Yeah, track and field is where we'll begin on the sportsmax zone on the 29th of August We started discussing the saga between sprinter ty quen the Tracy and technical leader of team Jamaica to the Budapest world championships Maurice Wilson Tracy was replaced in the men's four by 100 meters relay pool in the Hungarian capital last month Causing the infuriated athlete to lash out on social media. Here's a reminder of some of what he said People have been gotten as a lot of people like to say that our links get your places in a Jamaica right and This right here. So is a prime example because an athlete is not supposed to be on the team And he's here because his coach is the head coach on the team. And when you also think about it, right? If they're going to say, oh this person run XYZ time That's not a valid point. You have Julian Ford Kishi and Thomas and you and Blake who has run faster than him more than once Right But unfortunately, they didn't make the team, but their coach isn't the national the head coach which He worries we also would like to Have people think that he has nothing with Nothing to do with the athlete being here Yeah, taekwenda Tracy and we have the pleasure of being joined by the man himself in the sports max studios Taekwenda Tracy. First of all, how are you doing? I? Suspect it's it's been a relatively tough few weeks for you given everything that happened in Budapest, what's the frame of mind like a few weeks later at the moment? I'm fine It was it was tough when I was in Budapest to be honest I this when It was like a bit too much and I would just go for a walk I got go to the park in there in Budapest and just sit to myself and cry honestly, but um I'm better now as to be honest as soon as I got home Actually felt better. It's not past me as yet, but I'm I'm better. What's the support been like around you for you? From everywhere to be honest a lot of support from people all over Other athletes especially people like Warren were who has seen and I said quite his part But yeah support has been great Are you surprised that the the level of support that you have gotten on this issue? Especially on social media. I am not surprised about the social media aspect And I'm not even surprised about the athletes that who are current athletes running who haven't said anything to be honest. Yeah, I mean I've People have people have come to me and say listen I was going to the X and my coach say leave it alone Because you don't want to end up on the bad side with a bad side that is but um I'm I'm okay Why did you feel the need to be on this show today and how? How Enthusiastic are you about the next eight or ten minutes that you will spend here? last week I watched Mr. Dennis, I was listening to what he was saying which To give credit to him some some of the things he said is is is correct especially when he said I was a bit pretty much sure about my actions and And why I said why I agree with him is I should have waited until after they ran the four by one before I said anything because Went into a meeting with them on a Monday, right? I think it was either Monday or Tuesday I'm trying to get the dates as correct as possible and they said these are the five persons that are going to run That's what they said these are the five persons that are going to run and when you say they you mean Lenox Graham was responsible for the men's four by one Yeah, it was just him and I'm not sure if there was another coach there, but I know Lenox was there He's the head coach and he called the five names Excluding me and Michael Campbell. So everybody else that was there. I was sat in the meeting and I was puzzled in a sense I mean I didn't think our team was lacking Everybody couldn't run if they wanted us to or even six persons could have run if they wanted us to Yes, right. I didn't I didn't think out our team was lacking in that department and When I spoke with I didn't say anything in that meeting throughout the day, I tried to get an audience with Mr. Lenox and Maurice being that he's the head coach and he's a coach at really and I Tried tried I tried until eventually We end up talking till we end up in our in another room with some other people. I think this was on Tuesday Some other coaches was there and there Basically because my thing isn't I was saying that listen Everybody here saw me training. I don't know that mean a good shape and for whatever reason under this I'd say Oh, no, don't want you stike on the tracy. Okay. Fine. But who are you going to replace me with? You're going to replace me with somebody who in my opinion and as I said in the video should not be here and People can argue and think and just as he would like to say obvious on the selection committee So my question to them in that meeting one of the question was that is our selection committee that incompetent where we are three other athletes To that are far more experienced than who also could be right now in his career And they are currently doing better than him and he got selected over them One of the reason they said is because he made the finals and those athletes that you are Referencing Johan Blake and Julian Julian for a gun sub 10. Yes subsequent to the national champion exactly Right. So if if they were saying that order because they want to use the best team and whatever fancy words That was my question to them. Why didn't they choose the best team then? Because this this wouldn't evidently be the best team if we're not going based off what happened at trials And if you're going to say stuff like that that it's because he made the finals Why they decided to choose him or because whatever he did at the World University games Which is still not above what Johan Blake and Julian Ford did going based off experience That's why I didn't mention Christian because Christian relatively knew just like yes, right Then they're all saying that it's a different case. So I said brushing McDonald's is here Didn't mean to point him out like that But I mean they did decide to use him because of what he did So if you're going to do that, why not do it across the board? Why not why you'd never choose the right person? And I'm saying that this is an obvious Act of action where you guys deliberately wanted him here And that's why nobody knew about him being on the national team until we got to Budapest I just want to understand you correctly because you said you agreed with Dennis Gordon that you spoke prematurely Yes, so I am Understanding by that that you're saying that if you did not speak they would have gone ahead and done exactly what you were Saying because you spoke out exactly I decided not to and I can prove that to you. Yes Well, I don't know if you remember the interview We did right after I did the interview with Spencer Darlington. Yeah, right from television That was two days before the relay. Yes, do you remember him calling out the four? I have the video on my phone. I can't even play it. Do you remember him calling out the four that will run in the heats? And then Watson would replace ghost in the finals He said that but then he also went along and lied again and said the team wasn't nobody said to anything To him about the team until night before Yeah, so Those those are some of the things that that I mean if you're going to come forward and try to pay it me as a bad person Yeah, do it do it the correct way. Let me ask you this so one of the things that Dennis Gordon said when he was on this show last week is is that Lennox Graham Was to make a recommendation and then there was a three-member panel Of which Maurice Wilson is only a member and that panel is to make the final decisions Are the athletes aware or were the athletes aware were you aware that such a panel existed? Or did you take it that what Maurice that what Graham said in that initial meeting on the Monday is what would ultimately stand? I never know that there is a panel where this thing got to be an Lennox and more than like the head coach because I mean in terms of Authority he's the head coach. I'm no they're more than like run things by him Yes, but in terms of a panel of which is why you were looking for him after the Why I said, okay, I want to have a meeting with you and Maurice Wilson. Yes, because I I don't know about anybody else I just know about him as the head coach and this person and I Mean it's obvious one of the main reason I wanted him in the meetings because I know it's his athlete Yes, and of course He would like to say that whether he's that lead runner not it matters not to him But there are so many cases if you check back you can look at where people end up in places that they shouldn't be Yes, I can give you a very recent example as last year before you get to that example Taekwendo Let's hold it right there Just go to a break and after the break Taekwendo Tracy will tell us some of those instances stay with us over back Yeah, back on the sportsman zone we're speaking with Jamaican sprinter Taekwendo Tracy We're dissecting what happened at the world championships in Budapest to Hungary Remember that relay saga Taekwendo Tracy came out and voiced his concerns about the selection process His exclusion from the relay pool after he finished fifth in the men's 100 meters at the national championships And we're dissecting all of what went down before the break Taekwendo was about to tell us Instances where he feels particular athletes got on the team when maybe they should not have Taekwendo Yes So as I was saying before if if you guys would take into consideration the 200 meter last year at the Commonwealth You would clearly see who ran the 200 meter for Jamaica, and then if you take into consideration the national trials The top eight that person that ran the 200 meter and you guys can do your research That person that ran the 200 meter in Commonwealth did not Even made the finals How did he get selected over every single body that was in the finals to run at the Commonwealth and Commonwealth does not have an age requirement from my knowledge Yeah And just to be absolutely clear you are speaking here of Cajun Golson who ran the 200 meters at the Commonwealth Games last year Cajun Golson is coached by Maurice Wilson who was the technical leader of the team To Budapest Cajun Golson did not meet the 200 meter final at the national championships last year And when he went to the Commonwealth Games he ran 21.19 in the first round made it to the semifinals And ran 21.13 I think it was his best time 20.74 was his best time going in And then the fourth place finisher at the national championships The late maria heslop had gone 20.6 at the nationals. In fact, he ran 20.5 in his semifinal And so you're suggesting taekwendo that maybe it was someone like a heslop Who should have gotten the opportunity to run at the Commonwealth Games last year Yes, because a family member of him that is how I actually knew about it Of course, I've been getting messages from different people. A family member of him Messaged me after the video came out, but I didn't see it until like a week after because I had to turn notifications off my facebook Right and I saw the message and I read it and he was saying that you know, he was selected This is what he was saying. This is not my words. He was he was saying that he was selected and then um Somewhere down in the in in get into Commonwealth he was removed from the team and somebody else ran right He said to me that he will get me in contact with his mother So if mother could actually give me a full load on everything, but I haven't spoken to her has yet But that is what he said and if you look at the the Commonwealth Games last year It's obvious who ran and it's obvious. It's obvious. Who are the better times? So it's not even about times, I guess I want to get your your take on on on this taekwondo because One of the things I've struggled with all summer is that I realized that there is a lack of understanding of the rules generally and I just wanted to get an idea Of how deep your understanding of the rules go now from my standpoint and looking at the letter of the law As laid down by the jamaica athletics administrative association You are only guaranteed to be in the relay pool if you make the top four at the nationals You were fifth. Yeah, so just judging by that there was always the possibility That you may not make the relay pool. Did you have that understanding? Honestly, no to be honest. Um, I don't know if there is any form of Conferences that is held by j2a to issue rules or there is something written Where I could find that somewhere, but I don't know of it. I mean if it's there it's there and as I said I And I said it in the video. I didn't have a problem with being Being replaced. It's who and how I'm being replaced There wasn't really a conversation. I was just left out And that is one of the things that got me a bit upset because as I said to I think it was spencer before that they could have made me not the wiser And said here what we're running six persons even though they have in their mind That they're going to going to run or will keep six persons as part of the pool. Yes The day when they said it they said we are running five persons These are the five the rest of you are just in case somebody get hurt Right So For me as I said, it wasn't of course. I felt the way about being replaced. I should I should add Listen, I should a whole 12 months and two weeks because I started from last year. Um, july Wait, no august 7th august last year and you have had injury setback and I've had four months You have had to overcome a lot. Yeah for this year alone I've had four months without injury Yeah, and I managed to do what I needed to do as I said to him in that meeting I managed to do what I needed to do to make sure I finished where I did at trials and for you to come just remove me and put somebody who Even though I was running well, not my father. He wasn't prepared enough to be able to run the three rounds You can't just come and say oh, you're going to change this person and I tell people all the while Not everyone is the same. I prepare for championships If you are going to come to me and say oh, I saw him run at a meet after and he did xyz I'm not preparing for a meet I'm preparing to come and smash the championship. That is why I always do well at the championship Twice national champion 2018 2021. Yeah, and people can look back at my times at all the time no matter what is going on before I'm going to be ready for the championship because that is what I'm preparing for That is what is going to get you on the team. Yeah, so often right when when these situations arise we hear And we're not always certain but I've heard of a number of cases where coaches will say Let's do a runoff Even at the championship. So I have a story. I'm that hopefully I have time So a person from 2004 I would have to go back into the message. I can give you like a summary of what he said He said in 2004. This is a quarter mile. He said he did a runoff He finished I think four at the trials And he ended up after doing a runoff with somebody that finished I think seventh or somewhere down there, so He said He did 2004. Yeah, you sure the person finished fourth at the trial. I don't I don't I would have to look at the message. But yes, I would have to look at the message.  You're going to do a runoff and you run the two athletes at two separate times You know, you need to know who's better and at the end of the day, some people run better with company and some people run better without so I mean do the maths But but then he said but then he said he met a guy that he did the runoff against basically They are the time trial against and the guys when the guy told in the time he ran He said the time was slow That's what I was about to say because it sounds to me that if they separate the the runs It suggests to me that they don't want either athlete to know what the other athlete did The j3 is may well say though. Well, it was a different Set of individual if if somebody is going to answer this They are going to find some reason or just said I don't have any knowledge of that. Yeah, so at the end of the day Get back to this but nothing like that was was offered in your situation And he was I read mr. Wilson said that he didn't think it would have made sense To do a runoff not his exact words. He didn't think he would have made sense to do a runoff because Um, it would have to be done on some a month. They are something like that and the if a runoff was offered Would you have taken it 100%? Why I had no doubt in myself that I would have won That's so good a shape you felt you were in that's what my coach can tell you and I mean the more they watch me But regardless of that regardless of that he was saying that he didn't think a runoff would make sense excuses because there is no way me and X couldn't go at the line on Monday or Tuesday or even Wednesday. Yes and recover enough for a race on Friday What kind of athlete are we if we can't recover in two days after a hundred meter? Yeah If you're going to talk about a quarter mile running in that close I can understand that. Yes, but not a hundred not a hundred meter sprinter That is why or a hundred meter finalist is like a whole after the The semi so or an a half or so or an hour close. Yeah So you saying that oh, you don't think you would have clearly me clearly You're just saying that you didn't want to give nobody the the the clear ground to say Yo, I trust you meet him. Let me ask you this one because clearly you have said a lot From this incident started on your social media. You're here. No on this channel Are you not afraid of any type of Even the possibility of victimization I mean, it's probably happening already. So personally I I I sit down and I did something into myself like literally to myself The night before Michael Campbell could attest to it. I didn't sleep And I sat down and I think and I thought about it and then one other thing that came to my mind was that Even if this sings taekwondo jersey, I can be sure that it will help other athletes in the future And at the end of the day This is not going to stop me I've I've had a little flame burning inside of me for the longest while Injuries been rolling it down. I'm fine right now and They decided to pour some gas on this flame So at the moment, I'm not just fighting for myself. I'm fighting for current athletes and future athletes because I remember you saying in an interview couple weeks ago where It was like two weeks ago where you say that person who had The qualifying standard didn't get selected for the team. Yes and person who Qualified based on world ranking and persons who shouldn't be there in my opinion Got brought on the team and if you are if you as a selecting committee thinks that the person who couldn't make the qualifying standard And the person who should not be there had more Other other more other standard higher chance of getting a medal for jamaica Then as I said before somebody is really incompetent Because you obviously not doing a job properly. You're just doing a job to suit a certain person's heart Yeah, taekwenda tracy It's been a pleasure having you on the sports mic zone and and we wish you all the very best Clearly, there is a lot to be sorted out with this issue um and definitely from the standpoint of the jamaica athletics administrative association still Many questions to be answered, but I think um you have started a conversation that needed to be started That needed to start and yeah, here we are helping to have that conversation We take a break but back with more on the sports mic. So


Let's talk about this entrance.  And what do I mean by bad?  I'm bad. I'm bad.  Okay. That entrance is so cool that from the music to the lighting, that entrance is so cool that you can actually build the wrestler around the entrance. That's how epic that entrance is. There are certain wrestlers whose entrances actually mean something, whether it's the whole entrance or the beginning of the music, the undertaker's bell tone, to the fire, to the smoke, the fog. You know what I mean? The first beginning notes of the Ultimate Warriors theme. You know what I'm saying? When Batista comes out and the fireworks with the machine gun, you know what I'm saying?  It's just certain guys. Their entrances are epic, but the glass breaking with stone cold.   It's the whole thing, man. It's the music, the sound effects, the lighting, the body paint, the way he's acting. I was like, yo, this, and it was one of the, it's not an entrance that grew on me. It's an entrance that I was like, as soon as I saw it, I happened to be on WWE Network, that people are canceling for $9.99. And I was just, I was like, let me check out NXT because I've been hearing about how good NXT is, and I happened to be fast forwarded through something, and I was like, stop that.   Whoa. From the gate, I was like, okay, what isn't he, look, I don't even remember watching the match, because I think I had to go to work or something, but I remember watching the entrance. Post comments, let me know, Finn Bailer, good? Is he prime time ready? Because that entrance is prime time ready. Okay. I'm actually going to take some time and really try to catch up on NXT, because I've seen just a couple of the matches and I'm just like, this is better, man, than regular WWE. It really is. So I'm going to catch up on it. And hopefully you'll see me do different reviews and reactions to NXT now rather than just raw smackdown. All right, so post your comments below. Let me know what you think of Finn Bailer's entrance. I think it is one of the greatest, if not the best entrance I've ever seen for a character.  That is movie worthy. That is fucking, man, look, one million subscribers, press the like button right now.


Hey there, it's David Wong. Do you want to know how to control your emotions while you're in a stressful situation? And life things never go exactly the way you want. You may get stressed out with some people, some circumstances, and situations. But what separates the successful people from people who fail are people who learn how to manage their stressful situations, control their emotions, so that they can keep moving forward. So in this video, I'm going to share with you three easy techniques that you can learn right now that can help you to control your emotions in stressful situations. And why should you listen to me? Because I've trained in martial arts, I've trained in self-defense in the highly stressful situations and also I'm a CEO with many successful businesses, with many employees, and I've been through almost every challenge you can imagine when it comes to building a business. If you want to achieve Chi life mastery and gain inner strength and inner peace and also be able to manifest abundance, then make sure you subscribe to this channel to follow me on this journey of Chi life mastery. The first technique of overcoming your emotions is to learn how to control your breathing. Same goes for martial arts and also in real life. When you're in a successful situation, you have multiple cat attackers attacking you, you have fear setting in, the fight or flight mechanism starts to trigger in your brain. First key thing you need to do is to learn how to calm your breathing. Start taking deep breaths.  Consciously start to breathe deeply. If you're in the altercation, no one's going to get mad at you because you're breathing. This will help you to slow down your thoughts and keep you from becoming more angry. And what else it does is to get oxygen in your brain so that you can start thinking clearer instead of reacting to your emotions. So an easy way to practice this is use Gigo meditation method, which is to put your hands in your stomach or your tummy or your belly button and just feel your belly going up and down, rising and falling as you're breathing in and breathing out. The more you practice doing this breathing exercise, which is so simple, that will be easy for you to remember how to do it when a stressful situation does come. The second technique is to learn how to ask questions. Whenever we get stressed out, we tend to start to become emotional. We ask a lot of why questions like, why is this happening? Why do I feel this way? Why is he doing this to me? Why is he attacking me? Or why is this person doing such a thing or saying such a thing? When you start asking why questions, your brain starts to become emotional by changing your questions that you ask yourself. For example, asking what questions, what do I need to do? What am I feeling? What do I need to do next? What is the problem? What needs to be fixed? And then also asking how questions such as, how do I fix this problem?  How do I navigate through this situation? How do I overcome this situation? How do I make this person calm down? How can I find a solution? By asking questions, you are actually directing your mind and controlling your thoughts to becoming more solution oriented, become more logical rather than emotional. Third way of controlling your emotions during stressful situations is to mentally step back from the moment and pretend that you're just an observer observing what's happening. So if somebody is mad at you, then the shouting that you is swearing at you, you can step back from this moment and just observe what's happening rather than to respond to it and reacting to it. Or if some negative situation happened that you didn't expect, take a step back and observe yourself and the situation as if you were the third person looking at yourself. And what happens when you do that is you start to detach yourself from the emotion and start to observe a situation from a different point of view. But the key is to learn how to take the time through meditation to get into these states, to step back from the situation so that you can observe yourself, observe the situation, observe the other person. And you may be surprised that you will find solutions and answers to problems that you never thought of before. So those are three techniques that you can try to help you to control your emotions in stressful situations. I hope this helps you out especially during these times. I also recommend you to listen to some of our free quantum meditation frequencies on this channel. You can find a link in the description. These frequencies will help you to change your mood completely almost instantly. Use them during meditation. It's going to help you to speed your way to Chi Life Mastery. I'm David Wong and if you like this video, make sure you click the like button. Make a comment. Let me know what kinds of stressful situations you've been experiencing and what other solutions you think will be helpful for controlling your emotions during these situations. So until next time, use the Chi and prosper.


Covering VMworld 2015, brought to you by VMware and its ecosystem sponsors. Now your hosts, John Furrier and Dave Vellante. Okay, welcome back everyone. We are here live in San Francisco at Moscone North Lobby for VMworld 2015. This is SiliconANGLE, media is the cube. Wikibon, SiliconANGLE, and theCUBE are all here breaking down VMworld 2015. This is our wrap up for the show. We'll have some streaming tomorrow, Thursday, and maybe a few interviews, so this is the real wrap up of the whole show.  I'm John Furrier with Dave Vellante, Brian Gracely, Stu Miniman, we've got the analysts here, we've got the cube team. Great event guys, I want to just say that I feel that this is a transition point, an inflection point for VMware. And my takeaway from the show is just the overall surround sound of the echoing theme, the future of VMware, and can they get bigger with the looming backdrop of Amazon web services. So I want to get you guys to take on the summary of the show. Obviously I just flew a product announcements, NSX showing some nice milestones, Cisco with their approach with ACI, we had them on the cube, we had a lot of startups, we actually had Pat Gelsinger and all the top dogs at VMware, really talking about the multi-cloud world, not a lot of big data, but a lot of DevOps conversations. So to me that's kind of the surround sound themes. Dave, your thoughts, I mean we're kind of, I mean I'm going to have to ask Jeff Frick what we did, but it sounds like 150, but I don't know, what's your take? So John, I came in here with the theme of wither VMware, what's going on, what's the future look like, and I wanted to ask people about that, what they thought, collect data around that. And I thought Nelson Nahum from little startups, Zadara storage summed it up the best, he said, if I were CEO of VMware, I would be very happy. So the point is this company has really done a tremendous job of building an ecosystem and it's incredibly strong. Now, us, when they get to this level, we want to see more. And as I've said a number of times, they're fighting battles on multiple fronts. They are a winning company. The question is, can they win all those battles? Brian and I just interviewed A.J. Patel, who's the Senior Vice President of the Cloud Services Business Unit. I think you're right, he told that story as well, if not better than anybody. He told it better than Bill Fathers. You kind of made that statement off camera. I'm going to make it on camera, it's true. It was clear, Chris, you know, there's some signs of life and momentum, but I asked them what kept them up at night and he nailed the answer, scale. They've got the scale. We've talked about this a lot for the reasons why. And so to me, that's the linchpin of their future. So tooling aside, they've been incrementally making improvements. Brian, I'll get your take on this deep in the cloud, kind of get down the wheeze and or top high level. They've been incrementally improving. And Pat gets, we had things on the roadmap from last year, year before, that's been rolling out kind of a rolling thunder of new product releases, point releases, new products. But is there that scale question of, is there a big game changing, throwing the ball down the field, big move by VMware? Do they have it? And again, competition is hot on their heels. Right, well, you know, I think it's a couple of things. We talked about scale, scale is a matter of dollars. The folks they're competing against are putting a billion dollars a quarter in. I don't think they're making that commitment yet. They're not building it and they will come. Now, when we came in, I mean, I was somewhat skeptical. I wasn't seeing the developer service being put in there. I wasn't seeing sort of the acceleration of services. But like Dave said, AJ Flatout said, here's our market, our market is enterprise applications. It's the IT organizations doing some extension of those. There's a huge market there. That's an enormous market. And as big as Amazon is, you know, we've said before, they're six billion dollars. Yeah, that's an 80, 90, $100 billion a year enterprise market. They have an opportunity, but they've got to articulate it because right now, people all they hear is virtual machine, virtual machine, virtual machine. Rather you're going after old apps or new apps, you've got to talk about apps or you're talking about cloud. Yeah, I would just point on that. If VMware's going to succeed, they need to have that ecosystem grow. It needs to be the server providers. When I looked at the metrics that I heard at the show, we got clear numbers of growth, you know, VSAN over 2,000 customers, NSX over 700 customers. You start poking around at VCloud Air and it's like, well, I don't know, it's not thousands. Right. You know, it's definitely less than that. But you know, they're putting all the pieces together and they're still going to be finalizing and expect later this year to hear more as to how the whole enterprise, including Virtus.treem, you know, pushes forward with the whole cloud message. How about you, weigh in? What's, you know, your thoughts, takeaways? I think a couple things. One, Pat Gelsinger said one comment that really hit a nerve with me that I had a blind spot on and at least coming in for the show because we've been so focused on DevOps. I mean, we've been deep on the DevOps. Obviously, at a practitioner level with our software development process here at Silicon Eagle Media and then Brian's new coverage that's going very, very deep is that it's about the developers, right? So we're seeing the applications drive it. So this is something we've been talking about. So the blind spot for me is what Pat Gelsinger says. When they surveyed all the people going to the DevOps shows, they've been mostly IT ops guys. Now that makes a lot of sense because they're in the VMware ecosystem. So I see this VMware moving into the developer space. We kind of touched on it yesterday and they don't really have an answer for it in my mind. I don't see VMware really having anything that developers would want to play with or use other than infrastructure. That's transparent. Pivotal, on the other hand, might have something. So this brings up the question of, hmm, is DevOps the right fit? Where should it sit? How does the new federation configuration that's being rumored by the end of the month or the end of October change all that? So that to me was something that really was provocative but also opened up another door to go down to conclusion which is what is the future of DevOps in a VM world scale world? Is it ops dev? And then if there's a developer angle, when does that fit into this looming change of the federation? So I'd just love to get your thoughts guys on that because it really brings up that question. In order to win, you got to have the developer support. You got to have an environment where you can push code and have stuff work to iterate through. So what's your thoughts? Well, I mean, for me, I've been doing a bunch of research around platforms. I think Pivotal's doing extremely well. I think Pivotal's excited about what VMWare's doing with containers. But the other thing I'm seeing, and you interviewed a bunch of the VMafia VCs yesterday. I interviewed a bunch on a panel that are spinning out new companies. A lot of that new stuff, the VMafia's filling in. They're doing as a service things for OpenStack, for developers, for data services. VMWare's got to figure out a way to keep that talent in house or they got to figure out a way to look at these new SaaS models because that's what developers don't want. They want easy, they want low friction. VMWare's got to get to that point. I just saw a pizza on Cini came by. I have to say hello there at an event. So we hung out with Jerry Chen last night. We talked to Steve Chair Herrod. That's a great point Dave. We talk about this all the time when we talk to the EMC executives. Organic growth versus inorganic. And can VMWare continue to grow organically with all the stuff on their plate? This is the real issue. And I think you highlight that point really well. And you know what? It's a huge opportunity for startups. Huge. Yeah, so actually what I thought was interesting, we always get a lot of good interesting startups here. But over the last year, there's been some of the companies that were really successful that are now doing the next turn. So Dave, you and John interviewed Datrium who's Brian Biles had done Data Main. My last interview today was Paul Long. Everybody knows from Equalogic days. We've got the former Fusion guys doing primary data. So we keep looking at these and say how many of these companies are just going to be features that might be sucked into the big companies. And Dave, I know you've watched this piece. That's why I want your take. Well, let's talk about, I want to talk about sort of the Federation a little bit. And it's interesting, these options that are all on the table, all kinds of stuff. Right, you know, at the VC meetings last night, everybody's talking about, not a lot of talking the floor about it. You know, it's interesting. The customers that I asked about it, it was mixed. Some of them, yeah, we don't really pay attention to that. Others said, we absolutely see value in that Federation. You know, one of the guys that I had on, I pushed him pretty hard on it. So let's talk about what we're hearing, you know, what's going on, what the options are. So Elliott Management, the whole quiet thing expired yesterday, right? So now the gloves are off again. Here, they're kicking it down the can down the road. But what are the options? You know, we've heard, we recode, there was a leak to recode about, you know. A leak, oh, leaks. Really in fact, I don't know why they leak it to recode. They should just talk about it in public. But so they, EMC buying EMC, all this crazy stuff. Now what we do know is there's this Tiger team that's been created, I call it a Tiger team, right? She's been talking about that a little bit. That there's this sort of Federation group that's emerged. I've heard that too from multiple sources here on the ground, that there is a lead team of people looking at the customer consumption of a federated model of services. So is that a Petri dish for a new model? You know, to me, Gouldin's got to be involved in the future because he's the architect of this whole thing.  Here's my take, here's my take. I'll give you my take on what I'm hearing. So what I'm seeing is a similar concept that you see Google doing with Alphabet. And we've talked about this on theCUBE, on our pre-show, is that there is a new corporate governance model coming out that takes into account new business models. So the innovation is not just on the technology side. Most of the stuff we hear about adoption is people-based and or organizationally-based. So I think that this idea of Google Alphabet where Google renamed their company, putting all their project X stuff in a separate company, and their core business in Google, run by a CEO dedicated for that. I think EMC has this opportunity. They've been basically operating as that kind of company, loosely coupled with the Federation. I think they could formalize that and put more meat on the bone. That does not include VMware buying EMC. I think the recode story is going to turn out to be false. And I think that leak might have been targeted by someone pushing an agenda, Elliott Capital, a source, we'll dig into that. But ultimately I think EMC is too powerful. I think the culture of the DNA is not going to let a corporate rate or Gordon Gekko wreck that company. Well, but so you know where I stand on this. I feel like EMC has to stay the course, but it's not going to be easy, right? Because Gordon Gekko gets investors in a headlock. They won't give up. Let's say EMC acquires the rest of VMware. This is not over. Gordon Gekko will be there, complaining, trying to get things spun out. Instortion takes on variety of forms. It's an extortion model.  And Goulden could be a master at that. And he has to place that game beautifully. Assuming cash flow pops back up, right? Which 2017? The bigger question is can they pull it off? So structure aside, and it could probably come with a variety of versions of how to pull this off. The question is leadership. Who's the CEO? Pat Gelsinger, someone else. How does the Federation work? Is VMware going to be the lead dog in this? And is that Pat Gelsinger at the helm? And then all these other speculative things that happen, but it clearly has to be where the gloves are off. LA Capital now can talk publicly about their feelings of VMware. So I expect the heat to go up into the kitchen big time. And I think it's going to all play out, but I would be completely shocked if VMware buys EMC, just I just don't see that ever happening. I think it's going to be the other way around. Anything to add? You know, Dave, no matter what happens here, how are they going to keep their employees happy? You know, we've seen the shift of the center of power. It's out here on the West Coast. I mean, Dave, you and I are East Coast guys, Brian Denise Coast guy. EMC's been there since the birth, but a lot of the management's out here on the West Coast. It's essentially a bi-coastal company, right? How many buildings in Hopkins does EMC have? A lot. I think South Street's got like, I mean, 8,000, 9,000 employees. Yeah, I mean, EMC is a culture of fighters. That's a DNA of companies that's not going to quit. I think they will fight to the end to preserve the original founder's vision. I think that the VMware will have to be part of that. I just don't see EMC putting up, laying down, and I don't see Joe Tucci lying down. But you see Jack Egan who gets more involved in this?  That's a dark horse in this deep. He's still in his 50s, yeah. There's still very different cultures between the VMware campus and EMC, East Coast, West Coast, doesn't matter. So there's differences there. So putting them together doesn't necessarily mean that classic East Coast, West Coast. Look, I mean, EMC has an injection of West Coast over the past few years. We talked about this, how Pat Gelskin came from Intel. Hey, this is how we innovate Moore's Law. And they have West Coast Jeremy Burton's out here. So I think they're used to the bi-coastal. I don't think that's a problem. I think the issue's going to be how does the industry respond and how fast can EMC actually organize themselves to roll out a corporate structure? So Google is pretty clean. You've got two founders, Larry and Sergey, core business throwing off a ton of cash in search, and they have all these speculative projects, self-driving cars, Project X now and Mountain View. So that's, to me, you can get my arms around that. EMC, I just can't materialize. Well, the key is the VMAX. The key is the new initiative. It's got to start throwing off cash. And that's not going to happen in a big way in 16, but it could happen in a big way in 17. We're talking about DSSD and AirWatch and NSX and VSAN. Yeah, so I mean, one of the gripes I hear is there's the inequities in the market. If you're in Amazon, you don't need to be profitable.    And no, you need to do all this mac and age. How about Virtustream? Interesting acquisition. That kind of signals that they were filling some holes. What's your take on all that? I mean, SAP, obviously, we're talking about that. Obviously, SAP, I mean, we heard some talk on the street and in the hallways. It may spin out sort of a cloud business unit, maybe put together vCloud Air and Virtustream. Maybe Rodney Rogers runs that. We heard some of those rumors. We said coming in, and you mentioned this, you guys talked to Dave Donatelli, like to compete in this space, you've got to have a cloud. When we talked to AJ, he was saying, well, our network of people is as big as Azure, but you've got to, I don't know that I buy that number either. I don't buy that. I don't know, others big. Others big, but I think the reality is the big players control their cloud, they control their thing. I think people have said for a long time, they've got to control their cloud. Is it going to disrupt some of their distribution channels and some of their partners? Absolutely. But there's no game plan for any of these guys that doesn't disrupt that somehow. And they've got to live with that. We live in a new world of competition. We're going to live in a new world. It's the last true ecosystem in the enterprise IT world. And, you know, this ecosystem is unique. I mean, VM world is like an industry show. It's even though it's VMwares, VMworld, it's really the people's VMworld. So what's interesting about this show is that the ecosystem is actually out there going crazy, going, hey, this is unleashing all this new opportunity from Starros, as we mentioned, to a reconfiguring of restructuring of a federation. I mean, I think people are, I mean, generally not depressed at all about the future scenario. I mean, I think wherever the chips fall, there's growth, right? So people are upbeat. And how about Sanjay's business?  He said the AirWatch will turn out to be the second best acquisition ever. Yeah. I think their business mobility page is very relevant. They put together a really working solution. I was talking with Simon Prosby here earlier and he and I were commenting about Citrix and some other companies. AirWatch and that business mobility story by Sanjay Poonan, it works. They have a workable, viable product line, sets of platforms and tools that actually gets business mobility working where you can have consumerization of IT. Now, it's a starting point. Can it be better? Of course it can be better, but that is a winning form of their onto something else. We're Citrix in this whole discussion. They really didn't come up much this week. They've come up a lot more in previous. Well, they're struggling. I mean, you've got Mark Templeton who's been there for a while leading, going through some transition. So he's not the same leader he was before and they've got Elliot Cap, you know, I've got Elliot Manning in there. We know what they do. Gordon Geckos on their doorstep. We've seen what they do at Juniper. We're seeing what they're doing at EMC and they're in there with Citrix. So I think they're struggling.  They don't know what the next day looks like because somebody may drop the ax on them. All right, Amazon Web Services. How much of a force? We always love to talk about how we love them and the disruption. Mark Lewis from Formation Day that said, double header, game one's over, blowout, 10-run rule, 10-nothing. Amazon wins everything in game one. Second of... Which is infrastructure as a service. Which is infrastructure as a service. You argue integrated stack and the immersive free-for-all on top of it. Now game two, enterprise. Going on right now, early innings. What's your take on that? I'll see, they're forcing everyone's, hey, we hear Amazon, Amazon, Amazon. Clearly cloud is not only viable, it's happening right now and so Amazon has certainly shown the way. Thoughts guys on Amazon? Well, the fundamental, you know, my take on this, the fundamental marginal economics favor Amazon because of the volume and they are going to win as a result of that. Now, how much they're going to win remains to be seen as you pointed out, it's a huge market but they're going to be number one and essentially are number one in infrastructure as a service. You can argue, okay, Microsoft, we argue Microsoft's number one if you put everything in but Amazon's cost structure is going to be better than anybody's and that is going to give them a huge advantage. So to compete, you either have to have volume, which Microsoft has, or you've got to have some kind of differential advantage. Oracle has that. VMware we heard from AJ today, potentially has that. Potentially, but they've got to articulate that better. But they don't have scale. So they don't have the scale, right? The thing that worries me if we talk about cloud is follow the applications. Amazon has a lot of the new applications. IBM has worked their way into the mix because of all the applications they have.  Analytics, yes, they're kind of like a Oracle in that sense, right? I mean, Dave, if you look at the raw numbers, you know, IBM is up there in the discussion past Google on where they are in the infrastructure as a service piece. So VMware still, you know, they don't own the applications. So, you know, how do they stay relevant as we go forward? Okay guys, we've got to wrap up here. I want to get some plugs for the events.  How would you size up this show, elaborate if you want to add color to it? Brian, we'll start with you. So a couple of big things for me. I thought the energy was very positive. Like you said, people are excited, you know, incremental stuff from VMware, but people like you said, that they're excited about the space, maybe for themselves more than VMware has been in the past. And I think they're starting to make baby steps into certain areas, DevOps, you know, applications and so forth. And they're a company with a lot of potential. And the question is, will they get to unlock that potential?  And you know, believe it or not, the world does need another storage company, I guess. There's so many of them at this show. That's surprising to me how much investment and activity there is still going on in storage, but it just says that we still got problems out there. Stu?  There's a lot of growth out there. There's still a few categories that are there. And there's some good innovation coming out. So echoing Brian, there's good energy, solid, you know, the week went better for VMware than I thought it would. And some of the negative undertones were kind of more in the background. Yeah, I mean, my final thought is, is that I believe that I see VMware, I see the muscles flexing, I see VMware standing tall, saying, hey, we are a proud company, we're a bunch of geeks, we're technologists, and we're going to go the next level. And no matter what is in front of them with the noise, they are going to go to the next level. So to me, I think I felt it. I saw some messaging was tight. You see some unification amongst the management team. And no matter what happens with the noise, I see VMware saying we are going to go to the next level. No matter who's running it or which company we're part of, there's a huge future, and that was clear from that. And my favorite analogy was, I forget who used it, I think it was the CIO of VMware said it, he said, you know, the surfers who surf waves, if you're sitting out there and you're letting waves go by, then you're not really productive. But there's two waves to surf now, cloud and mobile, okay, and get on those waves and surf it. And then he kind of backpedaled and I said, well, the beach needs to be cleaned up. So stop playing in the waves and go clean up the beach. So I think that's my metaphor for VMware. There's a lot of stuff to clean up, get everything cleaned up, then go out, have some fun and surf those waves. So if they don't do that, they'll be the driftwood, Dave, and using Pat Gelsinger's analogy. So that's my summary, guys. Thanks so much for that. I want to thank our sponsors. We have a lot of great sponsors, VMware, the list goes on, on and on. I don't know where the list is. I think go to the siliconangle.tv and check the sponsors list out. I want to thank our sponsors. Without our sponsors, we would not be able to be here. I want to thank the team who put this together. We have two awesome sets. Our new innovation is the director set for theCUBE and we're going to continue that format on our larger CUBE opportunities. So appreciate all that help. Next couple of events is the next one is console connect and I got free tickets here. Anyone who wants to go complimentary $300 value per ticket, go to my Twitter handle DM me, leave a comment. Anything just ping me, you get a free ticket to console connect. That's on September 9th, 2015. Splunk.com, September 21st of the 24th and then Big Data NYC is going to be huge this year and what's going on that week as well as Stratoconference is going to be going on in conjunction with Big Data NYC so check that out and we'll be having our special session there at Big Data NYC and then obviously Amazon re-invent October 6th through the night. That's going to be a big show. I know we're, Dave you're looking forward to that one. Pentaho World, October 14th, Grace Hopper, October 14th to 16th, women in tech we're doing a lot of programming there so a lot of great events. Stay tuned to SiliconANGLE.tv for all the extensive coverage and technology. This is theCUBE signing off from VMworld 2015. Have a great time.


Hello, everybody. Well, this is called social distancing. It's quite hard to create an intimate interview atmosphere. I'm delighted to be back at Slush. Go Slush! Well done. Thanks. It's fantastic to be back. After such a long time, I bet everyone's so relieved to be able to interact in the real world once again. I certainly am. And it's absolutely fantastic to see you, Lou Mille. And in fact, actually, you've got a fantastic Slush story, haven't you? Because you were selected as one of the top 50 startups just a few years ago here at Slush. And now you're on stage in an interview situation. So congratulations. Thank you. Yeah, it feels quite funny to think that the last Slush edition Planet was pitching on stage as part of the top 100, and then we got to top 15. I guess we have a story to tell, which makes me happy. I definitely do. Let's get a little bit of news out of the way first.  You've basically created your platform is based around the idea of companies being able to benchmark themselves against things like ESGs, environmental, social governance metrics and climate metrics, of course, as well. So that's just announced. We're going to get into that. But do you want to give us the top line news? Absolutely, yeah. So for the context of those of you that don't know what we do at Planet, we have been historically focusing a lot on environmental analysis, so going deep into carbon accounting. Today, this morning, we announced that we're going deep into ESG assessments for companies, and in particular for financial institutions and their portfolio. Many here would be connected to the idea that startups need to also inform their investors on how they're performing on these topics because it's becoming prominent in the choice of employees, customers and so on. So with this in mind, we've automated reporting according to different standards and also according to custom templates that a VC might have. Great. OK, well, we're going to get into that. Let's get some other news out of the way. Only a few weeks ago, you raised a $10 million series A-Round with HV Capital, Keen Venture Partners. And you've also had some investment from Demeter I.M. Kopanian and Softbank. So Softbank is also an investor with you guys, which is pretty good news. But you've also since 2017, you've worked with Society General, Albion VC, BMW Foundation, BC Digital Ventures. So you're working with some big companies now. So it's like you no longer kind of in the in the low country, as it were. And but in the space that you've, you know, been in since, you know, pretty early 2017, you've got a bunch of new competitors. You've got Silvera, which has raised seven million dollars. Sweep in France with five million. Supercritical 2.7 million dollars. France's EcoVardis. Emit wise in the UK, three million. Sweden's normative raised ten million dollars. So this is getting a crowded space, isn't it? So the idea of being able to, you know, track your emissions, track your ESGs, etc. I'd like for you to kind of tell us what's different about Plan A right now. First of all, I would like to make a comment about you mentioning Severo because actually Sam and the whole founding team are really good friends. And we have been extensively talking if there's actually an overlapping in element in our value proposition. And I think we don't think so. But funny you say that, I'm going to chat to them afterwards. It's still early days. You're all playing in the same kind of space. So you're probably friendly with everybody. But what's different about what you're doing? Totally, yeah. And I think this is what probably is important to clarify so that also these comparisons cannot necessarily be easily drawn. First of all, Plan A exists since 2017 and has had since day one, a big scientific team in-house. That's something that gives us a different edge in terms of alignment to particular methodologies, accuracy, and most importantly, being able to fill in the gaps when data is missing. Missing data is one of the biggest challenges that companies face, especially on an enterprise level, which is where we act in terms of clients. And it's also something that enables us to really be aligned to the impact that we want to make. If you want to be focusing on supporting also the improvement of the health of our planet, you want to make sure so that you follow science. The second big difference is that our platform has a strong focus on decarbonization and now ESG improvement. We have a full team in-house that has been working for decades on setting up the agenda of Germany, for example, as a country on how they can reduce their emissions, writing the IPCC report and other things. So with this focus, we really are not only about the assessment, we're actually about how do you act upon having gathered all that data. I see, but you're doing quite a lot of automation inside that, right? Is that correct? Yeah, that leads me to the third point, actually. So complex data processing is also another capability that has been made a prominent need in all of our discussions and work with many clients. If you think of a company like BMW, they're sitting on millions of data points only for one particular entity within the group. So having the capacity to connect to their BI systems, having our own APIs to be able to also tap into other types of VIP systems has been crucial for our capacity to deliver. And that kind of combining all these other elements, the science, the decarbonisation, ESG improvement is essentially a full cycle. You mentioned decarbonisation. I think it's really worth putting this in context. Hello, everybody over there. The IPCC report basically said that we've got, well, it was 10 years, but now it's nine years, to halve emissions on the planet. And then after that, that's till 2030. Then 2030 to 2040, we have to halve emissions again. So this is the scale of the problem is pretty enormous, isn't it? In fact, but the exciting thing is that there's, the estimates for the market on emission management solutions is somewhere between $10 billion and $26 billion. That's in the next five years. So actually, obviously it's an enormous problem we've got to tackle.  But one of the problems I think that we're often faced with is how do you tell the difference between one solution and another? You know, how are the people here supposed to be able to pick up through the marketing material of all the companies that are going to help them with their emission management? At the moment, we faced a bunch of challenges related to the fact that we're still early days within the industry. On one hand, there's an increased amount of funding going into the space, which makes it not necessarily always easier for many to depict what is the true solution. And also, many of the companies that might get funding would not necessarily be checked for the Alliance to Science or for the methodology that is behind the product. The second challenge is related to the fact that still communication is a powerful tool for convincing someone that you've done a good job and that might, unintendedly or intendedly, lead to greenwashing, which I'm sure many of the people from the audience are familiar with. The best way for anyone to take on an assumed impact and then analyze it for their own sake is, first of all, to look into the distribution of the action between offsetting and between actual change that the company would do. You mentioned all these targets that have been set for companies. These targets are not for compensation. This is not for offsetting. And essentially, what this means is that companies actually need to change something about the way they do their business. Give us an example. You mentioned greenwashing. Companies will say, OK, it looks like we're emitting this much amount of carbon. If we buy this forest or whatever, then we're good and we can carry on doing our work. There's that going on. You probably have a few thoughts about that. The thing is, if you really want to decarbonize, and I would suggest also even going carbon negative, not just net zero, because there's so much carbon in the atmosphere since the Industrial Revolution, we've got to do something about that, how can you do what else can we do? Cooler servers, make everyone bicycle to work. I don't know, what's some of the practical ideas you've got? I always find the example with the trees and the forest really funny, because poor trees, they've been now used as the biggest excuse for someone of doing something in the particular context they were speaking. So I think if we speak about startups, there is quite a few levers that need to be considered for acting on your own emissions. It's not about the size of a company. Any company that you can take has negative impact on the planet, it's just that the scale is different. The first stage maybe for acting is, of course, understanding what's the status quo. This is measuring. It doesn't need to be with plan A, but you can take any of even the open source calculators that give you an inaccurate but at least some sort of indication that you have some impact on certain topics. Most likely what's going to come out is that your company is energy intense, because there's some servers that end the background building your AI model and so on. An example for someone that is building anything related to AI, we are vandalizing. I think it's now 40 companies within that space. And on average, the emissions coming just from the building the models is around 70%, which is insane. A second thing that you can do is related to engaging your stakeholders. And this is your employees, your customers. The employees is probably the easiest, because these are people within your house or within your stack. And you can get them to become sustainable in their own houses if you work from home or for you to change the way the office is set up. And then the final one, which is sometimes a bit challenging, especially after we've been deprived from traveling a lot over the last few years, is related to changing the policies within the company related to the activities you support financially. Maybe it's related to travel. Maybe you should travel by train. A second thing that you can do is also about the consumption. We, for example, as a company, have a no-meat policy, so no money that Plane buys food with go towards any meat products. And these small things probably can lead you to accept the AI model, because that gets a bit more complicated to around 20% to 30% reduction. For the 70%, this energy, and in many cases also the scope three category one, purchase goods and services, which could be your suppliers if you have physical products and so on. There it takes a bit more of an engagement with maybe switching your energy provider, your server provider, and also getting your third parties and suppliers to start reducing themselves. I see so you can sort of tick all of these boxes. Effectively, what am I doing? Buying a certificate from you guys or you're assessing my company internally or is that how it works? The certificate comes a bit later on because as we spoke of setting is maybe only the last step of the way. The first step is actually to calculate the emissions and the ESG as announced today, performance of the company. Then our system is able to automatically recognize which are the worst performing indicators, but also which are the biggest levers for reduction? What are the low hanging fruit versus the more complex ones? Let me just get into this a little bit more, but because what I want to know is, like you've done all this stuff, you argue that this is going to be a competitive advantage. The companies that benchmark themselves against emissions will be higher rated, then would be more valuable. If they benchmark themselves against ESG, environmental, social governance, and perhaps even the UN's sustainable goals, SDGs, that they will be more highly rated, more valuable, potentially have a competitive advantage. Why is that though? Is it because they'll attain a higher valuation? Because investors will be more interested in? Is that because investors themselves are becoming more, the LPs in VC funds are becoming more sensitive to this subject? Why do you think that is? There's three particular reasons why a company should take today action on sustainability if they want to be the leaders of the market of tomorrow. First of all, it's related to your employees. We have seen it extensively that actually the companies that we work with and others that have taken sustainability seriously are able to retain their employees a lot better. Why is that? Because people today choose their job with their values first in mind. And that's something that is understandable. Because we... That's about hiring a lot. Absolutely, yeah. If you look at the market at the moment, it's insanely difficult to get the top talent because there's a lot of cash in the market. We have so much funding flowing in any type of company. And if you are this cutting edge... I don't know, I'm going obviously in the green tech space, but cutting edge process optimization company that automates some data flows or whatever, you are against another 50 players. And how do you stand out for your employees? Sustainability stands within that as a top priority. And there's a lot of research on that. The second reason is related to your customers. We work with fashion companies and other B2C types of clients. And what you see in terms of the work that they do is that they cannot sell anything if it doesn't explain the story behind the product, be it the supply chain, be it actually what actions are we taking to eliminate waste. We had Black Friday just a few days ago and I was in London, as we know. And what ended up happening was, I was kind of assuming that there was going to be all of these flashy Oxford Street campaigns, nothing. And later on, because I investigated what was the reason for that was that 85% of retailers in the UK decided that they're going to boycott Black Friday because of how people perceive it. And then the final element is what you were saying in terms of investors. We work extensively with VCs, banks, and basically the whole pyramid and the distribution of money, private equities and so on. And what you see is that the extensive concern that now exists for a carbon bubble, which we can get into at another time maybe, where basically fossil fuels at the moment are living off subsidies and potentially the market is going to explode, is leading anyone that is sitting on a lot of money and most likely is dependent on fossil fuel companies to be concerned that this market is not going to be existing anymore just because of these shifts towards renewable, because of instability of the energy sector that we've seen just two weeks ago. And that trickles down up to the bottom of where the money goes into a startup, not the way at the bottom, but where the final chain of command in the distribution of funding. And I think it's of utmost importance for anyone that is seeking funding who is considering getting external financial support to know that they're going to be challenged on what they're doing on the ESG topic because if the VC is benchmarking this company against any other within the same sector, they're going to see, okay, these guys have a good financial performance, but we found the company with slightly less good performance, but still with a more utter ESG setup. Or at least if they're both on the same level and one has benchmarked themselves on ESGs and emissions and the other one hasn't, then that first one is probably more of an interesting proposition, I guess, is that right? Simple due diligence setup, yeah. But the other thing that we've had recently is the COP26 event. And I know that you said that some businesses that operate in line with ESGs will be on the right side of history as governments continue to price in externalities and risks. But obviously governments are slow moving. We've seen that with COP26 and the pretty disappointing result that ended up being kind of a mish, a muddle through and didn't really meet the expectations, especially of climate campaigners. Governments are moving super slowly right now. Does that mean that the private sector that you're obviously we're in, are we going to be able to step up to the plate with these kinds of solutions you're talking about? I actually was at COP and I spoke as part of the official program on day finance and I must say I was quite disappointed to see how the event was portrayed from the outside in comparison to what was happening on the inside. The truth is that as much as maybe the final agreement was not necessarily what we expected in terms of the level of commitment that we wanted with phasing out coal and so on, actually there was so much going on on the outside that was not even reported on. And that was exactly as you rightfully leading to the connection between the governmental sector and all the other stakeholders because even though the final outcome of COP, an event that has been historically a governmental affair was this agreement that for one year these governments are going to now do some work to then complete something by 2030-40, there was actually a lot of private sector people and a lot of different companies with commitments to sustainability there and the engagement was pretty impressive. We as a company work with the private sector because we believe that they have the biggest lever for change. They have capital to move, they have people to get excited about the topic and they also have the necessity to stay competitive and in the context of what we were just speaking now we definitely have a lot of examples of why any company should take sustainability in the good way without doing greenwashing as their top priority. They want to actually be the leaders of tomorrow. You mentioned greenwashing. What some advice that you could give the people here about what to avoid? What sort of, I mean avoid the charge of greenwashing shall we say? Is it the offset against a forest in Romania or something or what is it? What would you describe as greenwashing? I always find funny this example of a bottle that is made out of paper and then the second photo of it is actually it's cut half and then you see that inside there's a plastic bottle. So really good metaphor for the approach that many people have taken to sustainability trying to cut corners or kind of trying to tell a story that is not actually the truth one. I think sustainability should be perceived as a journey rather than this kind of we're climbing now ever so we're going to prepare for five years to be able to achieve that. It's more like climbing a hill. And what this means is that we really need to start thinking of the small steps that we can take today rather than committing to 2030, 2040 to be able to achieve reduction. First lever for kind of greenwashing avoidance. Please don't focus on offsetting. Because it's a sole solution. It just does not work. It doesn't do a big difference to our planet. As it is by itself. It needs to be combined with other activities. Second thing is involve your stakeholders. You need to take care of your employees because they might be disengaged with your inaction on climate because they just don't know you want to take action. To bring the company with you. Exactly. And the company is investors. The company is the employees, the suppliers, the customers. And finally communicate a journey rather than something that is like, cooking our carbon neutral. It just doesn't work like that. In the same way that we've created the issue of climate change, we also need to know that this is how we actually are going to address the issue. It's not going to be about direct air capture. And I know for many this is going to be a controversial statement. It's actually going to be about the society moving towards and understanding that we need to embed a sustainable model of thinking and acting that actually respects the planet as part of the value proposition. You talked about, yeah, you mentioned direct air capture which is a technology to remove carbon from the atmosphere. But it is controversial because it's relatively untested. It's still very early stage. And I guess if somebody invents it, then oil companies will go yippee. We can carry on drilling for oil. I guess another thing I wanted to ask you was, you know, lots of startups here.  Should they go to their investors and say, what are you guys doing? You know, maybe we should benchmark you. It's a fantastic question. And it's actually one that in line with the fact that we just raised our Series A has been quite prominent for us. There's two sides of it. On one hand, for anyone that is working in the green tech industry, it is of utmost importance that you pick a VC that really understands what problem you're addressing because, honestly, if someone is just giving you money because they see the hype, when the moment comes when you have problems, maybe the deployment of your technology is not necessarily happening in the way that you would have expected. Maybe there's other challenges on an economical level for the whole planet. You're gonna be questioned first because they actually didn't understand at the first place what you're really building. And then they're gonna maybe create some problems for your company, you don't wanna do it. On the second side of the story, for those of you that don't deal with the topic of climate change or green tech as part of your value proposition, even though you should, you certainly can think of the VCs as the ones that are gonna be your financial stability. They're gonna be the ones that, once you're going through the next stages, you are gonna be asking questions, you're gonna be getting feedback from, they need to understand how important it is for the financial sector to be stable. And the stability of the financial sector depends actually on how they respond to climate change. I was speaking two weeks ago with the annual gathering of the German banking industry. And we were talking on stage about the fact that at the moment banks are so scared of what's ahead of them that they have literally put together teams that are acting like a COS team, a squad that is solely there for crisis response, which I think many of us maybe don't think of when we think of climate change. Yeah, but I saw a report saying that recently the European banks are actually just completely unprepared right now. Very quickly, we only got a couple of minutes left. I know that you started the Green Tech Alliance, certainly co-founder. What is the Green Tech Alliance and what's going on with it now? Where is it now? Where's it going? Green Tech Alliance was a story that kicked off in the beginning of COVID with the big concern that the sustainability, the Green Tech community was being threatened by COVID. We started seeing, especially in Berlin and now in other places where we have offices like Paris, London, that there was term sheets being pulled, there was contracts being canceled because sustainability at that point was not that big of a priority. So with this in mind, we build a community that on one hand has the startups. We have now more than 1,000 startups which are selected based on the alignment to science. There's an application process, an interviewing process. And then on the other hand, there's more than 500 advisors, people like you, who have been dedicating one to three hours a month to speak to the startups and give them for free advice on how they can build up their company. And the point of this community is essentially to allow for these companies to grow without having to deal with the hindrances that normally any company would have to see. There's no business model behind this. We're not making money out of it. We're putting actually our own savings. And we're super proud to see that there's been probably like more than like 40 million in terms of funding that has gone into the community just through introductions there. That's very cool. So yeah, worth checking that out. Last question quickly, very quickly. Are we gonna do it? Will we make it? Yes. Will we save the planet? Yes. We're not saving the planet. We're saving humanity. The planet is fine. The planet will be fine. Yeah, the planet will be fine. The planet will still be here. Exactly. It's us. So it's in our self-interest. Yeah. We'll be able to do it. I think it's just a matter of activating this, not only capital, but also the talent that we have towards working and collaborating because the moment is still a bit of a mess. So, but I still believe that we have a chance. We have a chance. Luba Mina, Jordan Nova, thank you so much from Plan A. Have a great slash everybody.


Okay, Shoshanim, listen up. This is a video about sex, the S word. Okay, I would like to clarify a few concepts, a few clinical terms. In the video you're about to watch. So this is an add-on, an introductory part to the video you're about to watch. Learn these terms, otherwise you won't understand the video you're about to watch properly. We start with the diagnosis in the Diagnostic and Statistical Manual, ever since the text revision of the third edition. And this is Hypoactive Sexual Desire Disorder, H-S-D-D, Hypo, like in law, Hypoactive Sexual Desire Disorder, or in short, Hypo-Sexuality. Hypo-Sexuality is a desire disorder in the DSM.  And this is a critical feature, is not happy about it. To be diagnosed with Hypoactive Sexual Desire Disorder, you need to be in distress, you need to be sad and angry and depressed and resentful of the fact that you have no sex drive. If you are hyposexual, if you don't have a sex drive, if you don't have a libido and you're perfectly happy with it, you're perfectly content with it, then you should not be diagnosed, you should not be pathologised and you should not be medicalised.  There's nothing wrong with it. Only if you feel bad, only if it destroys your relationships and only if you feel uncomfortable and angry and sad, do you then require treatment and you can be diagnosed with Hypoactive Sexual Desire Disorder, H-S-D-D. But what is a libido? Libido is three components. Attraction, sexual attraction to an object. The object can be another person regardless of gender. The object can be yourself. So sexual attraction to an object. Sexual desire, in other words, the wish to act on the sexual attraction. And action towards that object, be it yourself in the form of masturbation or sex with another object. So I repeat, libido has three components.  Now, there is something called asexuality. It's not recognised, it's not in the diagnostic and statistical manual, it's not in the international classification of disorders, it's just out there, mainly on the internet. But I think it's only a question of time before it is recognised by the profession, by psychology, because I think asexuality is very real as opposed to empaths or such nonsense.  Again, it's totally legitimate and it's totally healthy. But there is a group, but it's a spectrum. It's a whole spectrum of behaviours, inclinations, propensities, preferences and so on. It's not a single, single clinical picture or single psychological picture. It's a whole spectrum. And there are asexuals who are not sexually attracted to anyone, have no desire to act sexually, and many of them consequently are without sex. They don't even masturbate. These individuals have no libido. I repeat, it's not true to say that all asexuals have libido. That is not true.   And in this sense, in this sense, it's very similar to hyperactive sexual desire disorder. We'll come to it in a minute. Now some asexuals masturbate. Other asexuals have periods of sexual activity. Some, as I said, find sex repugnant and repulsive. So asexuality is a whole spectrum. It's a whole spectrum. It's an orientation that can be lifelong, or it can be recurrent, intermittent.  Now gray sexuality is the area between asexuality and sexuality. It's on the A spectrum.  An example is demisexuality. Demisexuality is when you can go for very long periods of time without sex, without desire, without attraction, and then you find someone, you get emotionally attached to him or to her, and then you become sexually active with desire, with attraction, with everything.  It's a form of gray sexuality. So gray sexuality is in between.  In other words, you have a pathology, you have a disorder. It's the distress that matters, not your asexuality. Your asexuality is healthy, but if you are conflicted with it, if you have dissonance, if you can't sleep at night, if you are depressed because of it, then you have a disorder, and it's a hyperactive sexual desire disorder. Now, it's ridiculous to say that there are no asexual narcissists. Yes, believe it or not, I have received numerous comments and messages on my Instagram post saying that there's no such thing as a narcissist who is asexual. Narcissists come in every shade, every color, every stripe.  Very important to clarify again and again, not all asexuals are narcissists. I'm not saying this. I don't even know what proportion of asexuals are narcissists. If it's like the general population, less, more, I have no idea, no one has conducted studies. But I'm sure that not all asexuals are narcissists. And of course, I am not implying that asexuality is a form of narcissism, or even that it's a pathology, because I don't believe it's a pathology. But all narcissists, without a single exception, whether they're cerebral, whether they're somatic, whether they're overt, whether they're covert, whether they're inverted, you name it, all subtypes of narcissists including psychopathic malignant narcissists, all of them, go through phases of asexuality in the wake of dysphoria. Dysphoria is a fancy name for depression. So I have to repeat this. All narcissists, without one exception, dead or alive, go through phases of asexuality during the pathology, during the evolution and progress of the pathology. There is not one exception. Why do I say that they go through phases of asexuality? Why don't I say that all narcissists become hyposexual? Do you remember the difference between hyposexuality and asexuality? Distress. Asexual and asexual is perfectly healthy. Happy-go-lucky has no problem with his sexuality. A hyposexual is an asexual who is in distress about his or her asexuality. Now, narcissists are not in distress when the narcissist goes through a period of loss of libido, a period where he is not attracted, doesn't desire and doesn't have sex, doesn't even masturbate. When the narcissist goes through such periods, there is no distress. He does not experience any distress about it. Narcissists experience no distress about their sexuality. So, when they go through phases or periods where they don't have sex and they don't have libido and they don't desire anyone and they are not attracted to anyone, etc., they don't feel bad about it. They don't feel angry. They don't feel depressed. They don't feel resentful. They don't want to change. So, in this sense, they are asexual, not hyposexual. During these phases, they are asexual. They are depressed and the asexual phases are induced by depression, but the depression has nothing to do with the narcissist's sexuality. The narcissist is depressed about deficient or absent narcissistic supply, so the narcissist will have trouble securing narcissistic supply and then become asexual, but he will not be distressed or depressed about having become asexual.  Here is the post. Narcissistic supply and perceived success, self-supply, are aphrodisiacs. When they are deficient or absent in the collapse phase, the narcissist becomes dysphoric. And again, I refer you to my video, The Narcissist Three Depressions. Depression, I continue in the Instagram post. Depression is closely correlated with hyposexuality, a loss of libido. Same as a transient subtype of asexuality. In this sense, all narcissists have gray sexuality because sometimes they are asexual and sometimes they are sexual. All of them are on the A spectrum, though of course not all asexuals are narcissists. That's all I'm saying. Normally, cerebral narcissists switch to somatic in order to restart the interrupted flow of supply. But when they have body image problems, this may take longer than normal. That was the post. And it created a headstone. So I've made this video that you're about to watch. And I hope this introductory part helps you, will help you to understand some of the concepts in use in this video. So have fun kids. This is about sex. Remember? Remember what is sex? None of us do. Oh Keshushanim, onward and forward with the thrust. When Voltaire was on his deathbed, a priest told him, renounce the devil. It is your last chance. And Voltaire said, do you really think it's time to make new enemies? Well, I always make new enemies, Voltaire. I've just made enemies of the asexual community because I dare to say that narcissists go through asexual phases. I sent it in an Instagram post and so I'm going to elaborate a bit on what I have written and clarify some things in order to remove doubt as to what I'm saying. My name is Sam Vaknin. I'm the author of Malignan's Self-Love, Narcissism Revisited and all the asexuals out there. I am a professor of psychology, so listen up. Here's what I was really saying. First of all, clearly, not all asexuals are narcissists. I never said that. I absolutely never said that. I actually believe, although there's no data, I believe that only a minority of asexuals are narcissists, exactly like in the general population. However, asexuality is a very important and integral part of narcissism, of pathological narcissism. So all narcissists are asexual at one time or another, but not all asexuals, of course, are narcissists. Narcissistic supply and perceived success, self-supply are very important to the economy of the narcissist's precarious personality structure and disorganized personality.  That is a form of self-supply. It's a little like self-soothing. Okay, narcissistic supply and self-supply are aphrodisiacs. They are aphrodisiacs, they increase the libido of the narcissist, they enhance it. When the narcissist has plenty of narcissistic supply or when he succeeds to self-supply in lieu of external supply, he becomes turned on, he becomes libidinal, he becomes much more interested in sex. And when narcissistic supply or self-supply are deficient, let alone absent in the collapse phase of the narcissist, when the narcissist is incapable of garnering narcissistic supply anymore, the narcissist becomes disforming. And I advise you to watch my video titled, The Narcissist Three Depressions. Anyhow, no-supply dysphoria. Dysphoria is another word for depression, all kinds of depression. So when there's no-supply, when it's deficient or absent, the narcissist becomes sad, depressed. And depression is closely correlated with hyposexuality, even in totally healthy and normal people. When totally healthy and normal people become depressed for whatever reason, reactively or internally, endogenously or exogenously, whatever the etiology, whatever the cause of the depression may be, even when healthy people become depressed, they lose their sex drive. Depression is associated with hyposexuality and in the case of the narcissist is no different. So no-supply or little-supply, depression and a drop in libido, a drop in the sex drive, which leads either to hyposexuality, less frequency of sex or decreased or diminished interest in sex, or to total sexlessness. Now, sexlessness is a subtype of asexuality.  So sexlessness and hyposexuality are common reactions of the narcissist to the dysphoria engendered by absent or diminished narcissistic supply. It's a transient subtype of asexuality and all narcissists go through it time and again. So clinically it's recurrent, a recurrent subtype of asexuality. In this sense, all narcissists have grey sexuality and all of them are on the A spectrum. I repeat, all narcissists have grey sexuality and all of them are on the A, asexuality spectrum. But, of course, I am not saying that all asexuals are narcissists. That's not what I'm saying. Now, normally the cerebral narcissist, when he fails to obtain narcissistic supply using his intelligence or intellect or academic accomplishment or what have you, when this happens, when does it collapse, the cerebral narcissist is deprived of narcissistic supply. He switches to a somatic phase. He becomes somatic. He tries to obtain supply using his body, his sexuality and this is in order to restart the interrupted flow of supply. Obtaining supply via sex is usually much easier and much more immediate than obtaining supply by, for example, writing a book. So, when the cerebral narcissist's flow of supply is interrupted, very often he switches to a somatic phase. But when the narcissist has a body image problem, it may take longer than normal and until such time as he makes this transition, again, the narcissist is likely to be hyposexual or sexless, asexual, some type of asexual. That's all I said in my Instagram post. And that brought out of the woodwork numerous asexuals who posted inane, aggressive, violent, sometimes, comments which I have, of course, immediately removed. And this proves that asexuality has become a form of identity politics. It's no longer about the clinical phenomenon or not clinical phenomenon, because I happen to think that asexuality is totally normal. I don't think there's any pathology there. But clearly, these people have been sensitized to the point that they have become essentially violent and aggressive, very similar to all other walk movements. Asexuality is going the wrong way. It's becoming exclusionary, aggressive, violent. And remember what happened to other victimhood movements, probably infested by narcissists and psychopaths for trying to leverage and take over the entire movement. Beware, you mentally healthy asexuals.


on the ground from Galvanize, San Francisco. It's theCUBE, covering Amplify Women's Pitch Night. Now, here's Jeff Frick. Hey, welcome back everybody. Jeff Frick here with theCUBE. We're in downtown San Francisco at Galvanize at the Girls in Tech Female Founder Pitch Night called Amplify. We're coming down, we're getting to hear all these great new entrepreneurial ideas and people are trying to get some money. There's VCs in the room and so there's real business getting done here. So we're really excited. Our next guest is Becky Jaimez, the founder of Pace Match. So first off, welcome. Thank you, welcome, thank you. Yeah, absolutely. So Pace Match, what is Pace Match? Pace Match is a tool, is a place where more than 10,000 athletes have discovered other athletes that run at their same pace on their same routes. And 10,000 athletes are already there? Yes. And you said you started this Actually 11,000. Not that long ago. No, just a couple of months. I'm super stoked. So the idea is I'm looking for a workout partner. I want to find somebody that kind of goes at my pace and I assume you use APIs from Fitbits or something like that to get all that data into the system. Yes, exactly. Right now we are, yeah, the backend is said that we can ingest data from any API. As you said, Fitbit or Nike Plus or Runkeeper. But right now we're focusing on acquiring Strava users and then we'll move on on the other ones. But yes, the backend is open to take data from any of the other APIs. And you mentioned before you turned on the cameras is not only the pace, but it's also the routes. Exactly, and that's what is so cool about it that if I am a person that likes to run in the marine headlands and I run 10 minute miles constantly over there, I can find people that run exactly 10 minute miles and they run in the exact same path that I run. That's kind of like the cool thing about it. Because sometimes you find people that match your speed but they like to run in the city or people that like to run in the same trail but they were faster than me. So that was a problem that I was trying to solve. Find that, because you can see the people but you just don't know how to meet them. And I'm not a runner. So then the people, is that become kind of a regular thing? Do people want new people to run with all the time? Is it variety? I mean, how does it kind of work on the social side of it? Yeah, so one of the reasons I really like running was the social aspect of it, right? The community around it. But it was kind of difficult. Every time I moved the only way that I was able to find other runners was by joining local running clubs or yeah, signing up for local races. But it was very difficult to find that person that matched my profile, you know? That like running on the same path and the same speed. One time I remember I lived in a little town that they didn't have a local running club and I went as far as going into Craigslist to try to find a running partner there. It was a little bit creepy. Was it just that fast or what? Well, no, actually, what is kind of funny, what I mentioned that is that I'm very average. I'm not that fast. If you're fast, it's really easy for you to find people to run with because if you're fast, you can run slower with no problem. But if you're not that fast, you have a lot of problems trying to find people because the group of runners is much, much smaller. You know, like the people that are able to run at your same speed is much smaller. So yeah, that was the problem I was trying to solve, trying to find the people that were able to run at the same pace on the same path. And then do you integrate with the running apps themselves? Yes. Is that part of your value proposition or is it really just kind of the connection? Yeah, so it is part of, so I don't, Pace Match is not an app that you can use when you go for a run to track your runs. It aggregates the data from all these different tools because there's already a couple of tools that do that and they do it very well. So I thought I'd like to build another one of those. First of all, I couldn't, I don't think. And it already is done and it's done very, very beautifully. For example, Strava is a beautiful app. It tracks your location, your speed, everything. So I'm not going to build another tool like that. What is really cool is like to add more value to it. You know, it's kind of like, and also there's the beauty of aggregating data from all these different portals because yeah, so Strava is doing it. They're catering to a particular type of athlete. And then there's another type of tool. For example, Nike Plus, it caters to a different type of athlete. But what happens if we aggregate all these runners and put them in the same bucket and try to find those runners that match your exact same profile, you have better chances. Right. And how do you make money? So right now it's a free tool. Right, right. You better have a revenue plan when you're pitching downstairs last day. So right now, pacematch is a free tool where we continue to acquire more users. But we're working, we're going to have a premium model. So right now it's premium. You can log in and you can preview your matches. Okay. But we're about to release a couple of new features with V1. One is a button where you can actually organize runs with the people that match your profile. And another one is a route recommendation engine. So for other people that have your profile but they run in different places but are near where you are, it shows you different routes so that you can get those. Those we're hoping to add them maybe into a premium model so that we have some sort of revenue coming in. Right, no, it's good. Premium is a pretty standard way to do it these days. And I'm just curious on the concentration. You said just at 12,000 people. 11,000. Congratulations, 11,000. How many cities is that? Is it mainly? They're all around the world. They're mostly center in big metropolitan areas, San Francisco, New York and London. But they're everywhere. I have... Because how many do you need in a geography to kind of make it work so I can find a match? Yeah, so that is what is really interesting. And that's one of the barriers of entry. If someone wants to build something similar, people have tried in the past but to build a recommendation engine without data is very, very challenging. So, yeah, originally we wanted to just launch in Marin County. You know, like we wanted to narrow it down very, very, very closely and just focusing one area so that I can get all the runners that run in the same path, basically. But it just blew out. And like suddenly I got 11,000 athletes and there's everybody, 90% of the runners that have logged in and that have run in the past three months or five months, 90% of them do get a match when you log in. And then they just opt in to enable their device to connect to your system. Yes, exactly. All right, Becky, so where can people learn more? Give a little pitch to the audience that I need to find a runner. Yes, go to pacematch.com. We are very excited also to announce today that we opened the beta for Cyclist as well. So if you are a runner, a cyclist and you want to at least check out who are those people that match your profile, head over to pacematch.com and I'll see you there. All right, and the really good runners can get together with a really slow bicyclist, I guess. Exactly. All right, Becky Heim is pacematch. Check it out, I'm Jeff Frick, you're watching theCUBE from downtown San Francisco, Galvanize.


Now, the Minister for State Youth Development Ayodheli Olawande and the President of the National Youth Council of Nigeria, Sukubo Sarayigbe Sukubo, have commanded President Bala Tinibu for his laudable empowerment programs. Addressing the youth body and his affiliate, the Minister for State and Youth Development Olawande was represented by the spokesperson of the Reaver State All Progressives Congress, Darlene Tin, Unwoju, revealed that President Tinibu's administration is really resolute in creating meaningful opportunities for Nigerian youths. Earlier in his remarks, the NYC and President Sukubo Sarayigbe taught President Tinibu to do more to ease the hardship in the country. He commanded the presidents for a point in competent youths to leadership positions. On this part, the NYC and Deputy President Innocent Undwanya charged the president to proffer a permanent solution to joblessness and youth restiveness. We used to do to celebrate our international, African and national youth day celebrations. His key interest is youth development and how we can also equally support their country in Nigeria. We focus on how government at all levels can be youth-friendly and youth-increasingness for their activities and their policies. And also, as the president, he has told us that he has promised us that he is going to work with youth. And we can see the two ministers have been given to us, the Minister for Youth Affairs and the Minister for State Youth Development, all have between the youth consistency. And we believe vividly and we want to know too well that based on this one, we now have hope that the president is willing and ready to work for the interests of Nigerian youth, but we still appeal to him to do more and put more youth in prison than in his cabinet and other appointment. We are going to give serious attention to the yearning and aspiration of Nigerian youth and youth restiveness as we grow, push and advance, which also grow, which only does that will take this country to its promised land. And they shall push on, as in the hands of its youth. And so it is critical to channel our youth on real energy, and set it in the right direction by simply channeling energy.