Live from Las Vegas, it's theCUBE, covering Dell EMC World 2017. Brought to you by Dell EMC. Welcome back everyone to theCUBE's coverage of Dell EMC World. I'm your host, Rebecca Knight, along with my co-host, Keith Townsend. We are joined by Todd Pavone. He is the COO of Dell EMC. Thanks so much for coming. Well, my kids call me dad, whatever, whatever we got to do. We can't call him anything we want. Yeah, daddy, oh, all right. So Todd, the theme of this conference is about providing companies with the tools that they need to realize their digital futures. Lay it out for me. What do you see as sort of the biggest problems that you're trying to solve for the customer? Sure, that's a good question. So if you're a CIO today, and there's many, I think there's lots of them in the show this past few days, they have lots of challenges, right?  Your users are asking to do more faster. The evolution of change is at a crazy pace. You look at your operating budget and the vast majority of it's spent on maintenance. So as a CIO, you have to do something different. You have to transform. And if you think about that, if IT has changed so much in the last 10 years, IT is actually the differentiator if the business will succeed or fail, right? Years ago, I've been doing this a long time. Years ago it was just a support function. It is now the differentiation if you'll succeed or fail. And so if you think about that scenario of a CIO, they have to change, they have to transform. They have to modernize their data center. And so everything we've been doing for the last several years is helping the CIOs and data centers transform. Transform so they can simplify the complex. So they can deliver faster. They can have better service levels with their users. So their staff can actually work on strategic initiatives, none of the things that are just keeping the lights on. So they can help their business transform and differentiate. And that's what it's all about, is helping them transform. So what are you seeing out there right now that's making you confident about the landscape? So for us in CPSA, the BU we've been in and we started this about seven or eight years ago, so what we see is results, right? So it's all about delivering results. We're seeing customers improve their time to delivery by forex. Customers cutting their total cost of ownership by 50%. Customers able to provision new services to their end users at a 5x rate. I mean, measurable tangible results. The metric I care most about in our business is repeat customers. And so every quarter we have about 70% of our customers are repeat, meaning they're deploying the technology and the solutions and they're seeing the benefits, they're saying this is how we want to run the data center of the future. And what's really cool is we're helping them change their businesses and be more successful long term. And that's the best part of what we're doing. So let's talk about overall market. Where is Dell in this market? How big is the market and where is Dell in this market? So, I mean Dell technology, I mean you're talking about hundreds of billions of dollar markets, enormous market, right? And so from a Dell technologies perspective, it's all about how do we help transform the data center? How do we provide the essential infrastructure for the data center? If you start to peel that back and you look at the market that our business unit is in for converged platforms and solutions division, we're focused on, you know, the hybrid cloud solutions, the engineered systems all the way down into our blueprint solutions. You're talking about a 20, 30 billion dollar market depending how you look at it. And so, you know, it's a big and it's big and growing. I mean, fortunately our space is one of the fastest growing markets in the industry, right? Customers are deploying converged and hyperconverged at a rapid pace and thankfully we're the ones helping drive that change. So what are the big value props coming? From a technology perspective, you talked about hybrid cloud, you talked about the actual systems, what are the value props for Dell's converged systems versus competitors? Yeah, so if you think about the top edge, we think we talk about this bill to buy continuum. So what we want to be able to do is have a continuum of offerings depending where the customer's maturity is, they can leverage wherever we are in their transformation. At the tip of the pyramid is our hybrid cloud solution. So this is where companies may want to deploy a turnkey hybrid cloud, right? From applications all the way through infrastructure and within a very short period of time have a fully enabled running cloud that they can offer to their end user customers. That, you know, value for that is time to market. I mean, we have customers deploying a full hybrid cloud in days, right? And if they had to build it themselves, it would take months and many months, right? So speed is a huge part of that value proposition. Obviously the leveraging of VMware technologies in that solution is key to what we're doing. Leveraging Pivotal, right? For our native hybrid cloud solutions is very differentiated. Those are two technologies that are in the Dell Technologies portfolio, right? VMware and Pivotal that we could take advantage of. In the engineered systems landscape, it's, you know, I hit on this before, but it's all about speed to deliver, right? I mean, we know if customers were to build things out themselves, it would take them 140 to 150 days. We know we can do it in 45 days. So think about that. That's a four, three to four X, time to improvement and delivery. We know it requires less people to manage, right? We know we can save, you know, 50, 60% total cost of ownership by deploying these engineered systems versus managing themselves. I mean, those are big numbers, right? Those are numbers where you can actually take those dollars and reinvest in other things, right? We want, you know, it comes back to what I said up front, it's all about solving those pain points for the customer, simplifying the complex, allowing them to go work on the things that are really strategic to their business. I used an example yesterday of Blockbuster, right? My three boys, I would go down to Blockbuster every Friday night, we'd rent movies. Blockbuster's not here anymore, right? What happened? Well, I can tell you, their IT organization was supporting their point of sale systems in their stores. They weren't thinking of new ways to distribute content, right? Why? Because they had no time, right? We want companies to be able to have the time to work on strategic things that are important to them. We want to enable them to go do that. So that is a great example of being short-sightedness and the dangers of being short-sightedness at this time of profound transformational change. What is your call to arms to customers? What's your advice? So, you know, customers have to, it's hard to change, right? It's easy. Be resisted and it's nice. Look, you have people that have been doing things for a long time. It's hard to change, you know, and it's not just about technology changes, it's about changing process, changing the way people work. And you know, you have to have the intestinal fortitude to go do it, right? I mean, people, you know, when they see change, they kind of want to run from it. You have to embrace it, you have to adopt it, because if you don't, you may not be positioned in the long term. And so, you know, first thing, for us, we need change agents. We need customers to have change agents that are willing to push back, willing to, you know, try to do something different, willing to innovate, I'm willing to break some glass. And when they do that, at the end of the day, we know they're going to be better off for it. But it's, again, it's hard to do. That's probably the first thing we ask them to be willing to accept some major changes in what they do and how they do it. So, this seems like this would be something that's contagious. Once the customer embraces that change, talk us through kind of that next level of conversation and the future that you're having with future conversation. Yeah, so look, it's, like everything you need to, typically there needs to be an event, something to trigger them to go change. It could be a data center consolidation, it could be a new application rollout. It could be a strategic initiative by the executive team. So, most of our customers will start with maybe one or two applications. And they'll say, let's go see how this works. Let's go test how this works, especially if they're big. If they're a large enterprise, they're not going to do a global change for everything. They're going to say, let's start with a subset. Once they see the subset work, then they start rolling more and more applications into this new way of running their data center. What we talk about with our customers, I like to use autonomous driving as an example. To me, we see a data center someday where basically things will happen autonomically. You'll set a business policy, workloads will move dynamically based upon that policy. We're requiring humans not to get involved. It's kind of like the same thing back to my analogy of the Tesla. Again, the Tesla, the car actually starts to drive itself. How is it doing that? It's doing real-time data analytics. It's understanding all its environmentals. It's making decisions. Why can't the data center get to that same place? Because if you can do that, think about all the savings you can now reinvest in the things that are really important to the business. So, we try to set a strategy and vision that customers understand and appreciate, and then we try to give them the building blocks of how they're going to get there. And we'll, just as we'll remember the days and we used to have to drive to the supermarket, we'll remember the days when the data center, we had to run the data center. Exactly, that's the hope. That's the hope and dreams of what we're trying to do. Next year's conference. Next year's conference. We've got more. I'm all in. I'm all in. Thanks so much, Todd. This was a great day to have you on the show. Thank you. I'm Rebecca Knight for Keith Townsend. We will be back with more after this.


Hi everybody, we're back, this is Dave Vellante and this is SiliconANGLE.tv's continuous coverage, non-stop coverage of HP Discover. We're here with folks from the non-stop group at HP. Randy Meyer is to my right and Rick Lewis is the VP and General Manager of the non-stop division. Gentlemen, welcome.  You were last year at HP Discover, we were talking about that. And, well, we're here again. Yeah, thanks for having us. Fantastic event, you're welcome. I was over at your Pavilion a little bit earlier, last couple of days, actually. Good action going on, really passionate group. Lots of people, a lot of people. Partners, you know. That's a great word, passionate. The partners are just excited about what's going on, the customers we're talking to, tremendous amounts of traffic, tremendous amounts of buzz in terms of what's going on, the overall excitement about HP and the excitement about what's going on in our business as well. So there's lots of excitement. And I'll just talk about cloud and big data, you know. The core mission critical stuff tends to get lost. That's got to hurt a little bit, but at the same time, you can draft on some of those trends, can you? Oh, I mean, absolutely. Turns out that things like cloud and big data just play up the need for systems got to work all the time. I mean, in a world today where everybody's got a smartphone, everybody's got a pad, everybody's got a tablet that they're carrying around, it's always connected to a network, whether it's Wi-Fi or 4G or something else. So if you're running a business, when's a good time in a world where everyone's connected like that to not be available? Right. So Rick, give us a business update. What's going on in the division? Just take us through that. So, and I'm relatively new to non-stop. I started there in January and a couple of impressions that I've had so far now leading the business, business is healthy, non-stop's been doing great the last couple of years showing growth in the sale of servers and associated services and software, et cetera. So, very happy with the business. We're riding a couple of technology waves, the rollout of 3G going to 4G where we're a dominant player as well as financial payments. Dominant player there as well and those businesses are booming and non-stop's the preferred solution in those spaces. So, we're doing very well.  That's another thing I've noticed since being here. So, going very well in non-stop.  I mean, so the 3G to 4G roll, it's got to be fantastic. Where are we at with that? You know, it's hard for consumers sometimes to get lost in some of the marketing. Everybody always says, oh yeah, 4G to 4G pops up in your phone. How much of that is really 4G and where are we at and what's the opportunity look like for you guys? I mean, I think you're on the front end of that, right? Everybody's building out the networks and then they're getting all of that where it's built out, where it's going to get more stable. They're going to add capacity, they're going to add coverage and then on top of that, you're going to see more and more services coming on, right? You're going to get a really full-featured, high-speed broadband network that's out there. So now you're going to watch the provision of all sorts of services, frankly, some of which are really cool today and some of which people haven't even thought of yet and as you get more coverage and you get more access, you're going to see tremendous amounts of data, video, pictures, integration of location information.  Talk about the total available market that you guys serve. Is the total market for applications that require no downtime growing? People don't think of it as a growth market but when they connect it to a product, like a mainframe, for example. But when you think about the number of apps that require no downtime, do you see that exploding, growing, what's it look like? So I mean the market, it's multi-billions of dollars in size, right? And it's actually growing but not in the way you'd think. What's happening is applications don't exist as monoliths anymore, right? You'd think of them in the old mainframe days or whatever, you'd build an application it all sits in one place. Applications now are pieces and parts and services from all over the place. So you say I've got to show what my inventory looks like and I've got to take the payment and I've got to create the ability to link that to knowing if I've got it in my store or it's somewhere else and I got to ship it somewhere and I got to calculate shipping costs. All these things are sitting out on different parts of applications, some of them are in traditional IT, some of them may be on your private cloud environments sitting on different technologies. Some of you might go get from the public cloud or just the public web somewhere. The application exists only in your browser there, right? There's all these pieces and parts. So guess what? There's a lot of pieces of that application that you say I got to have them there all the time. If you're trying to sell somebody something and you don't know if it's in stock, you might sell the same thing four times. So you get different needs of that. So our job is to find the pieces that say which of those are fundamental and critical versus you say I can distribute or maybe I can get it from somewhere else. So we're actually seeing kind of this renaissance availability matters to people. It really does in terms of how they build their applications but it's about putting the ecosystem together and some of it's on nonstop, some of it might be on a Linux farm, some of it might be on HP UX doing different pieces. How do you integrate that into one seamless, complete whole that says this is what my application looks like to the user? Because availability is at the user level. It's not measured at some server level. Not the light and the disk drive. No, it's not the blinky light on the disk drive. Can you buy that product? Can you make your phone call work? Can you send that message? Can you get cash from the ATM? Think about it, the ATM, back in the days when I started working, ATM was a single function device. I could put money in, I could take money out and it had a little green screen. Now it's a full function PC that can do everything from let me do all kinds of banking transactions to take out a loan to send me ads for things that are there. It's a completely different paradigm. So the reason for my question is I mean you see these web giants really innovating through huge scale, you see the Amazon phenomenon, retail is just amazing and the premise is it's putting pressure on traditional IT to respond and I'm just wondering if it has a ripple effect on your business. Well, the ripple effect is positive. I mean at some point you got pay for it, right?  Eventually you're going to use a credit card. Those credit card transactions are mostly processed on nonstop systems, so it just helps our business. The big trend in the broad swath of IT is to virtualize applications. Is that not happening in your world because people just don't want something getting in the way? Well, we've actually been virtualizing applications since about the mid-1980s. So glad everyone- That's the mainframe, right? Well, we're actually kind of glad everyone's come around to understanding what it really takes to do that. You think about in a nonstop world the application is virtualized. If I need more capability, you gotta say just spread it out across more processors. If I need more storage, just go grab the pieces that you need that are configured in there and add it there. If I need to go do work in parallel that all the processors in the cluster go do the work, it's funny. People think of us like we're a mainframe, but in reality, we really look like a big parallel cluster, almost a grid, and have for 30 years. That scalability's always been designed in, hasn't it? So what else has changed in your business in the last couple of years or since we last met? Yeah, well, I mean, boy, what's changed? I'll tell you a couple things that haven't changed. So we talked about passion of customers, passion of the team that supports a nonstop development environment. The engineers and their unbelievable dedication to the customers and resolving issues and figuring out new places to go. The other thing I would say is modernization, right? Standardization and modernization. For a long time, nonstop was on its own custom hardware. In the last several years, we've moved that all to standard hardware. It's the same hardware that we sell our UNIX-based billing systems and things like that. So the hardware is standardized. In the software arena, we've been on a modernization journey and the software is now modern. We support Java and all kinds of the latest, greatest middleware, and that's really opened us up to new ISVs, new applications, new things that fit well with our core value proposition. Things that build on the financial payments, adjacencies to that, things like fraud detection, et cetera. All of that is now ported to nonstop and so the value prop just continues to broaden. So when you think about credit card transactions, you just mentioned fraud. It's a big push these days, talking about real time. Yep. And I connect with those themes that you just mentioned. I want to talk about real time and from an architectural standpoint, I want to talk about flash and how that fits into. Yep. And I define real time as when my colleague David Floyer really gave me this. He said, it's before you lose the customer. You can react and respond. That's what really matters. Absolutely. In today's world, customers don't wait, right? If you can't serve them, they're one click away from going to somewhere else. Or if I can't get cash from this ATM, literally the last time I went through Heathrow, there were five ATMs lined up, one from each different bank, by the way, all my customers. I could pick any one of them. I chose one of our customers. If that ATM hadn't been working for some reason, I'm going to the next one right now. I'm not waiting for those sorts of things. So it really is. It's about real time. For me, it's the betting machine at the racetrack. Yeah. That was 20 years ago, actually. Put money in and take money out. I can't bet anymore. I got better things to spend my hard earned money on. We're in Vegas. You bet on anything you want. It's been a long time. Like I said, I got four kids. But it's the interaction. It's that moment of interaction with a customer. If you're there, not only do you get the business, right? You get the transaction fee, or you deliver whatever it is, but you build loyalty. You build goodwill with that customer. It takes days, weeks, months, years sometimes to gain a customer. You can lose one in seconds. So I think last time we might've talked about I.O. architectures, my old friend Derek Ginger, who taught me many, many things about storage when I was a young pup. But so now we're seeing this notion of flash permeate on the other side of the channel, a persistent resource. How are you taking advantage of that to affect real time? Well, and so that's a great opportunity. We just brought out a whole series of new products to leverage some of the flash things that are there in Solid State Drives to say there's a certain class of customer, a certain class of application that say I really need to drive down some of the latency. So if you're one of the stock exchanges in Asia doing some trading where you say I've got a hot stock all of a sudden, right? I got to go deal with this and go manage all of those sorts of things. You want to go eliminate as much latency as you can in that space. Same thing if you're doing a parallel database query. So okay, if it's in flash, I can go eliminate tons of the time it takes to go find the data and then assemble it back quickly. So we're seeing lots of customers wanting to move that direction to say I can increase my throughput at the same time as I'm decreasing my response time. So I can get my performance up in both axes by leveraging some of that technology. And we'll see more and more of that. You're seeing larger memory. You're seeing larger cache sizes. You're seeing solid state drives. You're seeing, you know, all of these elements saying how do you go respond even more quickly? The other change back from way back when when we were doing IO architectures, many of the things that used to happen were human beings talking to the machines, right? Human beings response time is measured in seconds. Now there are machines talking to machines. And guess what? Machines measure response time in milliseconds. So completely different paradigm when you're thinking about that. Yeah, I think it was, I think it was Goldman Sachs who said that for every millisecond we can shave off our latency and our applications, it drops a hundred million dollars to the bottom line. Yep. So people always talk about how flash is more expensive than spinning disk, but if you can shave a hundred or drop a hundred million dollars to the bottom line, I don't think people will mind paying a 30, 40, 50, 60, 60 million dollars. It's not about what it costs. The value it generates. Yeah, I mean, that's always been your business too, right? Absolutely. So Rick, you said you're new, but you've been at HP for a while, right? I've been at HP 25 years. Yeah, okay. Up through the R&D ranks from chip design, all kinds of chip design, system design now, at the same time, leading hardware and firmware development. So what's your goal with the division? Point. Near term and midterm. Yeah, I often get this question. Hey, did you come into nonstop to radically change the strategy or something like that? No, not on a radical strategy change. We were going to refine our strategy, get more clarity, make sure we're catching the right waves around things like the cloud, around information optimization, continue to improve our security, all the themes that Meg's talked about in her keynotes here at Discover. And really just be clear about what things are we focusing on and how are we going to continue the health of the nonstop business. So no major strategy change. Hopefully in the near term, we can keep the growth that we've had going on right now and make sure we're still thrilling our customers because that's really what it's about. We've got passionate customers, we're adding customers by the day. If we can get those as passionate as the ones we currently have, you know, we'll work wonders. How's the go-to-market work in your group? Do you have a specialized sales force? Yeah, so the go-to-market is almost all direct sales. You have a specialized sales force paired with solution architects that are a big part of that, working with customers because we're not selling boxes. We're selling solutions to business problems, right? So it's all about how can we help them go take payments faster, take them more cheaply, move the messages around the telecoms networks, et cetera. So that's all there. We also have a large ecosystem of both what I'd call applications ISVs that are specialized in those places and tools and infrastructure people that help us complete the solution. So this is about direct sales, go-to-market that way with solutions architects helping them, but at the same time leveraging all of our partners who have application expertise, tools, infrastructure expertise, and then we obviously leverage the power of HP's services organization to say, a lot of times you need deployment services, design services, application services, and we can bring that to bear as well. That's part of this, the broader HP really helps us from the standpoint of partners, technology services, and being able to put that together for a customer and make it sing and dance. HP nonstop, the infrastructure behind all those credit card transactions that you do, the phone calls you make on your cell phone. I always really love and enjoy talking to you guys. It's really a pleasure. Thank you very much for coming. Thanks for having us. It's a great pleasure to meet you. You too. Thank you. All right, keep it right there. We'll be right back with Bethany Mayer and keep it right there. This is SiliconANGLE TV.


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That's blue to 75 all star for the nl east You know tops chrome jumbo Rizzo goldy francisco lindore prism and jonathan india it's uh ian hap magenta speckle to 350 mastaka yoshita rookie prism refractor and shintaro fujanami rookie refractor oscar colas rookie And nice that's nl east future stars auto to 99 spencer strider You go nl east felix Nice strider auto leo bergero rookie refractor Here we paint your future stars trout And i'll sail garcia kodaisenga 88 miggy joe ryan prism and nelson belasquez refractor Let's finish strong here. It's rookie technicolor francisco alvarez michael massi rookie prism and josh young rookie refractor Mastaka yoshita rookie garner henderson rookie max scherzer And gold wave to 50 chris sail al east 43 of 50 marty Riley green rookie marino and al central rookie auto josh lester Yachty christen kasas Petalanzo steven kwan prism and charlie blackman james outman rookie joy meneses Future stars hunter green prism rookie asturi ruiz and alex call rookie refractor Corbyn carol rookie melinda's oswald paraza and nl east rookie refractor auto to 499 brett baity Solid hit for the nl east. That's felix raining crawford Anthony vault bay rookie Mookie vets tops in technicolor kershaw And max meyer rookie refractor on the back. All right, I mean just a minute. We'll do a hit recap And swings of summer francisco alvarez nl east magenta refractors to 399 trevor story trade turner magenta speckle at 350 e and half aqua to 199 avanjera rookie purple to 99 rookie kyle stowers julio rodriguez josh nailer codie clemens rookie blue to 75 joe mower santiago espanol buster posie Gold to 50 alex braggman gold wave to 50 chris sale Gold to 50 erin judge orange to 25 erinola blue 75 austin riley each euro miguel cabrera oscar gonzalez rookie pink to 15 rafael devbers and max castillo rookie autos we had base ale central rookie josh lester nl west rookie bryce johnson nl central rookie cal michel ale west rookie yiner diaz nl east rookie refractor auto to 499 brett baby nl west rookie refractor auto to 499 michael taglia ale central rookie purple refractor auto to 250 lenient sosa nl east's future stars auto to 99 spencer strider relic autos ale central frank thomas inna or i'm sorry ale east Wade boggs nl central to 50 scott roland encased autos um nl east sandy alcantra ale west rookie shale angliers nl east rookie max mire nl west rookie nullan jones nl east rookie blue to 75 jeter downs nl east rookie gold to 50 jj bladay and we had nl west with a jersey number rookie purple speckle auto to 299 corbin carol Awesome hit that'll do it for the break. Thank you everybody


Hey coach, welcome back to the channel. If you haven't yet make sure you subscribe to stay up to date with all the latest content At this point we pretty much got content going out every 24 to 48 hours So don't stay stuck with your business and if you need to reach out to us to get any Help with your business or you want to schedule a call Then you can do that as well description below this video. You can connect with either Ben or myself Through there so wanting to come on here and Create a new video and I wanted to talk about eight reasons that guarantee success in sales Now a conversation I've been having over the last couple of weeks with a lot of the coaches that I speak to over these 15 20-minute calls that that we do is Is very much sales Based and sales related. So I thought it'd be a good Good idea to come on here and share with you guys eight reasons that will guarantee you success in sales Now these are eight things that we teach in our accelerator program These are eight things that when we work with coaches even in a group environment or in a one-on-one environment And we help them with okay So what I would encourage you to do is grab a pen and paper They make some notes on what I'm going to be sharing with you today because I can Guarantee that some of the things I'm going to talk about today will help you With your sales game. Okay. Now what you have to remember is that if you are a business owner You're in sales Essentially, you're in sales. A lot of people hate that word sales because it has a bad reputation But really and truly in whatever you're in in life Both personal and professional It's it's kind of a sales game, right on these videos I'm selling you guys on the idea of changing or improving your business Right. I what I also do is I sell you guys on trying to get on a call with us But the reason why I sell you guys on that is because I know that it's going to help you and it's going to really benefit Benefit you right because I know the value of our program I know the value that our company brings the coaches I know the the results that coaches that we've worked with that they've got and You know if you were to go back to all the previous YouTube videos that we've created We share Interviews we share testimonials we share to case studies of coaches that we have worked with not just in soccer But in multiple sports from American football through baseball and we've worked with coaches in tennis Basketball, right? We've come we've worked with coaches in every single sport. So I know that what we have works, which is why I Do my best to get in front of my audience and sell to people what We do what we have our service our product because I know that it works I know it helps people and I know it can change lives. Okay, so Here are eight reasons that will guarantee success in sales, right? So again, if you are a business owner, whichever sport you're in, okay I specialize more with soccer coaches, but really and truly this this works if you're in baseball basketball It doesn't really matter whichever whichever sport you're in if you have a business you are in sales Okay, so the first one is product and knowledge So knowing your product to a tee is going to help you with sales Because when parents Get on a call with you when parents reach out to you and you get on a phone call with them You have to know exactly what your product does right, so what does your product do when a player and athlete comes to you and They commit to your program for three six on nine or twelve months What's that? What's the transformation that you do and how do you transform? that Athlete that you're working with right so product knowledge Could be product or service knowledge is really really important because When parents do get on that call with you the the better you are able to answer their questions the more trust and The more they begin to Feel more comfortable with what you are talking about If you're someone that you'll get you're getting on a call with a parent and you're like Yeah, and you're stumbling across your words and essentially that parents gonna think do you know what this this Person doesn't really know what what they're doing and they're just trying to sell me something Without actually knowing the benefits of what they do. Okay, so if you don't already Have your product down to a T. What does it do? What is the commitment? What's the requirement? What are the terms and conditions and what is the process that the players have? When they are with you or X amount of time second one effective to communication skills So it kind of comes down to product knowledge, but effective communication skills is essentially being comfortable Using different types of forms of communication. So if a parent reaches out to you via Instagram DM What is the best way for you to communicate with them if a parent calls you on the phone? What's the best response or way to communicate if a parent reaches out to you on Facebook? What's the best way you're communicating with them on Facebook, right? So effective communication is key to First of all getting people on a sales call with you because you've got to know how to respond What to respond and how to close that lead that has come through your website your social media platforms How can we now close them into a sales call with you? And then when you're on the sales call How can you communicate to them? Right? Do you have a sales script? Do you have a process in place where you're closing them into an evaluation session? They're coming to evaluation session and then what are the following steps? So being very Effective with your your communication is going to guarantee you success in the game of sales especially in this industry where you've got to remember we are in a relationship Building industry. We aren't in soccer. We aren't in basketball. We're in a relationship business So the better you build relationships with people the more You will be able to sell your products and services. Now the third one is resilience and persistence and the best way to To to sum that all up is pretty much follow-up Okay Knowing how and knowing what to follow up with Most of the times like when when you first start a business So when you first start a coaching business and you're trying to get clients You're probably going to have about a hundred contacts with potential clients potential parents players and The first hundred might all be knows okay now having done it myself and In in in the business in make money coaching sports. We speak to a lot of coaches who You know, we also get a lot of knows some coaches don't believe in what we do some coaches think we are You know, we're a scam some coaches feel that You know, it's it's impossible to reach a hundred k per year with their business So there's a lot of different things that happen When we get on calls with coaches and it's the same way when you get get on calls with parents Some parents might not like you some parents might not trust you some parents might not really know what you do some parents might not Might not understand what you do if you make it too complicated So that's where it comes down to effective communication But just being resilient and persistent means knowing how to follow up with these leads Okay, I've got a rule that I go with and it's you have to have at least four contacts So what I try to do If I'm speaking to a coach if I'm speaking to a parent is I try to follow up at least four times with them until I can get an exact yes or no and sometimes when parents say yes or no It can mean different things. It might mean yes I'm interested, but I'm not interested in doing it now. I might be interested in doing next month No, I can't afford it at the moment, but that no might be a yes two three four five months down the line Okay, so being just resilient and persistent and knowing that this is essentially a game You've got to learn how to deal with setbacks you've got to Learn how to deal with rejection and try not to take it so personally Because at the end of the day, it's it's it's business. It sails And if you keep Following up if you keep being persistent if you keep being resilient Then essentially after a hundred knows you will get to that one yes And someone will want to do business with you, but you've got to stay consistent and persistent with it Fourth one is customer focus. So this comes back down to when you get on a sales call with a potential prospect a parent right are you focused on that client or are you just focused on Getting the sale Right if your customer focus means that you're you're listening You're right your paying attention. You're making notes. You're asking the right questions And you're actually focused on what the customer needs Rather than on what you need, which is the sale if you're just focused on closing clients just to make money It might work in the short term But in the long term people will realize that that's all you want to do and in the long term Your business won't last very long. So you've got to be very customer focused Figure out what they want what they need. What is their child struggling with? And what solution can you solve for them? Fifth one time management. So how you're spending your time when you wake up in the morning How what are things that you're doing to improve your sales game? In this industry, are you learning? Are you going to to seminars webinars? Are you reading books? Are you? Learning off mentors Are you researching different sales techniques or tactics that you can implement into your your business to improve Your sales game. Okay. So how are you spending your time? In order to push your business forward and to the next level and again Yeah, it can be very time consuming learning developing But if you're willing to to To manage your time Effectively if you're willing to learn to implement Then you will get the results And you will be successful in this industry Hey, the sixth one adaptability and continuous learning It kind of comes down to what I already talked about but being adaptable And when I talk about being adaptable means You know putting yourself in front of different people Some might be quite difficult people to speak to others might be easier people to speak to But just being adaptable with different types of clients prospects and parents Okay, some parents might want to have a conversation with you other parents might Once have a conversation, but you know, they're their time limit on how much they want to spend with you might be restricted Which means that you have to adapt your sales process To fit around The amount of time they say they give you right because you might call a parent up and say and they might be right I've only got two minutes. Okay, right. How can I now? Eh reshape my sales process Which normally takes five minutes. How can I trim it down to two minutes where instead of asking 10 questions? I'm asking three specific ones getting the information I need and then Following up with them later on to try and close them into an evaluation session or a free trial session Okay, the seven month building and leveraging networks. So Again, it comes down to going to network events Speaking with coaches in your local area And just building connections speaking to people You know, it might be just people when you go to the grocery store might be parents who have kids Just starting a random conversation with them. Oh, I can see you've got two kids that play soccer Where do you guys play? I'm a coach. I'm looking to get into coaching or I have a coaching business So just learning to speak with people and leveraging Your your network, right something I did when I first started Was every afternoon What I would do is I would simply just go for a walk for an hour And any parent or any parent who had kids That I came across I would start a conversation with them. So I would say to them Hey, Mr. Jones, my name is Leo. I can see you've got two two kids here. Do they play sports or are they interested in playing sports? I'm a coach. I live in the local area. I'm starting up a an academy Are your would your kids be interested in coming for a trial session? And that's all I used to do Monday to Friday in the evenings. Just go out for a walk And any parent that I see how that has kids I would just stop there and have a conversation now that is And something that a lot of coaches don't want to do because it gets you outside your comfort zone But at the end of the day what what what happens is once you start doing it for so many times It just becomes a conversation and it's interesting because From doing that process sometimes there's parents who will will say to you Oh, do you know what we aren't interested at this moment? But I know someone that will be interested if you give me your give me your number I can get put you in contact with them. Okay, or they might even Give you their contact number or email address of one of their friends For you to get in contact. So there's a lot of ways you can do it But you just have to put yourself out there and learn to build networks Or leverage off other people Now the eighth one is setting and measuring goals And it pretty much means just setting goals It might be right today. I want to speak to three new people or today. I want to send out 10 new DMs Or today. I want to speak to 10 new people or today I want to go into three four or five different schools in my local area and just hand out my business card Right. So what goals are you setting per day? Which is helping you to push your business forward Now a lot of coaches what they do is they'll do this for a while And then they'll lose motivation because they see that things aren't working and then they'll stop But I can guarantee you if you stay consistent consistent with it And sometimes being realistic as well Right setting realistic goals where you're you're growing just a little bit each day doesn't have to be massive goals It might just be speak to speak to three new people Get yourself outside your comfort zone Right. So you might just go out like I used to do out for a walk and just speak to three random people Do something that that that gets you outside your comfort zone But just pushes you and improves you as a person Right. Sometimes it doesn't even have to be business related Just has to be something that might You know Boost your motivation or your confidence in that moment of time where you're thinking to yourself Do you know what this isn't working? This isn't worth it This is a waste of money. This is a waste of time You know, I just want to quit right find something that you enjoy doing something that's That you may be passionate about or something that is very small Do that So that you can get back on the train And head in towards Success. Okay. Again, you need to connect with me visit description below We can set up a court and we can teach you more About our sports accelerator program, which at this point we've got over 200 coaches in the program multiple sports multiple countries And getting great results. Okay. Thank you for watching and make sure you subscribe to the channel


This video will talk about multi-step equations. When you have multi-steps, that means that we're going to have to combine some things on one side or do more than one thing than just adding or subtracting like we've done previously. So we need to simplify each side by either combining light terms or using the distributive property. And then if we have variables on both sides, we need to make sure that we collect them, the one side. And if we have constants on both sides, we need to take them to the other side. And then, of course, we check our solutions. So let's look at our examples here. I have light terms on the left-hand side. So I need to combine those light terms, first of all. So negative 3t plus 4t will be t plus 5 equals 0. Now I have constants on both sides. And I want it on the opposite side of my variable. So I want to take the 5 to the other direction. So I'm going to subtract 5 from both sides. And we have t equal negative 5. And if we check it, negative 3 times negative 5 plus 5 plus 4 times negative 5 should be equal to 0. Negative 3 times negative 5 is positive 15 plus 5. And then we have to multiply. 4 times negative 5 is minus 20. And then order of operation tells us to add these first two. So 20 minus 20 minus is equal to 0. And we know that to be true. So t is equal to negative 5. Let's try this problem over here. 5y minus 1 equal 4y plus 4. I have y's on both sides and constants on both sides. So I have to move them. Now we can move either direction. We can put y on either side. We can put the variable on either side. It doesn't matter. I choose to try to move things so that I can keep my variable positive because I'm just a positive person. So let's say 5y and 4y, well, the 5y is larger than 4y. So I want to subtract 4y from this side so that I can keep my y positive on the left-hand side here. And I'm only moving one thing at a time. So 5y minus 4y is y. And then minus the 1 equal to my 4y is already canceled out plus 4 or positive 4 on that side. Now I need to add 1 to both sides. So we add 1 and we get y, those cancel out, equal to 4 plus 1, which is 5. Let's check. 5 times 5 minus 1 should be equal to 4 times 5 plus 4. 5 times 5 is 25 minus 1. And if I finish this side out, 25 minus 1 is 24. Going to the other side now, 5 times 4 is 20 plus 4. And 20 plus 4 is 24. 24 equal 24, so sure enough, y equal 5. Let's look at this one. Negative 7 over 12x plus 2 is equal to 512 over 12x minus 6. Again, we have both kinds of things on both sides. This is a negative 7, and if I add it to the other side, positive 7 will be bigger than 5. So I'm going to, and it's the same sign, so it's going to keep it positive. So I'm going to add 7 over 12x to both sides. So those cancel out, and that's 2. Remember, if you don't like it, you can say 5 over 12 plus 7 over 12, do it sideways. And 5 plus 7 is equal to 12 over 12, so it's really just 1x minus 6. Now I have this 6 on the same side with the x, and I don't want it. I need it to go to the other side, so I'm going to add 6 to both sides. 2 plus 6 is 8 and x. So we think that x is equal to 8, so we check it. 7 over 12 times 8 over 1 would be like fractions. Plus 2 is equal to 5 over 12 times 8 over 1 minus 6. Now we multiply. So negative 56 over 12 plus 2 is equal to 40 over 12 minus 6. I've got to make this 2 a fraction. So minus 56 over 12, I have to multiply by 12 over 12, so I can get a denominator of 12 here, because that's just a 2 over 1. So 2 times 12 would be 24. 1 times 12 is 12. Finishing this side up, we get a negative 32. Negative 56 plus 24 is a negative 32 over 12. And on this side, we have 40 over 12. But again, we have to multiply by 12. That's a minus. To get 1 times 12 would be 12 on the bottom, so 12 times 6 is 72. And 40 minus 72 is a negative 32 over 12. I don't need to simplify my fractions. I just wanted to know that they were the same. So x is equal to 8. All right, two more problems. So now this time, we have some distributing that we have to do, because we have a 5 times the quantity on the left-hand side. So we need to distribute the 5 before we can start moving things across. So 5 times x and then plus 5 times 2, which would be 10, is equal to 4 times x minus 4. There was nothing to do on the other side. Now we're ready to start moving things like we've been doing. If I subtract 4 from 5, I'll get a positive 1x. If I go the other way and subtract 5x from 4x, I'll have a negative. So I don't want the negative. I'm going to subtract 4x from both sides. And that will give me, like we said, x plus 10 equal to negative 4. And if I want to get the 10 to the other side, I have to do the opposite. It's adding 10, so I have to subtract 10. So those cancel each other out, and I have x equal to negative 14. And again, of course, we can check. We have to distribute the 2, but we also have to distribute this negative. So 2 times x is 2x. 2 times negative 5 is a negative 10. And then negative 1 times x would be minus x. And negative 1 times 3 would be minus 3 equal to 5. And now I have like terms all over the place, and I have to move things back and forth. So 2x minus x, let's rewrite this. 2x minus x minus 10 minus 3 equal 5. So now we can rewrite this with our like terms together. So 2x minus x will give us x. Negative 10 minus 3 will give us negative 13, because remember it's plus or negative, and that's equal to 5. So we need to add, since we're subtracting 13, we need to add 13 to both sides. And that shows us that x is equal to 18. Now to check it, we put 2 times 18 minus 5. That's equal. Minus the quantity 18 plus 3. And that's supposed to be equal to 5. So order of operation says work inside the parentheses first. So that's 2 times 13 minus inside this parentheses 18 plus 3 will be 21 equal to 5. 2 times 13 will be 26 minus that 21 should be equal to 5. And 26 minus 21 is 5 equal to 5. So we agree that x is equal to 18.


Thanks to the Institute for International and European Affairs for inviting me to be able to reflect on the 10 years of the membership of the Czech Republic within the EU. And as Catherine said, my background is also Slovak. I have been working at the Slovak Ministry of Foreign Affairs. So maybe in a couple of moments I could also compare the Czech situation with the Slovak one. To be one country, but now it's pretty obvious that the ways, the past of the countries took very different dimensions and directions. I would like to congratulate the organizers for a very selection of countries to be represented here in the panel. I would maybe try to give them labels. Aniko, you are representing a country which is a follower in the EU. Yuagata, you are representing a country which is leader or wants to be a leader in the EU. And I am now representing a country which is labeled as a troublemaker within the EU. I hope this label will soon change and I will comment on this. If we talk about the 10 years membership in the European Union, of course we have to divide it a bit into different periods because the first years of the membership for all the countries which entered the European Union in 2004 were the years where the countries already was only looking for their place within the EU. They were learning how the decision-making process works and this was the case also for the Czech Republic. The Czech Republic was looking for its place within the EU and during its first years it was able to find some areas where it could have some impact on the EU decision-making and these areas were mainly in the foreign policy, the Czech Republic decided to pay attention especially on the enlargement process of the European Union, especially on the countries of the Western Balkans. Then together with Poland and Sweden, but I know at the end it was only Swedish and Polish initiative, worked on the creation of what we now know as Eastern Partnership policy of the European Union and it tried to impulse into the EU foreign policy, the value-based foreign policy and became a strong supporter of the strong position, for example, towards Cuba or it was one of the hawks in the policy towards Russia. Now I am currently on the attitude of political elites towards the EU. In 2009 the presidency of the Czech Republic in the Council of the European Union came and this was the famous moment, the five minutes of fame for the Czech Republic at the stage. You might remember how it started with the big scandal with the entropa. I don't know how Ireland was reflected there, I don't remember, but it was very fresh air into the European Council. We became in the same time very famous for being one of the few countries in the history of the EU where the parliament didn't give its confidence to the government and the government had to be changed during the presidency. In the same time we became very famous thanks to our president, Václav Klaus, who became the leader of the entire whatever EU movement in the EU and he refused in the first moment also to ratify the Lisbon Treaty. The whole European Union had to wait. You had your story, of course, with the Lisbon Treaty, but it was a decision of people, not a decision of one man as in case of the Czech Republic. But finally, at the end, after the strong pressure from all the political elites, the Czech Republic, he personally decided to sign the treaty and then to take back Czech Republic into the European mainstream. In the third period of the Czech membership in the EU started in the year 2010 when the new government came into power, very extremely weak government. What did it mean for the EU at first? It meant that the whole EU policy was dominated by President Klaus Dan and you know the opinions of President Klaus and how does he think about the EU and the future of the EU and he did everything possible also to influence the Czech political and public opinion and thanks to the fact that the government was so weak he was extremely successful in this. So what were the attitudes of the Czech political presentation then since 2010 in the EU? That was the time when the Czech Republic became a tribal maker. It refused the euro plus pact. It refused to sign the fiscal compact. It refused to basically agree on almost whatever. We did commission research and we discovered during the research that the Czech Republic together with the UK was the biggest policy killer within the different aspects of the EU policies. It looked like that whatever is coming from the European Union is suspicious and it's not positive for the Czech Republic. This reflects very nice feature of the Czech nature and I would comment on it. It's the feeling that we can do always better on our own that we are smarter than the others. So this is where the Czech also negativism towards the EU came. The last breaking point or milestone of the Czech EU policy was the year 2013 when both the president and the government changed. New president Zeman, former prime minister who led the country to the EU is known as Euro Federalist. I wouldn't comment what does it mean in his opinion federalism because I don't think he at the end have it backed by some ideology. Probably he created his own ideology of Euro federalism where some of the issues the EU is working on fit and some of the are just out depends on his personal opinion. But what was important the symbolic change in Czech EU policies? For the first time in history the EU flag in 2013 was put on the Prague Castle because the former president Klaus refused for all the ten years he was in the office to raise the EU flag and he ratified the incorporation of European stability mechanism into the primary law of the European Union so ESM could become the tool of the European Union and also the new government finally signed the fiscal compact which was again more important from the symbolical point of view than from the real policy making point of view. Why originally even the Czech government refused to sign and the fiscal compact and remain the only one country together with the UK which has got some reasoning for not signing the fiscal compact was very weak argument of not being at the table when the fiscal compact was negotiated but I don't know which countries were exactly behind the table probably only the top five or six countries but that doesn't constitute of course the reason not to not to sign it. So nowadays the new government which is in the office for more or less two or three months prepares a completely new EU strategy which directs Czech Republic in very different direction than it was last five years since this 2009 EU presidency. The new strategy changes the main allies of the Czech Republic within the EU. It won't be any more the UK. It was I can be very open. It was very naive and really close to think for the last government that the UK would be the main ally of the Czech Republic within the EU because of the absolutely different position of the both countries within the Czech Republic is in the center Europe integrated reason the center Europe especially with the German economy and in this direction also the new EU strategy of the government will go. The closest ally will be Germany of course and the Visegrad group for the Czech foreign policy. The Czech foreign policy will orientate itself and the EU policy much more on the economic integration within the eurozone. It's not in the plans of this government to adopt Europe. There are various reasons for that one of them is that they need the Czech national bank and the whole governing board of the Czech national bank was appointed by President Klaus. So it's his people very opposed to the euro introduction. Another reason is extremely role public support. I will talk about that a bit later and also the possible costs of introduction to the EU. Introduction of euro in the near future. On the other hand Czech Republic is fulfilling the criteria for introduction of the euro. The public finances became consolidated so I predict that in two, three years term the Czech Republic can reevaluate and start working on the introduction of euro. So this was the behavior of political elites during the 10 years of membership and now what the people thinks. I was looking at many opinion polls starting with the euro barometer ending with many national polls. Of course it depends a lot how you pose the question and you can get very different results. But the truth is that in the moment of accession in 2004 Czechs were one of the highest supporters of the membership of their countries within the EU. The support was always much higher than 60% until the year 2009 when there was a peak because of the Czech EU presidency. And since that together with the political crisis within the country together with economic crisis in the EU the public support was dropping until this moment when it is one of the lowest in the European Union. I pick up one concrete question which was given to citizens and it was a question, do you think your country could prosper better outside the EU and the number of those who said yes it was equal to the number of those who said no which is quite a bad result and the number of those who said yes was the third highest within the EU after not surprisingly Cyprus and UK. What are the reasons for this extremely low public support and why it changed since 2009? We did do even focus groups, our institute to research better and to better understand what are the reasons of it and I can name some of that. First of all it's absolute lack of understanding what the EU and its institutions are doing. Only 30% of our respondents did know that members of European Parliament are elected in direct elections. Another 30% of the people so they are enacted by the national governments, another 30% by heads of states and another 30% that they are co-opted from the members of national parliament. I'm sorry it was 2020 and 2020 not 30, 30, 30. So lack of knowledge is one of the reasons. Then the absolute domination of the political discord by President Klaus, the leader of Eurosceptics in Europe, then also the fact that the internal political problems that resulted in changes, constant changes of government in the Czech Republic made people not to trust to any institution, not even the EU but at the end we could see that the trust to national institutions were even lower than the trust to EU institutions. For example the last months of the governance of the last government, the trust over the government reached 9%. So it was probably very unique even within the whole European Union. What is positive on the positive note? The situation, how the situation in economy and real economy is changing. Then this is reflected also in how the press informs about the EU and situation. It's also then reflected in the opinions of people. So from the very bottom public opinion which was in case of Czech Republic in 2012, 2013, now we can again see that very slowly and slowly how the EU is able to tackle the problematic countries and the problems within the Eurozone, how the employment growth and the GDP growth also in the Czech Republic, the opinion of people is better and better. Also the businesses which were during the crisis very likely to relax them to support for example the introduction of Euro, they start to raise their voices in its favor. Maybe the last remark, very interesting comparison with Slovakia, the comparison of discourses within the Czech Republic and Slovakia. Whenever you opened a newspaper in case of Czech Republic, you could see opinions from political leaders, from leaders from civil society, from economists that claiming how lucky the Czech Republic was not to introduce Euro before the crisis because thanks to the preservation of independent monetary policy it was able to tackle better the crisis and that it could support the Czech Republic export and so on and the crisis would be more profound if Czech Republic would introduce Euro. And now open a Slovak newspaper, Slovakia introduced Euro 1st January 2009 and everybody, completely everybody, even those Eurosceptics in Slovakia they praised their Euro. They replied, how lucky Slovakia was to introduce Euro in 2009 because thanks to the fact that we became a part of the stable club with a stable strong currency Slovakia avoided the shaking of the exchange rate and avoided attacks of speculants towards its currency. So two economies very similar, two at the beginning very different positions and two absolutely different trajectories at the end. Thank you.


This staff thinks that Landman's the next great linebacker. They call him the hammer. Cordeson deals 10-past! Close on the turf. Was out of catch and a fumble for Johnny Johnson. The officials are saying yes. Cow comes away with a football. Big hit by D.I. Gets his first carry, but Derek Tangello rips him down. First year Penn State player transfer for Duke in a great way. That's a design run for Martinez in a first down. Line of scrimmage to 36. Koi steal back to the 15, awaiting the burn upon another high spiraling beauty into the sideline. That might be his best one yet. Unreturnable and deep. 49 yard punt, no return.


Hello, everyone. Our next speaker is John Sutherland, and he's going to take us on a tour of iteration on Python. Please give him a big hand. Thank you. Can you hear me okay? Okay, good. Good afternoon. Thanks for coming. I realize it's late on a Friday of a long week, and thanks for coming. So this is iteration, iteration, iteration. This is my name. Pretty good for a slide, I think. This is my internet name, where you can find me on Twitter, GitHub, Telegram, and I'll be tweeting links to the slides afterwards. I work at a place called Fanjul in Edinburgh, Scotland, where we make an online daily fancy sports thing, but I'm not going to be talking about that. As I already mentioned, this is iteration, iteration, iteration. So most of programming is looks, conditionals, and a few other bits and pieces, and everything else is kind of nice to have on top of those two things. And so what we're going to cover this afternoon is or what we're going to look at this afternoon is some basic loops recursion, look at reduce, iterators, iter tools, list comprehension, generate expressions, generators, coroutines, and then at the very end some stuff that you really shouldn't do. Unplug it and plug it in again? Okay. So we're going to use a contrived example of factorial for the first few examples. Just to demonstrate some of the basics, it's pretty boring but reasonably well understood, hopefully you can you'll be able to see the differences between the different methods. So for anyone who's unsure, can't remember from their high school maths classes, four factorial, so four bang here is four times three times two times one. So the while loop, so Python has while loops, which you don't see that often unless you want to create infinite loops, which I do all the time for fun. And here's factorial with a while loop. So we can see here the iteration state, which is the variable n, the calculation and the actual looping itself are all kind of bundled together in these three lines. There's quite a lot going on here, and you would never really write this, I don't think, not like this anyway. This is Python and we can do better. We had the for loop. So the for loop version of factorial is something like this. So we would iterate through a range from n to one. So in this case, we're actually going backwards with the minus one on the end there. And every time we're going to multiply our running our accumulator fact by i and then return that at the end. And this is nice. This is probably the best way to do this for this case. But the problem is our community logic and our iteration variable are all hooked up together. So we could do it with a recursion. So some of you may have noticed that four factorial is actually four times three factorial. So the definition of factorial is recursive. Sorry, and in the general case n factorial is n times n minus one factorial. And we can see that quite nicely in this code. So here factorial, the definition of factorial includes a call to factorial, which is recursion. So the if here is our escape clause, and this prevents us from looping or recurring forever. For larger values of n as well, we could blow up the stack and we'll get a runtime error. So we should probably use the for loop version rather than this recursion. And the last of our factorial examples is with reduce. So what we're going to do with reduce is we're going to create the numbers one to four and then we're going to use the reduce function and the multiply operator to collapse our list of one to four or one to n into a single value. And so since Python three reduced moved into func tools, but previous, it was a built-in. So yeah, and this works. And this is reasonably clever, but where I work and certainly if I was code reviewing, I would you begin to thumbs down on that one or a nice suggestion. Would you mind changing this to a for loop? So slightly more interesting than factorial are iterators. And iterators are created by calling itter on an iterable. And a lot of this was quite confusing and quite complicated, but hopefully we'll be able to follow it through. And so iterables implement one of two protocols, the iteration protocol, which is the dunder itter method, or the sequence protocol, which is dunder get item. And we're passing in integers starting at zero. And then iterators not iterables, iterators implement the iterator protocol, which is dunder next. So here we create the iterator of a list two, three, five into our iterator. And then we just successive calls to next yield the values two, three, five. And if we call next on an exhausted iterator, then we get a stop iteration at the end. In practice though, you would never actually need to catch that stop iteration because you would use this in a for loop. So this is a little bit more useful or a little bit more common. But actually just to go full steam ahead with the trivial examples. Here it's an iterable because it implements dunder item or dunder itter, sorry. And it's also an iterator because it implements dunder next. So iter tools, there's lots of cool things in iter tools. And you should have a look at them yourself. Just have a look in the docs, they're reasonably good. One of them is itertools.count, which just generates a forever sequence starting at zero. Or the value that we pass in. So it's a little bit like range, but instead of a stop value, we just have a start value. And it will go on forever. And we can also pass in the stop value and the step value as well. This basically goes on forever. A couple of the other ones in there, I slice, which we can pass a value and it will slice an iterator down to that length. And it's kind of like the slice operator with lists or tuples. Count, which we just saw there. And then cycle, which is reasonably interesting. So cycle will repeat the values in the iterator pass to it. So here we can see ABC is passed into cycle and we get the values ABC and then A again at the end. And it will continue ABC, ABC, ABC for eternity as far as I can tell. And in Python three, some of the built-ins like zip take and return iterators rather than previously where zip returned a list. Let's comprehendions. I decided to choose a really big font size for these title slides. And comprehensions didn't fit on the slide, which is why I've hyphenated it like this. I think it looks okay though. So let's comprehendions are a nice way to create lists from an existing iterator or iterable. And they're also what made me fall in love with Python. I mean, I'd seen a lot of this stuff before, but when I saw this comprehension, I thought, this is for me. So here we're generating a new list. So imagine we have some people that we pulled out of a database with Django or M or something similar like that. And we just want to get the people's names. So we're going to call P dot name for every P in people. And we get the names Ro, John, Lucy and Tom. We can also add an if clause to Alice comprehension. So here we're going to get the names of people who are not bosses. So my house, this is me and my son Tom. And finally, with list comprehensions, we can have multiple for loops, which are sort of multiple f's, which are, they're nested. And so here we can see on the top line there, two, three, four, five, six, seven, that's one plus one, one plus two, one plus three, and so on.  And so these are all the permutations of two dice rules. So generator expressions. Generator expressions look very similar to list comprehensions, but create generators. And generators are also iterators and iterable. This is where it gets a little bit confusing. So if we change the square brackets to run brackets, we get generator object. And we don't actually get the names, the values out until we iterate over the generator. So we can pass the generator to list. So in this case, we can actually remove the run brackets from the generator because we're just going to put them straight into list. And we can see the values out. So this is the same as our list comprehension. They're also useful in for loops if you don't need the intermediate list. So rather than going through all of the, rather than putting everything in a list and iterating over the list, we can just use a generator expression like this. In likelihood though, you would probably just have a for loop over people and then do something with p name in the loop. So generators are very similar to iterators and their generator expressions generate generators or create generators. So generators, they use the yield keyword and they give us for free a dunder, a turn, a dunder next. As well as a nice side effect of returning to the yield or resuming at the yield the next time we call next. So here's another Fibonacci example. So the first time we call next on a new Fibonacci, we'll come down to the A and we will get a value back. And then we can call next again and we'll get another A and another A and another A. So if we remember our previous Fibonacci example, which is all of this carry on, the generators is quite a bit nicer to write. And it works the same way. So we create a Fibonacci and we keep calling next and we get our values 1, 1, 2, 3, 5, 8, 13, 21, I think. We have to be careful with these as well as infinite iterators. If we pass them to list we can end up in an infinite loop, which is where we would use iteratools.i slice. Yield from is the other use of the yield keyword in Python or the second of the three I mentioned and possibly only three. So yield from allows us to delegate to a sub-iterator. So in this change in Python or this was yield from was added in Python 3.3. But before 3.3 this is a reasonably common pattern to see, which is 4x and x is yield x. And this is fine, but in Python 3.3 we can do this yield from, which is maybe slightly nicer. That's all there is to yield from really.  And coroutines are somewhat related, but they're a little bit off of a tangent. And they also use the yield keyword, which is why I've included them here as well. And they're useful for creating pipelines of operations. And the way that we do it is that we move the yield to the right, that's my right and that's your right, the right hand of the assignment. And this allows us to send values into the coroutine. So previously we were yielding values out of a generator, now we're sending values into a generator. So we can see yield here on the right hand side of the item equals assignment. And we're going to be able to send values in here. So the advantage of being lasting on a Friday is that I can add these things I've learned this week, like f-strings to my slides at two in the morning. Well, to this morning actually. So I decided to add them here. So the way we use this, we call next to do what's called priming the coroutine. So this just advances us to the first yield and then controls return back to where we are and then we can start sending the values in. So we're going to send in roll to see Tom and our printer is going to add the value 012 to the front of our strings. So here we send roll and we get 0 roll and Omegle. And this is the kind of, this is the best I could think of for how to visually represent a coroutine. We're going to call this kind of coroutine a sync. And we mentioned pipelines and we'll see how this sort of works shortly. So a slightly different version here where we can pass in a predicate function. So this will print any item where the predicate on that thing is true. So the easiest way to understand what's going on here is we're going to create a predicate where we're going to check if the second letter is U. And it's only this because of my examples. So we can see that roll doesn't pass so her name isn't printed, Lucy does pass so her name is printed and then again Tom doesn't pass so he's not printed either. The problem with this though is that we've sort of tied up our filtering logic and our printing logic. So once again filter printer is also a sync and these are useful but not super useful. So we'll skip over this because this is a little bit wild but basically what we're doing, oh no sorry, we're not going to skip over this. So here we're going to pass the sync into this coroutine and then every time we send a value into this coroutine we're going to send it onto the sync. So you can see this is sort of becoming more of a pipe and less of a sync. And I've added this coroutine decor at the top here. Here is defined but basically what we're doing is we're just sort of automatically priming it with that call to next and then we return the primed coroutine. And there are reasons that you don't necessarily want to do this if you've got a lot of setup at the start of your coroutine. But for the rest of the slides this is a kind of useful thing to have and it removes some of the boilerplate that we'll see shortly. There is also a coroutine decorator in the async.io module but that's different to this and it does different things. So our filter that we've just seen is now a pipe rather than a sync. So there are now two arrows on either side. And how we use it is we can create a printer sync at the top there. We have this filter pipe which our predicate is to print people who can drive and we pass our printer into taxi drivers there. And then for people we're going to send all the people to our taxi drivers filter pipe which will then send them onto our printer pipe. So we can see here the two people that can drive are Roland John. So my wife and I can drive. So this is slightly more useful. We can maybe start to see how this might become useful. And it looks like this. So we now have a small pipeline so we can send values in on the left hand side there. And they come through the filter and then maybe come through the printer at the end. And we could start to build up some quite interesting pipelines. So the Unix utility T is the namesake of this coroutine. So we're going to pass in a list of syncs and we're just going to fan out our anything that's sent to T to all of our sync coroutines that get passed in. So the way that this might work is we could create a log which is our printer. We're going to have a boss filter and a driver filter which both sent to log and then we're going to create our a T coroutine which takes both boss and drive. We'll send our people in again and we can see here that Ro prints twice because she's both a boss and a driver. So she comes through both filters. John comes through the driver filter and Lucy comes through the boss filter. Why you would ever use this? I'm not entirely sure but it's sort of fun to think about and to write. And here's a visual representation of this. So values coming in on the left getting sent to both boss and driver and then potentially coming back to the printer at the end. So now for something a bit different which you shouldn't do. So our coroutine pipelines even when they're fairly simple tend to look a bit like this. And the thing at the end is always deeply nested and we know from from PIP 20 that the flat is better than nested. Other languages including bash and elixir and enclosure have nice constructs for dealing with this sort of thing where we can pipe things together. So here's a whole bunch of magic. We're going to wrap our coroutines in a partial. Then we're going to wrap the partial in this powerful company or object which overloads the power operator. And this could certainly be tidied up a bit. There's a lot of kind of weird stuff. This is not easy to follow and this is also not getting the thumbs up on code review. But it allows us to do this. And as weird as this looks this does work. So an example here we have this range which is not the actual range. It's when I had to define myself which will generate the values 10 to 15. So 10 11 12 13 14. We're going to filter out only the even values to get 10 12 14. And then we're going to send those on to the printer and it works. But yeah don't do this. So that's pretty much all I have. So we've had a look at looks recursion into tools comprehension generators coroutines and then that stuff at the end that you shouldn't do. But thanks very much for coming and for listening. Again that's my tour name and the slides should be on Twitter very soon. I just want to thank you and are there any questions. Thank you very much John questions. Thanks for the talk. I noticed you had a nested list comprehension in there but there wasn't a yellow sticky note on it saying you shouldn't do that. Or it wouldn't pass code review. Is that something that you think should pass code review or is it something that should be kind of spit out into maybe a loop and a list comprehension. OK so the question is I guess how complicated should list comprehension be. And my kind of rule for thumb is if you're doing more than two things don't do it unwrap it into a for loop. So if you are creating a triple on the left hand side from keys and values maybe or you are you have a forward and if which is preferred to the sort of functional filter now. Are you doing anything slightly more complicated or if you have to write it over two lines I would suggest unwrapping it into for loop and then just appending to a list. I've got one further question if that's OK. So the method you've shown of kind of composing these pipes with sinks and things like that seems quite a powerful way of transforming data. With these reusable components and but you don't tend to see the style of programming very often. And I wondered why you think that might be or even maybe this isn't Pythonic in some way. That's quite possible. So the question is why do we not see coroutines and pipelines more often. I think it's I think it's just weird. I don't think it's yes you can do it a lot more easily a lot more. It's a lot easier to understand in other ways. I think the first talk I saw on coroutines someone asked the first question was what was the original problem you were trying to solve by writing this code. And there isn't there wasn't really an answer. So don't do it I guess. Any other questions. Hi. Could you bring up the slide with the dunder power again and maybe talk a bit why about you recommended not to use that. So why not use this. Yeah what was bad about that. There's there's too much going on. I don't I don't necessarily suggest you write this style of code anyway. But there's there are partials. There are nested functions. There are star args star star quarks. There are there's overloading built in methods just to do a little trick which is the star star to create the pipeline. Yeah you can do this stuff. It doesn't mean you should do this stuff. OK so the same would be for dunder model or matrix multiplication. It's just the whole idea of changing them is a bit complex. Yeah yeah I think so. Any more questions. I have a question myself. I find myself something sometimes wondering if I should use a lambda the partial or a local definition of a function. Do you have a preference for that. It depends. I've seen good uses of all all three. I don't I don't know that there's a good answer to that. I think it depends what looks good. What the rest of the style in the code base looks like. If landers are generally avoided generally avoid them. I think partial is reasonably unknown because it lives in func tools which is reasonably unknown. So I would probably avoid that a lot of people would probably need to look up the docs on that. So yeah again it depends. OK thanks. OK that's it then I think so please give them a big applause.


Super Bowl longest winning streak. I'm not sure. I want you I start when you I start a year like 50-50, you know Now I want to play some Elden ringing.  Come on boys. It's crack Please all the ball don't play this. Thank you. I don't like being in the middle of the field, bro They did not answer me if they want to play squad and not Now while he wanted to do the little glitch play where you go to the you throw over the top of the You know where you just put that guy on a corner out and it's just an auto touchdown that play This guy's aggressive with it with the defense here boys Oh, yeah, Cooper, that's how you get up out of there man Now since he went for two you just take your one as this spin move you set that up You go a little bit to the left and then you come back to the right and say you set it up Just for the it's kind of basic tackle. You got to click on the tackle. You can't let the computer, bro You really can't let the computer do that. That's that's one thing. That's good about the game for a Man, dude, I hate this offense for a furrow like nobody goes and gets the quarterback I have I have no idea why nobody's getting a quarterback like no idea dude It's like I need to put a spy.  I shouldn't click on anybody. I shouldn't click on anybody one of them would have picked that off I'd read mother. It's just 98 speed, bro. Ah, and I caught a play. I caught a play He's just gonna try to put you in call. You didn't click on that guy. Wow.  Just don't blitz him. It's called mixing man coverage again Yo, if mixing good, yo mixing is tough The dude just be dropping passes All right. Now I'm gonna play super aggressive here because If I let him milk even I get the ball a half. I'd rather him score I'd rather be down 21 to 17 than be down seven points for a furrow Thank you, man Oh pick it. Let's go Simmons out of nowhere. Baja Oh, let's go man. I swear I was picking that off my so Good defense man. Way to get home. Now we get ball ahead. He should have been taking his time Now I don't know why he was in a hurry. So now we got Vic actually rolling to his left here Everybody's bagged the hell bro. Everybody was just bagged. We got to use some clock here like regardless This is where it's like sometimes I'll force a running play. This is man coverage again. Somebody gotta get open here boys Hello, Joey crack. Joey crack.  That's why I always have Ralph tech. Ah, that was a big stop I didn't really run time off the clock or nothing, but It's weird to say this but I mean I've just used I've just ran for so much trips that I played against so much trips that I kind of know I don't know what plays are in trips, bro Like, you know what I'm saying? Like I know the route combos. I know what to look for like I know trips Like that's just OP bro. Like that's literally that's OP. That's like I cannot guard that I can't guard something like that, bro I'm really about to do that. They'll just contain just this is just Really about to run. What you gonna call it? Some maxi bronze defense here boys Just live with it. Good tackle Hey, oh, oh my god. There's no way you don't pick that off. They were right next to each other Uh flower gotta run with a crossing route here man. I really do I can't believe I just gave up running back in wheel I just like oh my god. There's purples. There's yellows.  It's like and trips tight in I never expect wheel route like that like bunch Yeah, every time right bunch every time even tight like but like trips tight in that always like honestly can't believe I gave that was bad I'm gonna try to roll out here. I don't have a lot of space I think this is just Somebody get open big time here. You drop it dude.  He was right behind you. Oh, he was right behind you. He really was That's my I cannot get up there wheel route. I mean the fourth downplay was a big play too But I mean it's not even torched like bro. I'm not even like it's not even about getting torched Like he was just wide open and just could have caught an easy pick and first of all, he didn't even catch the pick I should have pitched it down Oh my god. Are you kidding me? Like what? Play a little bit of defense, huh? Play a little bit of yeet fence Maybe I should start playing a little man a little more. I haven't blitzed this guy at all, dude I really haven't let's let's start let's start let's start going crazy I'm being too disrespectful. He's running two offenses that I don't blitz though There we go not because you can get like you can I can get two man pressure like I know I can Like come on man.  Thank you man. Good defense. Let's go man My pick. Thank you bum.  Ah, let's go cooper Let's go, baby. All right. No big plays No big plays I'm gonna put my hooks.  I'm actually when he runs this wide trips. I gotta run auto flip and instantly flip Exactly what I want. There we go If you run the double Double cross or play. I mean you just go to we need this picked off sham Why am I clicking on? Why am I clicking on?  I mean, this is just amazing.  Why would I click on why?  So like when I went to throw it he had to turn and like easy claps though Where my yellow zone actually went like where do you go? Why is this so damn hard to stop?  He's got like this is insane. This is insane, dude. Also, I kick me again Oh my god, man, like I think it's gonna work or not. I mean the real question is do we actually stare it down or not? That's the man coverage is like really bagged man covers be bagging bunch, bro I swear to god, it just bags the out of bunch. Hmm.  Yep. See you later, man gg's only Super ball


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