your either access key to deploy stuff on your AWS environment or your database credential and in other cases, have the certificate. So a state file is something very sensitive. It's a clear text file format in a JSON. But you need to make sure nobody have an access or at least have the option to read that file beside the infrastructure as code compiler. The second lesson is about infrastructure drift. So drift is a state when the actual configuration on the cloud diverge from the stuff that you planned to be that's sitting on your source control. And this is something surprisingly very common. You are deploying infrastructure. Everything is aligned. Your code is basically reflect the stuff that you have on the cloud. But over time, because a lot of people have access to the cloud or a third party application have a permission to alter the cloud, you may find those differences. And in some of the cases, drift can be a security vulnerability. Let me show you an example. In the left side, we have a terrible manifest declaring a DNS record, a role for DNS record with a permission to list the DNS. However, over time, when I access the cloud console and I see what the actual configuration is, I can notice there is a slight change. It's only one line that said route 53 asterisks basically giving a full access to the specific role. So any service, any machine that have assigned to that specific role, if you look on the git, you think it's a read only access. But on the real life scenario, it's basically a full permission. The third lesson is about models. So models is a very easy way to use infrastructure as code. Instead of writing repeatedly the same lines over and over, you can basically grab something that is out there online on some registry on some public git repository and utilize it for your project. So the advantages of using models is huge. It's easy to use. It's out there. You can save a lot of development time because somebody else already written it. But it can be so, it can be malicious in some cases and also might include misconfiguration. This is an example of a Terraform model that exists on Terraform registry that basically giving cross-account access to the attacker. So the developer without the right tooling in place doesn't have the context that with those few IAM roles that this specific model is creating is also creating additional IAM role that giving cross-account to an attacker account. So it's very easy to make mistakes when taking something from online. If you are using model, you see only the line that having the import of the model, you don't see the content and you don't have the visibility or at least the typical developer that doesn't have the right tooling doesn't have the visibility to know that even if you're doing a small test and deploy it on a sandbox account, somebody else can take over this account and use it for malicious activity. To wrap everything up, few takeaways. For Statefile, make sure you are putting it in a safe place and have encryption in place that even if someone doesn't have access, is not able to read the file. Also, just verify if you already have a third-party application that's scanning your cloud, already have access to those Statefile and you should know that it's most probably that they have your AWS access keys and other type of sensitive data. For infrastructure drift, you have two options. Either monitor for drift, implement some drift detection tooling or to use something that will reconcile automatically the state of your Git into the cloud. This is a methodology more in the GitOps way. For the public model, just use one of those security scanning tools even for models and make sure nobody will have the option in your organization to utilize unauthorized model directly from the web. That's it. Hope you enjoyed the talk. You can find me later on outside and tomorrow in Firefly booth. Take care. Yeah. Thanks, Iran. This was really informative. I think we have time for maybe a question if anyone has any questions for Iran. Or maybe I have one question, right? So, you talk about this take-aways, right? So, do you see any automations, any tools that are already available to do that? Like, I see there are a lot of things scanning we can do on the static file. Yeah. So, yes, there is a few popular open source tooling for scanning infrastructure as code. You have TFSEC, you have check-off of Bridge Crew, and you also have tool that we wrote in Firefly called validIC.com and basically an online validator for your configuration. And it's very easy to implement using the CACD. I think you also need to make sure everybody is aware about this specific scenario of using model because sometimes a developer utilizing and not scanning because it's not going through the CACD, but you need only one time that you have some malicious configuration in your cloud in order to have the attacker option to access your AWS. So, it's very easy to bypass those scanning tools. Yeah. Thanks, Iran. Yeah. Bye-bye.


Yes, I'm Rob Lewis with Disabled American Veterans. We're so glad you're here with us today. And we are live from DAV National Headquarters in Erlanga, Kentucky. And I am joined today by none other than DAV's membership director, Doug Wells. Doug, how are you doing today? Great, Rob, how are you?  But before we get to the drawing, I'd like to talk a little bit more about Recruit a Warrior, how it works and what it needs and how it assists veterans to recruit their fellow veterans into becoming part of the greatest veteran service organization in the country. Doug, tell me a little bit about Recruit a Warrior. Absolutely. So we really tried to create another tool for our members to leverage when they're recruiting and to make it as convenient and safe as possible, especially in the age of pandemics, right? So all members need to do is go to DAV.org slash warrior and input their membership number. And it will generate a personalized recruitment link that they can share via email, text, social media, however they want, even from the comfort of their own home. And that link, if a member converts to joining DAV and becomes a paid member, they will get credit for that recruitment. So that includes all the cool things like DAV membership points that they can utilize to purchase DAV swag with and to also be included in great opportunities like the Recruit a Warrior channel. And so tell me, it's not just a link that they're going to get. Also, they can do things like generate a QR code that they can use on things like business cards. Is that right? Absolutely. Actually, we just sent out a memo today to our member leaders. And I encourage them to share it with all of the folks on their email mailing lists and to talk about it at their next chapter or department functions. But again, we're just really trying to simplify the recruitment process. So what they can do is they, and all the instructions are included in the memo as well as at DAV.org and the member resources page. Scroll all the way down to that page. It's the very last tile. And you can generate your link, incorporate it into your business card order, and the business card will then furthermore have your QR code, personalized recruitment QR code on there. So all folks need to do is pull out their mobile device, take a picture of the QR code, and it takes it right to your personalized DAV membership application. The rebirth of the QR code works for us too. That's great to hear. And you mentioned this cool vest, which I love. What are some other benefits? What are some other things that folks can do with things that the Recruit a Warrior points out? So you can go to give us a call here at the DAV store at National Headquarters. Just call the main number of headquarters and they can transfer you over to the store. You can also have a link. If you go to DAV.org, you can see the link for the DAV store. You can redeem your points for all kinds of cool swag, but not just apparel items, flags, other stuff that you might be interested in either enjoying for yourself or shooting with others. That sounds great. And everyone who has taken part in Recruit a Warrior who is a part of this amazing initiative, their name is in this canister right now. Is that correct? That's correct. So the terms of the challenge are for every new member you recruit utilizing your Recruit a Warrior link, you get your name entered once into the drawing. So if you recruited 10 new members, you got 10. 10. Copies of your names in this marital region. Oh, that's amazing. OK. And pulling back a little bit more globally, if we can, for just a second. It's not just about this great gear, this cool swag, as you said. It's not just about winning the drawing, which we love, and that's why we're here today. But it's $1,000. $1,000, right? Of course. It's more about, or it's just as much about at least this organization, about strengthening this organization, talking about recruiting. So yeah, we obviously were stronger together, right? And as our leaders in Washington, DC, go on Capitol Hill to advocate for not only the benefits that we already have to ensure that those are protected, but to acquire new benefits that may be needed. The PAC DECK is a prime example of that. GAV carried the guide on for the PAC DECK for years and led the way when it came to that. And that was all made possible by a strong membership base. So the stronger our membership base, one point, a little over one million members right now, we've got to keep that strong. So when our leaders in DC point to our constituency and say, this is what your folks want, our elected representatives stand up to us. It's gonna be in the text that accompanies this video, but tell me just so folks know, I want to hear come out of your mouth, where can folks go to find out more about becoming a DAV member? So the best place to go is DAV's new member resource page. Just go to DAV.org, hover over member, the little dropdown menu will show up and you just click on member resources. You'll have a ton of information right at your fingertips. You don't need a membership number to access that information anymore. And they'll let you know all about the eligibility requirements for membership in DAV, as well as what are the advantages of being a DAV member to include our great member advantages discount program. Excellent, excellent. Doug, I see a set of keys down here. Are you ready for the moment of truth? I am. We're gonna give this barrel a couple of tumbles and then we'll pull out the winner. Let's do it. One more, Doug. Just give him one more. We'll go the other way. There you go. There we go. Nice and mixed up. Come on in here, Michael. There we go. Come on in. Make sure that we got one. And Carlos E. Perez, congratulations.  Reaching out to you to get this great prize to you and all the other ins and outs, regulations that we unfortunately need to make sure we share with you as well. But congratulations on winning $1,000 during the recruit award challenge. And I can't tell you personally how much I appreciate your efforts during this timeframe, but also the DEV truly appreciates everything that you're doing on the field as well as all of our other great participants. And just as a quick reminder, the recruit award links are always active. It's just not during our recruit award challenges. They are active all year round. And again, it's the safest, easiest way for you to be able to recruit. Yeah, congratulations Carlos Perez. Carlos Perez is what a great thing that is for you. Congratulations on that. It's a good gift on a Friday to head into the weekend. Into the holiday. Into the holiday, you're right. Doug, since I've got you here and we talk about it briefly, I see this really, you've got your own cool swag on. You've got a DAV Warriors Club shirt. Tell me a little bit about the DAV Warriors Club. So as everyone hopefully understands, if you don't, just a quick refresher. So we take in dues for membership. They go into our life membership fund and annually we do a distribution out to our chapters that our local leaders then utilize to close the gap, help close the gap between the benefits that are available to our members and other veterans on the ground in their local communities and what the reality is in their area. It's very tough for us to identify all the needs from our parts here at National Headquarters. Not every community is created equally, right? So our local leaders can help best determine how to utilize those funds. So if they feel like a new van is needed for the transportation network, if they need to support a homeless veteran stand-down program, if they need to update the equipment that our outstanding chapter and department service officer utilize, they can do all that stuff. So there's a whole plethora of things that they can apply these resources to. And what the Warriors Club is about is helping to support our programs and services everywhere from the national level all the way down to the local level. So that's really the crux of what we're doing with the Warriors Club. So to be clear, the Warriors Club is a special opportunity for DAV full-life members to donate to continue to support their fellow country. So I'm a member, I encourage everyone out there that's eligible to be members. And the only criteria that you need to be eligible for for donating to the Warriors Club and having access to this other great swag is being a full-life member of DAV. And you brought it up, you TV up here. Thank you so much. There is merchandise that is available exclusively to Warriors Club member. Doug Wells is involved, there's gonna be exclusive merchandise to tell me about it. So we're actually getting ready to shoot out a memo here early next week. You're gonna have a two-week opportunity to purchase Warriors Club merchandise so that you can have it to probably display and let folks know how committed you are to DAV's mission and that you believe in what we're doing. But we've got a two-week timeframe from December 13th through December 21st. So you get your merch back in time to rock it mid-winter conference and we'll also open up another two-week timeframe prior to national convention. So look for that in the screen. Folks who are interested, how do they learn more about it? So DAV.org Warriors Club, awful lot of Warriors going on today but I love it because that's what DAV is. We are Warriors for our fellow veterans, we're veterans helping veterans. So we are going to take care of business every day with DAV.org Warriors Club is where you can learn how to become a supporter of the Warriors Club. Thank you so much, Doug. Thank you all of you for tuning in today and watching us learn more about the Warriors Club as we learn more about Recruiter Warrior. You wanna find out more about DAV, Facebook, Twitter, Instagram, LinkedIn, DAV.org. You know all the places where you can find out that information, come in, find out more. And of course you can learn more about Recruiter Warrior at DAV.org slash Warrior and find out more information about the Warriors Club once again at DAV.org slash Warrior.


What's up everyone takedown here welcome back to another video today.  I Unfortunately did not get too much. There wasn't that great of sales this year I did manage to get a few video games but normally I'll get a combination of video games and hockey cards because usually they'll get a Upper-deck series one flash the box 50% off so instead of paying 50 bucks I'm paying 25 bucks this year. They didn't have them on sale for some reason They did the past two years, but I did manage to get some good deals on video games I got two games on the PlayStation Store For their black Friday sale and it got two games at Walmart that I always get the physical copies for so I'm gonna start off with what I got on the PlayStation Store up first is a way out Which is a two-person co-op game I believe I have not yet to play it but I plan on playing with my friend really soon it looks like it's a lot of fun basically you are escaping the prison between the two of you and At times one person will have to go and split off from the group and do certain things and the other person will do other things So it seems like it's gonna be a lot of fun It was on sale 50% off for $20. So I thought for me that was a great deal It does look like a game that I'll be able to platinum and both of us will be able to get the platinum There's not that many trophies. I think 15 trophies in total, but there is a really easy I'm gonna say easy way to get a platinum It looks like it's gonna be a fun game for the story as well So I decided to pick that one up. The other game is finally Horizon Zero Dawn. I picked it up on the PlayStation Store as well and it was on sale for $15 50% off usually it's 30 bucks and for me that is a game that I've been looking for for quite some time I've talked about it on the channel in a different videos and I know I'm gonna be uploading this right away But there might be a few videos coming out so that I'll be mentioning that I don't have Horizon Zero Dawn yet But I managed to pick it up for Black Friday. I actually started it I plan on just doing the tutorial and getting into it just so I can see the trophy list and From just starting it like I planned on doing it turned into three or four hours So it's a lot of fun. It's addictive. It's a great game Story is amazing gameplay is amazing. It's honestly a lot of fun and I'm just starting it out So I'm really excited to start playing Horizon Zero Dawn more on top of that I extended my PlayStation ps plus Subscription for one more year. It was on sale for $50 $20 off So I decided to get that so it doesn't run out because I like getting the free games every month and having the ability to Play online. So that's everything that I got on the PlayStation Store for their Black Friday sale There was a few other games. I was looking into Anthem was $15 Red Dead Redemption 2 was on sale for $40 50% off as well And a couple other games But I decided to save my money and only pick the games that I really wanted to play Horizon Zero Dawn's been on my list for months a way out is something that me and my friend can play co-op and Go through the story for that. So that was definitely on my list Red Dead Redemption 2 I decided to not get it even though it was on a reduced price and Anthem I just don't know anything about it. I hear I hear good things. I hear bad things about it So I decided to pass so that's everything that I got from the store now for what I got at Walmart today Up first is need for speed heat This was on sale 50% off and whenever I mentioned games. I live in Canada. So a new game cost $80 so this was on sale for $40. So for me, that's a great deal. I hear great things about it It looks like it's a great need for speed game not like need for speed payback, which in my opinion was slacking So I'm really excited to get this I always seem to want to get a few games that are physical copies Need for speed is one of them NHL is one of them, but I've already gotten NHL a couple weeks ago because they had a great deal Mistakenly in store.  So you can always play the physical copies So I always want to have a few physical copies of my games That way if the internet were to go down, which mine doesn't anymore because we have new internet If it ever were to I'd still be able to play something. So need for speed I always get the physical copy for so it was on sale for 40 bucks and Like I get every single year. I got this year's WWE WWE 2k 20. It has a lot of mistakes in it this year a lot of Glitches and it's not a hundred percent game like other years were basically Yooks Decided I don't know if it was Yooks that decided to back out or 2k kind of pushed them out the door But Yooks did not help develop this game at all Unfortunately, so there's a lot of things in this game I guess there's a lot of glitches a lot of problems in matches and a lot of things like that But the reason why I wanted it is number one the updated roster. I wanted to play universe mode on the new game I do have 2k 19 which I am still playing and if this game is not up to par I might have to bounce back to 2k 19 just to get my universe modes in But this even though there is a lot of problems apparently I always get the WWE games every year I have the past I think now 16 or 17 years straight without missing a year So I definitely wanted to get this one. It was on sale for $40 as well 50% off The one thing that's for me is unfortunate is whenever this game was released They did not have create a championship in the game. However 2k announced that it will be in a future update They are gonna add the created championships in the game And for me that matters a lot because if that wasn't in the game I would have waited until this game was even more reduced before purchasing it because the created championship I always do that for my universe mode. I create extra belts for my brands and Giving all my superstars kind of the ability to at least go for a championship if it's not a main event one So I'm glad that they're gonna be putting it in it, but apparently there's a lot that was missing in this game That's not gonna be in it. Unfortunately, but it does look like an interesting game and I always get it every year So that's why I decided to get it. So these are the games that I purchased for Black Friday I know I titled this video Black Friday Hall, but I didn't manage to get too much two games physical copies two games from the PlayStation Store and I updated my PlayStation Plus so That's all I got this year hockey cards were not on sale that one sucked for me because I wanted to get back into hockey cards But I still buy them off of eBay the cards that I want and share with you guys that so hope you guys didn't enjoy this video I know there was other games that I could have got and I kind of wish that I did But I really wanted to save my money because I have been spending a lot of money lately So this is all I got Black Friday. Hope you guys enjoyed this video. I'm gonna leave this here Please take care peace


was used to synthesize eco-friendly gold nanoparticles, AUNPs, which were characterized by X-ray diffraction, XRD, transmission electron microscopy, TEM, energy dispersive spectroscopy, EDS, Fourier transform infrared spectroscopy, FTIR, and scanning electron microscopy, SEM. The AUNPs showed excellent anti-cancer activity against HEPG-2 and A549 cell lines. This article was authored by S. Rajesh Kumar.


I said, he was trying to get Death Row East Coast, paid it by almost $700,000 to just not be able to do it. Did he tried Death Row, Dirty South in Atlanta? What happened? It was blocking every move he made, right? And I said, sure, check this out, man. I said, give me $100,000 in nine months. I'll make you 20 million. What? Yeah, we on boss talk one on one. One on one. Yeah, we gonna talk. You know what I'm saying? So, what made, how, cause you, I know you always look at the way, cause at this time, when you're talking about Shug Knight had all of the power in his hand when it came to the monetarily thing. What caused him to, he lost everything. 100 million, 100 million dollars. 147 million dollars. I said, I didn't know that specific. 147 million dollars just go from here. David Kenner, his attorney told me that. What brought him down so fast and so abruptly? The same thing you were talking to earlier, how money changes you. It was a time money changed you and got you out of the hood and you was better than them. Now money brings you back to the hood and now you wanna be so real. Shug is not really a gangster like that. He didn't grow up like doing these things but he got to the element with money. He's buying dudes that he just admired from a long time ago and put himself in a position where he wasn't conforming with white America. And if you ain't with me, you against me. Because most powerful thing on the West Coast, death war records and you have no edifice of that in Compton at all. Not a house, not a building, a couple of jackets, that from back in the day, you don't even see the death row change no more. But that can't, the tragedy in black lives, we don't have mentors, black solid mentors that you don't respect us. I remember one time we were doing set it off and a brother in the nation named Brother Remus, we said, they're doing security and we're sitting talking and in my other life, I was Marvelous Marvel and I had a condo in Hawaii, right, by the blowhole. And we see, he said, is that right Marvel, Highway 58? I said, what do you know about that Remus? He said, I went to Shyamana University. I said, you went to Shyamana, he said, I took international business. He said, man, I stayed in China for three years, I know how to speak Cantonese, I know how to do this, I know how to, I'm like, bruh, and this thing popped up in my mind, right? So me and Shahid went up a death row one day and I tell Shug, I said, he was trying to get death row East Coast, paid him about almost $700,000 to just not be able to do it. Did he try death row Dirty South in Atlanta? What happened? It was blocking every movie made, right? And I said, Shug, check this out, man. I said, give me $100,000 in nine months, I'll make you 20 million. What? I said, man, rock music is just like dope. I can do, we can do a death row international. I can go to Japan, get a P.O. Box and the same way you slaying music with DJs here, you can do it in Japan. And I got a man that speaks Japanese, Chinese, and Cantonese. He couldn't see the vision at that time, nine months, 1996. All of that could have been on a whole another level, would have international death row. You did get what I'm saying? But he didn't see the vision. A lot of times we don't see the vision. You feel what I'm saying? How you like, damn, I should have done that, huh? Damn, hindsight is 20, 20 vision. Yeah. When you see him in court this last time, that's about the, they had him like he couldn't see. It was a whole bunch of stuff going on with him, he got older now. But still, Shug, like, sometimes I wonder like, will he ever even get out? Is he gonna make it out of that?  When they think we down, we ain't done it. He got action in coming back, but right now I think he sees the errors that he did with the people he befriended. So now he's getting a closer circle and he's trying to make some moves and put himself in another perspective. Ugh. So I see good things coming to him. We all grow, the lady was telling me last night about making mistakes and I feel it in me, but one mistake you make in life and that's death. Yeah. Everything that is an experience. And if you either grow from the experience or you don't grow for it, you stay stagnant. So it's a lot of things that, man, I should have done it this way. And sitting in a cell and I'm a master of that five by nine, sitting in there rehearsing like, damn, life should have went this way. You know what I'm saying?  Let me answer this, I wanna go back to Aliyah just for a minute. Like Aliyah was a, Aliyah, she passed not long after that. But just that night, was that the only time that you ever did detail with Aliyah? Was that night when that award was going on? You would know, we did other celebrity events with Barry and I would be on, there's some little baseball stuff. She was a real cool little. So you've seen her a few times. It wasn't just once. Yeah, like what's something that stuck out to you but I know she was young and but what stuck out to your body was it a talent or? Aliyah has a personality that's warm. Okay. She wasn't like Missy Elliot, I guess cause she was ugly. She had complex, you know. Beauty's in the eye of the beholden. Let me say this. I don't want Missy. I don't want Missy. There was a hard state of Missy Elliot coming for you. I'm Missy, now you know it. You know that, hold up. Yeah, yeah.   How was Aliyah like just, she was really, to me, everybody, we didn't get to see a lot of her but we did. She did movies, she did music. In the short period of time that she lived, that was a lot.  It's a funny story, a Captain Shahid story about Aliyah and the soundtrack.  So Barry gets cap to go to New York, you understand me, and the hollering and Russell don't want to talk to Barry at all.  So Shahid, he talks to Barry and so, oh, okay, what's his name? You talking about Russell Simmons? Yeah, Russell Simmons. So Barry gets with Lear Cohen. Yeah, Lear, yeah. He gets with Lear and it's like, man, we need this movie and we need to do this and we need to do that and so Shahid and Big Loda, they're in Lear's office, right? Like, no, I can't have this and then I'm not gonna deal with Barry, I'm not even gonna give it down.  Shahid like, okay, they finally got the soundtrack. Man, Lear was one that was in the middle of everything when it came down to, you know, Def Jam, man. And it came down to their business. I know I had Reg Wright and Reg Wright told me that he went down there to try to get Snoop and he ended up that she was nice spit in his face. And I'm like, okay, Lear, we got a deal, we're gonna have a deal. She goes to tell Lear no. Spits in Lear's face. Spits in his face. He spit in his face. Because however the conversation went. He didn't appreciate it. He at the prison, he spit in. At the prison, at St. Louis Obispo. Down at, you know, when he went down there, he didn't, he just didn't like him. He didn't like anything to do with the East Coast, you know, trying to sign Snoop over to the East Coast. You know what I mean? Like it was big, that was a big deal, man. Yeah, I was, Lear was a hitter, but my boy Tony Hustle, he can tell you about, I mean, he went from Lear, from Lear sleeping on the couch with Jan Masters. Really? You dig what I'm saying? And he came up through it, so he know him from where? All right, all right.  You won't give me a job. Yeah, we on boss talk one on one, one on one. Yeah, we gon' talk.