Five from the FIA Barcelona Grand Villa Compensator in Barcelona, Spain, it's The Cube at HP Discover Barcelona 2014 brought to you by headline sponsor HP. Here are your hosts, John Furrier and Dave Vellante. Okay, welcome back everyone this is The Cube our flagship program we go out to the events to extract the cinnamon noise is a silicon angle and wiki bonds production HP Discover live in Barcelona I'm John Furrier my co is Dave Vellante our next guest is Seamus Dunn who is now the VP of data center services at HP Cube alumni been on multiple times in fact a few years ago you announced some innovative stuff we were bullish on that we like hey Dave that sounds interesting yeah it's doing pretty well welcome back thank you good to be back so tell us just to replay the tape I wish I had the video handy Jeff Rick would love it but we do have the video we'll pull that up and I'll put up on the crowd chat when you guys launched data center care it was big we were Dave and I remember that time we're talking about DevOps and being there was the beginning of the DevOps movement yeah we saw a lot of migration towards cloud so obviously the customers saw that and said hey I got to prepare and it's doing pretty well so zero in revenue to billions billions I can't quote the number but I do know the number billions thousands of customers across every vertical in 150 countries it resonated and that took off so data center care was the product we covered it on so why did it resonate so what was the big deal was it because of the DevOps movement was it because customers became sensitive to this this new marching orders of migration to the cloud or something else you know the reason I resonated was the value proposition that we knew was associated with this was to help you operate what you had in IT and then help you evolve your IT that was our proposition help you better operate what you have and help you evolve to a new style of IT and we specifically said to give you agility of your IT and to give you reliability of your IT and part of the reason we knew that that was required value proposition was it was too complex it was multi-vendor out across your hardware up your stack a lot of seams to manage so we actually it's a partnership based service where we can put a one number to call across your data center and simplify hide the seams give you reliability allow you to evolve and partner with you to evolve so you can achieve some agility of your infrastructure in your data center and it just just really really resonated and people needed it. So new style of IT part of the turnaround you see the shift of HP that's a good positive sign want to highlight that's I think it does resonate does point to what the customer behavior is so I got to ask you whenever you take territory someone loses territory was there some other services involved that were collapsing into this was it green field opportunity did you split kind of patterns that you see in the marketplace. Well you know the first thing is we took on data center care and we partnered with a customer what we did is we freed up their resources so in some ways we freed up the operations and IT teams to do more do more innovative work. We did take territory from people so for example we took territory in the data center with the footprint in the data center so a recent example is IBM they sold their server business to Lenovo we put it to our customers that maybe you need somebody that's going to stay with you and you know so we took territory there. By taking the IBM contracts from the Lenovo. Absolutely yeah and we helped them with your refresh cycles and how you want to manage that that's one example. We also then have continually added new capabilities into that service so we talked about flexible capacity I recall last year that was an obvious need to give you cloud economics on your data center. We've added what we've called operational support services here in EMEA which is you know taking some what we call maybe outtasking with some tools and advisory services that are packaged to do a little more of the infrastructure to help you and free up your resources. We've added all sorts of analytics monitoring almost every month we add some new capability because of customer feedback it's that when you have a partnership engagement like that you're you're intimately involved with customer needs so it's very easy to innovate you know and add new capabilities. Yeah we had Scott Wellaron who's your boss he's always soft spoken but we've pretty much been on point on this I think going back to one of the announcements we did almost four years ago he saw the trend towards the cloud this whole DevOps thing and he really was articulate on what he wanted to do and it seems like you guys made a lot of progress so I got to ask you has it been in technology driven has it been process driven both and what things have you done great and what are you working on now that's the next set of innovations. That's that's a great idea what I wanted to say so it's been everything I mean people process service knowledge and capability and technology so we're not building a service and a partnership in your data center alone as a service organization we're building it on top of the innovation and EG and with our cloud and helium business unit so it's it's very much technology but it's it's very what we focused on is we're going to help you better operate what you have today and we're going to help you take you on the journey to whatever stage of the new style of IT you want to be on so and that's with in partnership with our cloud business unit our product divisions server storage networking it's with our consulting organization so it's all of the above now what we've seen over two years with data center care and flexible capacity is when it comes down to it just above all of the the new capabilities we've added in is IT because it's not as agile as it needs to be is holding back business did businesses are digital they need flexibility and agility for their business often the lines of business are running ahead of where IT is at so that's that's that's what we've seen more than more than anything they need agile IT to make agile business and what we've what we're doing right now the main thing actually that we're working on over the last number of months is what we're calling data center care infrastructure automation with data center care infrastructure automation we're putting together a set of advisory services processes and tools and we're putting it together and building it into data center care as a service which will help you get to what we call programmable data center or maybe some people use the term software defined data center but basically it means that you can program your data center you can revision it you can deploy it you can monitor it you can roll it back so you can move in a far more agile way with with your IT and that's that's like we're think this is a game changer I mean infrastructure is code you've been talking about that John since I met you but I want to shame us unpack a little bit the old new style of IT every time I hear that term I picture Meg she likes that term and then she would you know she's talking to a big audience she talks about cloud mobile social big data security okay that's cool but when you get down to the front lines and IT they all and to me it's all driven by cloud right they want to be cloud like you know you're talking about programmable what I call programmable infrastructure automation yeah it's like give me a way to code through an API give me access to a data center that I can then provision manage orchestrate you know through software yeah got it okay great so that's a new style of IT and you're talking about data center care helping people get more out of what they have today because that's critical everybody always wants to just go to the new stuff yeah and forget about the old but then get from A to B and and do so in a way that delivers ROI for the company so describe that new style of IT in practical terms is what's actually happening on the ground in your customer base sure I think you hit the nail in the head day first so the key is to get more out of the IT that you have today to get more out of the IT that you have today obviously data center care as we've constructed as a service is core but adding infrastructure automation is going to allow you to automate and really software control your data center you can think of your data center as a piece of software now Scott Weller as you know his vision we'd be behind this in our business and he uses a Russian doll analogy so data center care flexible capacity infrastructure automation means that whatever your data center is your IT will be supported you have a partner to support it we can give you flexible capacity so you can have the economics of a cloud environment on your own premise and we're going to automate the infrastructure for you that's sort of the outer shell regardless of the data center that you have now it only gets better as you add some of the technologies that you see all around us here in this cover when you add in technologies at the just at the infrastructure level so the converge systems one view as a management software it just makes it better it's making it software defined at the infrastructure level when you move into software defined network you see over in our networking booth it gets even better when you build up in that and you think I can have a hybrid environment and I can use with helium I can have a platform that allows me to move on and off premise with helium open stack it gets even better so we're starting at the data center level with data center care with flexible capacity with infrastructure automation as I've described packaging advisory services packaging tools and processes and that's kind of an outer layer of the Russian doll is as we're using as an analogy but it gets even better as you add and transition to the new technologies and that's that's when you ultimately get to what's what's that the best value proposition of that the new style of IT and and you mentioned automation before the sort of a statement of direction I guess but how about connecting to some of those automation tools and things of that nature talk about that a little bit is that in the plans yeah well so we have connected products and we get a lot of data and we do a lot of analytics with that connected products and the data we get back but with infrastructure automation built into data center care what we're doing is allowing a level of programming to thank you data center software which means you can make rapid changes of all the time it takes risk because you're doing it so often it takes risk out of the equation because to make changes on the infrastructure and the data center as it exists today feels risky I have to plan I have to do some tests they have tests on the side I kind of implemented in production but if you can program your data center be able to provision it be able to configure it and operate it more programmably the risk is taken out so the needs to connect that those layers is abstracted away and it gets even better down as you move into the newer technologies so we have questions from the crowd famous from Tim Crawford what's the value purposes for HP DC services today and moving forward so the value proposition for for data center care today said there's a difference in theory and reality I don't know what he means by that but well the reality is that the two and a half thousand customers that we have and we're continuing to grow with and adding a rapid adding to it a rapid rate the benefit that they're getting is we're helping them get more out of the IT that they own today there's one number to call for their data center we look after not just the HP infrastructure but the software to back-to-back arrangements up through the stack to other vendors hardware and not only that we we simplify and hide the seams across that complexity in their data center and not only that we helped him operate not just operate but evolve to whatever style of IT they want so he has how is how much is that a success of driven from other sources like EDS very very little very very little at all actually I mean there's some and we certainly engage with that but they are in my service organization it is not really part of this data center care so it's separate yeah it's a separate thing so Tim separate question they're not basically moving EDS money over well but so but Tim brings up an interesting point he's saying that data center software is great in theory the reality is very few organizations are capable of getting there that's the music to the ear of the services guys yeah but so having said that I mean am I said it at once I've said many times Amazon's turning the data center into an API now granted it's public cloud it's only certain workloads but it's a very clear that that model of being able to program infrastructure is one that yeah that is is changing the world now where people are very and very relevant it's not a word it is relevant right and it scales and it's changing the economics of the data center now Tim's right the reality is is on the maturity curve yeah you know we're not there yet outside of certain apps you know the obvious stuff test dev maybe web apps but more and more is moving so I wonder if you can comment on yeah I'd love to come I thought at the first reaction is two years ago we first started talking about data center care there was a lot of questions like that and you know now it's like there's not so many questions doubting the step you're going to smile I mean like we're pretty happy with the business there businesses there the next step into the question like just taking the public cloud question so and I think the comment was there's the reality and you know there's the value proposition and they both match listen the the the approach of going out to public cloud is an economic one and it's because I can as you say extracts to an API what I've just tried to describe and what we're building on with data center care with data center care infrastructure automation is allowing you to do that in a hybrid environment but public cloud and but allow you to do it for all the benefits on premise we're building in flexible capacity we're changing the economics to be more similar to what you would expect from it as a service public cloud we're giving you an as a service on premise with those economics with the infrastructure automation approach we're allowing you to think your data center as a piece of software and access to two APIs in fact you can think of that same logic going down through each of the layers down to helium or open stack or whatever platform you're operating on you can think of it the same way in fact with software defined devices like software defined networking you're allowing that API access so think of that model on to the whole stack we're going to start data center level data center care we've already got a presence we build flexible capacity and we're building infrastructure automation on that we're going to have this available to our customers that have data center care already over the next few months and we're building out a capability so we're betting on it so flexible capacity let's talk about flexible capacity because that's an interesting one it gets into because the thing that I always ask is or talk to when I talk to IT organizations the next thing I say you got to compete with Amazon or you got to go to the public cloud but you have to at least demonstrate the type of flexibility agility and cost structure that the public cloud can that's the mandate because you get in pressure to do that and that's what your business is all about is enabling that now let's take flex capacity because I want to I want to probe that a little bit if I understand a flex capacity is essentially you guys will over provision capacity and the data center turn it on with the key as I need it yeah now maybe I'm simplifying it but well will that eventually move to to to helium based flexible capacity approach for example because it already has that already has okay so because otherwise you can't compete on a margin basis right I mean is that so there's a number of customers here at the event today you're speaking that have benefited from flexible capacity in a huge way our growth rate with flexible capacity and customer adoption is faster than even what it was for data center care it's it's it's rockin it's it's hard to keep up really the value proposition is not just over provisioning capacity it's allowing you to have public cloud economics k per use infrastructure on your premises by the drink yes yeah the over provisioning is it's metered it's used it's used per it's built as it's me we need a public cloud in the data center it is but over provisioning is the means but that's not the value proposition I didn't mean to apply that's the value proposition the value propositions as you're saying is the agility paid by the drink please carry on it's it's cash so you know that laying right it's its speed you get it fast it's elasticity or flexibility to scale up and down yeah why wouldn't people take advantage of that it's it's a no-brainer and in fact what's what's interesting is of course that you know the decision-makers you know for something like that change and evolve a little bit we're sometimes going to Amazon was like a shadow activity that people did with their credit card on the side don't tell anybody and you know that's unfortunate reality but for flexible capacity once once this CIO the CFO and a line of business managers grasp it the purchasing manager grasp it it's a no-brainer it's it's exactly what they need to do the scale and it's a part of the value proposition for the agility they need the economics they need it's it becomes a no-brainer and you know if you look at what some of our developers and if you move to think about DevOps what they have to do they they have really gone for developing on a platform and they've assumed a past model in fact with flexible capacity with infrastructure automation with all of the other technologies as you layer it down when you choose the right platform you can do all of that on your premises all the economics the benefits you get speed the agility so we put a number of these things together and join the value proposition of they're not only in isolation so flexible capacity has a great value proposition in and of itself but when you couple that with automation of your interest or of your data center and you couple it with data center care wrapped around it that's when the value proposition comes together and that's how you achieve agile I do what percent of the customers you talk to you mentioned you could do all that on premises what percent of your customers say I don't want to do anything on premises I just want to go to the cloud can you help me is that a single-digit percentage is it zero is it double digits well I I think everybody wants to have a cloud wants to go some time I want to eat and get on some clouds so hybrid hybrid IT hybrid IT is virtually a hundred percent almost 100% of the customers that we have a data center care want on-premise IT also and they want so that's why we build a hybrid sport model that we announced last last year so I bridge hybrids the dominant model going forward in yes you can see and as outliers that are maybe say I don't want anything in the cloud it's a bad word maybe it's you know government organizations or maybe certain financial service and then is it's correct that there's outliers that want to put everything in Amazon I mean reinvent Amazon had a big push on going all in the cloud but you seeing any of that some of that we probably see that with startups maybe yeah okay so it's outliers or startups yeah our enterprise customers you know that the IT is your business it's integral to their business they want the cloud proposition there are some things they want to put out in the public cloud but ultimately the security the compliance the latency the performance they they want they need an on-premise value proposition but their expectations for their data center in terms of agility the flexibility the economics are being set by the public cloud experience so I like to use a because I live in an old house right really old house like 1600s right and anytime we have to get this conversation anytime you do anything like you put an extension on you got to build old to new anytime you connect old with new that's the most complicated part and I presume that's true with IT and in hybrid cloud so how if that's exactly the point I think that's that's what I was trying to say we will with data center care with infrastructure automation we will help you get more out of what you have today that's that's critical in infrastructure automation the tools we've put together the competency needs to build out for advisory services the processes to be wrapped around that both in extending into data center care that's all about getting more out of what you have today and creating a context for you to be able to move and transition technologies underneath that be that systems for your infrastructure different management software defined hybrid it allows you it gives you a context to get more out of what you have today and and make the technology transitions underneath it to ultimately get it to be more agile that that is a value proposition that's why I think about exactly as you described how do I how do I look after my whole but still making it better in the future and that's that's that's a good way to look at what we've what we've done here with data center care so infrastructure automations the big announcement shame is done here inside the cube it's been great watching you guys grow scott's been on early on with the cube scott's there are 50 year here at hb discover we're embedded now it's like but I got to say you know you guys are moving up the stack and really taking a pragmatic approach obviously you're winning that's the numbers speak to themselves you got happy customers so we got infrastructure automation are you going to launch next year infrastructure orchestration service you know we've we've got to connect that dot we've no 2016 announcements yet we will I'm projecting the winner of the state of the data center will be infrastructure automation next orchestration next year we believe it's we believe infrastructure automation is a game changer and we're going to build that out next year and we'll keep taking feedback from the customers when you've got intimate relationships with customers you know it's great it's the best place to get feedback so they'll they'll determine large automation is a great thing it's a attractive way the complexities and provide value that's the future of the cloud shame is done here inside the cube great to have them on vp of services brew beer with an hb cube alumni out in the front lines helping customers great to always hear your perspective congratulations on your success and your new launch this is the cube we'll be right back after this short break I'm John Perry with Dave Vellante we'll be right back


Hi, I'm Mary Caltrider and welcome to Boiler Bites, an up-close look at what's happening at Purdue. We begin our show with a peek inside Purdue Athletics State-of-the-art football performance complex. This massive three-level structure first opened in August 2017, sprawling more than 100,000 square feet. You have to see it to believe it. The glitz, the glamour of it, it's one of those projects where you can dream big and the dream comes true. The scale and the size of it is much bigger than what we walked out of at the Old Mall and Coff. I mean, it was a spacious, spacious facility devoted 100% to football and the sheer size is almost mind-boggling. In April, Purdue broke ground on a new football performance complex. Football alum and Super Bowl MVP Drew Brees joined Purdue dignitaries at the event. It was built in about 18 months, which is almost unheard of. $65 million was the price tag privately financed. The team moved in 2017 and this provides that one central location where if you're a football player at Purdue, you know you can hang out. The administration was so gracious in saying this is what you guys are going to be moving into. Tell us exactly what you want. We had input on everything. A couple of things that stood out early on were the need for a locker room, a bigger locker room, a locker room that was enough for 110 players where everyone could see the head coach and certainly a new state-of-the-art weight room. And that was an area that the new strength coaches, Justin Lovett and his crew, were able to tweak and finalize and suit to their needs, which was awesome. We wanted something that our players could come back in 20 years and say, wow, this is awesome. You might have to replace a couple of things, but it's not gimmick, it's not slogan-driven, it's not fad. Right now, they can go from the locker room, they can get their treatment to the sports medicine area, then go lift weights or they can lift weights, get post-workout treatment, then go back to the locker room all on the same floor, coaches' offices in the same building, team meeting rooms in the same building. We see our trainers a lot more. We see our players on both sides, performance enhancement and sports medicine. Meeting room, we can go get them in a meeting room if they don't have their water bottle. We don't have to change buildings or go hunt for players. They're right there. So that couldn't be better. That was well-designed and well-thought-out. But then there's also, as we talked about earlier, just the fact that everything's in one building now. And although it's a huge building and they do have to ride an elevator or take a stair to get from here to there, it is all centrally located. One of the goals was to have the student-athletes, when they got there, to want to be there and want to study film there and want to spend time with their teammates. They have little places to go and little hiding spots where they can do their homework and be uninterrupted. So it's a good flow to the building. It's a good space that's utilized upstairs and downstairs. It's right in the middle of the football complex, if you will. You've got the Malkhoff Center, which is where we have our indoor practice field, just to the south. And then the 200-yard outdoor practice fields are right to the north. It's all in one spot and that was what we didn't have before. They get dressed for practice and they're right there. Everything's black and gold here. So the weight room's black. Whatever's gold is going to go on the wall in terms of the trophies that we win and bring home from bowl games and eventually championships. The lobby is kind of the one area that's open to the public. A great kind of history of Purdue football fans, whether they're here for a game or any other day of the year, the building is open. That lobby is accessible and it's kind of a neat trip down memory lane. It's got its own ambiance and character so it's definitely a lasting first impression with recruits and that's been a noticeable thing to us. We feel we're at the top of the heat now. Everything's just so much bigger and better than they had before. It wasn't bad before but it's off the charts now and I'll put ours certainly up with anybody in the country. I think Justin and Strength and Conditioning would agree with that. I know the players talk about it. I can't believe they still get a workout in this place. When they walk in the locker room, look around with the TV, walk in the weight room with the technology and the size of the place, this room is built for us to grow into. So we have some work to do to press the big weights and we have 200 pound dumbbells. We're pulling them and rolling them and shrugging them but we're not pressing as much yet but that's going to come in time. So this room and this facility upstairs and downstairs is built to grow. Athletics officials say that the football complex has not only made a strong impression on visiting recruits, it's also greatly enhanced the lives of Purdue student athletes, especially for time management. With so many first class amenities all under the same roof, players and coaches don't have to trek across campus anymore. That'll wrap up this edition of Boiler Bites. Remember that you can catch up on all our past stories at BoilerBites.com. See you next time.


Last day. Oh my gosh. I'm a little sad that it's it's coming to an end, but I'm glad that there's an extra day It's gonna start off with an acting class of crying on cue But first I need to go get breakfast and drink so much water because I'm realizing that I haven't been feeling great Luckily in the VIP bag we had electrolyte powder things, but let's go get breakfast After breakfast I did have a little bit of time to talk to some people in the lobby And then we went to the first session Faith had us do an internal gaze exercise explain her method and the difference between hers and others and why hers works This is your life. This is happening to you. You've done this. This is for you all. After the crying exercise, she helped us get happy again by doing a happy dance Now Amanda Melby from Verbs Studios and she helped us with the power of action verbs I wish for you to be spontaneous. It's not on this sheet, but you'll try it bully? She also had audience interaction by having Adriana come up Well, I came to my room to um check out But I just wanted to talk about what I felt during the Faith Hibbs Clark crying on cue class Oh my god I did end up crying But I was crying because I was really uncomfortable because it just didn't work for me like I liked Her perspective, but because I already have like a different technique that I use I use like the miser technique Which has worked a lot better for me because I have more training in it Like I know this could work for me if I trained with it better But when we were doing the first exercise she said to tell ourselves like Like out loud to tell ourselves. This is this is not acting. This is real life And that completely took me out of it because I work so hard To make sure that I remind myself that this is acting and this is not my real life But that's flawed obviously like this method works and that Miser method works and I don't have either one like completely solid But it just made me really uncomfortable because I don't want to put myself in the position of like Okay, I'm thinking of this really dark thing as if it was my real life And then we switched to like a reactional like crying where you're supposed to like move and then say a line and cry And that was making me really uncomfortable because it was just very very sad And I was I was like wanting to cry only because everybody else in the room was crying and not necessarily because I was able to concentrate When she did the exercise to get us out of that emotional state She ended up playing a song that triggers crying to me. You're like It didn't work for me and I was just like crying instead of getting back into it I was just like crying and I don't know if anybody else had a similar reaction where that just didn't work for them But most of the people that provided feedback they were like, oh, yeah That was really good because of this and I found myself crying for the first time without getting angry first or whatever But I was just really uncomfortable with it Again, I do think that if I actually Went to her courses and studied it for real It would work for me because I would be able to be like, hey faith this part makes me uncomfortable How can I change that but this time because it wasn't a big environment I wasn't really able to do that But anyways, I just wanted to say that while I still have it because I was like crying While the next session started because I wasn't able to get into the happy dance space Her thing to like get us out of that emotional like sad side is to do a happy dance Which is a really great idea But just a song happened to be like I have just really happy and really sad memories because I do because it's personal So I need to go Now it's time for the director producer panel Let's introduce our panel. We have Deborah, Abe and Craig Welcome I would forgive a lot of things, you know, especially if they're New actors, but the problem that I would see that I see that across the board that any actor Know your line is super important to look at your resume to list whatever kind of extra skills you have But don't embellish So we're going to take a quick 10 minute break and then we're going to be back for the captain director panel I'll see you Just like last year the panelists and the speakers are so kind and they took the time to talk to us and take photos after Casting director panel moderated by fang and the casting directors here are alexis bella and beth Are you focusing on reels? What do you mean? Yeah, we kind of go on the side of the role But generally at first I'm just kind of looking through his headshot and think who fits the general feeling of that role You can gather a lot from a headshot, but you know, we do like to click through your other material So I always advise people have them up there. So you're gonna have to look at your resume really there I would say before we even post the breakdown I go through my little roll of decks of people that when I'm reading the script just kind of who is Who's locally that I know that would play this really well or they've done a similar role for another project Or they got a callback or something similar yesterday. They were a lot of questions about self-submission that I bet I don't know how to self-submission in my project So that's one tip is the most lacing only but Unless it's something weirdly hard to find So I'm already making an assumption that people who have agency reputation have some degree of trying whether, you know, every training Or there is something that that agent Thought, you know, that agent believed in them or believes in them and has something, you know, special that I need to know So which I encourage everyone to have headshots that have this show personality You know, everyone every woman wants to have this glamorous headshot really just look, you know, viewable and sexy And it's just rare that that's what I'm looking for Investor money in training investor money in quality coaching investor money in those kinds of things And remember that a headshot is just a very small part of that package It's your initial impression to casting it's your initial impression to agents when you're trying to get an agent Incredible colleagues are just so amazing But I hope that you took the time to really connect with people In my experience this year's conference was better than last year's after the conference was over I was able to talk to a few actors about what they got from the conference as well as an agent And why she recommends her actors come to this conference click right here


I'm very pleased last week to launch the Stadia Knowledge Management System, which is really the hub or the heart of what we do in Project Stadia. That's the online repository for all of the good practices and information that we gather and it also creates that virtual network of support for those involved in delivering major events internationally. And for us, it's the hub for us to reach out to the world and draw on experience from around the world to contribute to our work, such as the development of standards and guidance that we've been working on this week in Qatar. We've been very much fortunate to have contributors from the likes of the Sports Ground Safety Authority in the United Kingdom, the National Center for Spectator Sport Safety and Security in the USA. We have Principality Stadium in Wales contributing to our work. Also, RDO Den Haag Football Club in the Netherlands, Liverpool Football Club in the United Kingdom, as well as a range of other stakeholders who are crucial in this field. On the international level, we're very fortunate to also be collaborating with the Council of Europe, who are leaders certainly in Europe in this regard. And of course, the key stakeholder here is FIFA and they've been a key contributor to our work and have been a big endorser, I guess, of what we're doing and very much encouraging Qatar and other future hosts of World Cups to take on the guidance that we've developed this week.


Teaching English in Spain, the salary and budget guide. This guide will help you answer the question, How much can I earn and save teaching English in Spain? You'll also find information on the local cost of living in order to figure out, how much to budget for when making the move to Spain. The typical salary for English teachers in Spain. Spain is one of the most visited countries in the world and has a large tourism industry. Because of this, the demand for TEFL-qualified English language teachers is very high all across the nation. Most teachers find jobs in private language schools but positions can also be found in public schools through government-sponsored programs. You will find most available positions in large cities, such as Madrid, Barcelona, and Valencia, but opportunities can be found all over the country. The typical salary for English teachers in Spain starts at around 700 euros per month, rising to 1,800 euros for higher-end positions. How to earn extra cash while teaching English in Spain? Since teacher salaries in Spain aren't among the highest in the world, many teachers supplement their income by taking on private students in their free time. Rates for private tutoring range between 18 and 22 euros per hour. Getting a work visa in Spain. While it can often be a challenge for teachers from outside the Europe to obtain a long-term work visa to teach legally in the country, there is a relatively easy way to teach legally in Spain. For more information on how to get a work visa for Spain, read our guide. The cost of living in Spain. Spain is an incredibly popular destination for teaching English abroad and there is a strong demand for TEFL-certified teachers. However, salaries aren't high, which often deters teachers from moving there. On the plus side, living expenses are usually lower than in some other European destinations, such as Italy or France. Therefore, you can still live comfortably when teaching English in Spain. Cost of living in Spain. Food. If you avoid eating in areas catered to foreigners and tourists, you will be able to save a lot of money on food while living in Spain. Shopping at local markets will also help your budget. Milk, 1 liter, 80 euro cents. 12 eggs, 1 euro and 60 cents. Apples, 1 kilogram, 1 euro and 60 cents. Chicken breast, 1 kilogram, 5 euros and 70 cents. Rice, 1 kilogram, 1 euro. Bottle of water, 1.5 liters, 60 euro cents. Bottle of domestic beer, half a liter, 2 euros and 20 cents. Cost of living in Spain, leisure activities. Spain is a country rich in natural scenery. You can go skiing, hiking, swimming in the ocean, surfing or sampling your way through the country's rich wine culture. There is so much to see and do and people love to enjoy life to the fullest. 3 course medrange restaurant dinner, 35 euros. Quick restaurant meal, 10 euros. One month fitness club membership, 35 euros. Movie ticket, international release, 8 euros. Cost of living in Spain, transportation. Most large cities in Spain are equipped with a well-connected subway system. Trains and buses also connect the country's large and smaller towns with one another. Metro ride, 1 euro and 40 cents. Monthly pass, regular price, 45 euros. Taxi rate per kilometer, 1 euro and 5 cents, start fare 3 euros. City bus, 1 euro and 40 cents. Cost of living in Spain, travel around Spain and beyond. Every region in Spain is unique and offers its own cultural heritage. From food, architecture, and art, you will never run out of things to see and do while teaching English in Spain. One night in a medrange hotel, 50 euros. Train from Madrid to Barcelona, 3 hours, 65 euros. Flight from Madrid to Paris, round trip, 2 hours, 55 euros. Sample monthly teacher budget. To give you an example of how an English teacher in Spain spends their salary, here is a sample monthly budget. Gross income, salary, 1,300 euros, average. Rent, shared or one bedroom, 500 euros. Utilities, electricity, gas, water, 115 euros. Phone and internet, 40 euros. Food, 150 euros. Insurance, 20 euros. Remaining disposable income, 475 euros, currently 540 US dollars. How much you can save when teaching English in Spain? As you can see from the sample budget above, you will be left with approximately 540 US dollars after the average expenses when teaching English in Spain. Of course, this amount varies depending on your salary, location and personal lifestyle. While it's true that you won't be able to save as much compared to places in Asia, for example, where the salaries are generally higher and the cost of living considerably lower, you will still have the time of your life when teaching English in Spain. Take your TEFL TESOL in class course in Spain. ITTT has in class TEFL courses in Spain, where you can spend 4 weeks learning everything you need to know about teaching your own English classes abroad while exploring Barcelona, Granada, Málaga or Seville. You can also learn to teach English abroad and online.


I'm Lance Corporal Molly Hampton, and this is the Corps Report. The Marine Corps completed an investigation regarding a recruits death at Parris Island. The Commandant said, we will take every step necessary to prevent tragic events like this from happening again. For more information, visit marines.mil. Last week, one of the last Navajo Code Talkers passed away at 95 years old. Joe Hosting Kellwood served during World War II with the 1st Marine Division in combat on Cape Gloucester, Peleleu, and Okinawa. Less than 20 Code Talkers of the 400 who served are alive today. Semper Fidelis Marine. There's a new MOS in the Corps, 0919, Force Fitness Instructor. The Force Fitness Education Program is designed to develop a core-wide culture of total fitness. To see the qualifications to become an instructor, see the Mar Admin. Thanks for watching, everyone. We'll see you next time, right here on the Corps Report.


Perfect. So Manuel, thanks for the great introduction. As you said, I'm basically an outsider to Bitcoin. I think I have some basic knowledge, but I don't really have an agenda. So it just takes us a chance to look at the data and let's see what the data tells us. So Manuel basically paved the way for this presentation. So I don't have to talk about much anymore about the stock to flow models. Instead, I will just dive a bit deeper into the bit conometric aspect. So the whole motivation for this stock to flow model to a large extent is actually comes from this graph. That shows a nice and strong correlation between the stock to flow ratio and the Bitcoin price over time. But the question then really is, is this really just correlation or is there maybe a more fundamental relationship between these two things? So let's start with how this whole analysis began. And suppose we were running just a simple ordinary lease transfer question of the log Bitcoin price on the log of the stock to flow ratio. What we would get would be a highly statistically significant coefficient beta of magnitude about 3.1. So what does it mean? What would it mean? It could mean if the stock to flow ratio goes up by 1%, then the Bitcoin price would be expected to be to go up by roughly 3%. So obviously given that at each half an event, the stock to flow ratio doubles, that would be a substantial implied price increase. But maybe we should be a bit cautious here. Because what we might be running here could just be a so-called spurious regression. The spurious regression problem could arise if we have what non-stationary variables in our model. These are in simple words variables that tend to have a substantial trending behavior over time, which we have just seen in both the price and the stock to flow ratio. Let's give another example. Let's remove the stock to flow ratio from the picture, but instead add the non-EU net migration into the United Kingdom. And again, we see a substantial positive correlation. But I think you all agree with me that this is just a coincidence and no one would probably argue that the UK migration pattern has anything fundamentally to do with the Bitcoin price. So this is really just a spurious correlation. And then the question is, well, with the stock to flow ratio, is it maybe also just spurious or is it more fundamental? Essentially, such a problem that you observe such high correlations could always happen if you have such so-called non-stationary variables. So let's go a bit into the bit chronometrics. What does it actually mean that a variable is non-stationary? A stationary variable, in simple words, is a variable that has a constant mean, a constant variance, and constant autocorverences over time. So if you look at the lower right panel here, that's a typical stationary variable. It just fluctuates over time around this constant mean close to zero. It never really deviates far from this mean and really reverts back to the mean whenever it deviates. So that's what we call the stationary variable. And if you move up to the upper right picture, you see one case of a non-stationary variable because clearly the mean is not constant over time. The mean constantly increases. Essentially, this variable follows a linear time trend. But once we essentially remove this linear time, we essentially get the stationary process down here. That's exactly how these two pictures are related from the top to the below we get by removing this linear time trend. And that's why we call this top-right process a trend-stationary process. Once we remove the trend, it becomes a stationary process. Now let's move to the top-left picture. That process looks actually very similar to the top-right picture. It also fluctuates more or less around some linear time trend. But once we remove this linear time trend, we go down to the bottom-left picture. We see that this process actually takes much, much longer until it reverts back to the zero line here. So it stays away for a substantial period of time from the zero line. And essentially, there's not even a guarantee, even though it happens here by chance, that this process would ever be revered back to the zero line. This is also called a random walk. What's a random walk? A random walk technically is just a process that at any point in time, its value would be determined just by the previous period's value, xt minus one, plus some random shock. So it could just randomly move up or randomly move down. And importantly, any of these shocks that occur essentially has a permanent effect. If you have a positive shock, what does it need to bring us back to the previous level? It needs an equivalent negative shock in the future. Without such a negative shock in the future, we would not be revered back. That's very different to a stationary process. For stationary process, even if you have a positive shock and nothing happens afterwards, this process would gradually sooner or later revered back to the long-run mean. That's not what's happening with the random walk. Each step is really just random, which basically gives this process its name a random walk. And then if you look to the upper left picture once again, if in addition this process tends to drift away into a certain direction, then we would call it a random walk with drift. And what's also very typical about these random walks is that even if you have the same causes in nature, just by drawing a different sequence of random shocks, these processes can look very different compared to the previous ones. While the stationary or advanced stationary processes, even if you draw different shocks, still look very similar compared to before. That's again a distinguishing feature between a non-stationary and a stationary process. So let's look at these two random walks that we've just seen together in one picture. On the left-hand side, we have the random walk with drift. Both went upwards because they have the same underlying drift. And if we just look at their overall correlation over time, it's substantial, 0.74 in this case, mainly because they have the same underlying time trend. The same underlying drift. But clearly, this correlation is completely spurious because these shocks are drawn completely independent. These processes are completely independent. To illustrate this spurious correlation a bit further, let's just separate the whole 1,000 time periods into four equally spaced periods of 250 time periods each. Then we see in the first period, the blue dots, you have a similar correlation than in the overall time span. But if we move to the second sub-peard, suddenly the correlation becomes zero or even slightly negative. If we then move further to the third or fourth sub-peard, the correlation even becomes strongly negative. And here's a problem. If you would then use the second sub-peard, for example, to make a prediction about what follows afterwards in the third sub-peard, you would get it completely wrong because the correlation suddenly changed. Now, the drift is one reason why we have this strong correlation. But even if you look at the random walks without drift, you still see a significant substantial correlation. In this case, a negative correlation of almost minus 0.5. Even so, again, these processes are completely independent from each other. And this just happens because just by chance, these processes exhibit some extensive trending behavior. And it happens that they just diverge in different directions. This can create a strong negative correlation. So this is something you would not observe that strongly, at least the stationary processes. Okay, doesn't mean we can't do anything with non-stationary processes. The general answer is it depends. If the processes are independent, there's really not much we can do. But let's generate one process, the blue one here, as a function, essentially, of the other one. The red process is x. It's, again, just a random walk with drift. The blue process follows from the red process. It inherits the properties from the red process. And we see a nicely essentially co-move with each other. And in fact, it turns out that the blue process is essentially just about one half of the red process. And this ratio remains constant over time. That is what constitutes a co-integrating relationship between these two non-stationary processes. So essentially at any point in time, our best guess for the blue process might be half of the red process if we know the value of the red process. In other words, a linear combination between the two processes would yield a stationary process. That's what we see in the lower right picture. That's the so-called error correction term, the deviation from this long-run equilibrium. And the deviation from this long-run equilibrium is just a nice stationary process. And also, if we look again at the scatter plot, the correlation pattern, we see that now all of these dots nicely align along this regression line. So just please some fundamental underlying relationship between these two processes. Okay, let's go back to the actual Bitcoin data. First of all, we see both variables are clearly non-stationary. They are upward trending. As a trend stationary or really just following random walks, a defining pattern of the stock-to-flow ratio are really these jumps. So maybe let's first separate the jumps, which are completely deterministic. They are just deterministically determined by the halving event, the halving of the rewards for the miners. Let's separate these jumps from the effects of the remaining fluctuations. And you have just mechanically taken out the jumps from the halving effects events from the stock-to-flow ratio. And instead, I will look at the effect as well of the halving of the miners' rewards. Well, the stock-to-flow ratio now, after accounting for maybe a halving period-specific time trend, looks very stationary. It just tends to fluctuate randomly around without deviating much into one or the other direction, which is kind of different for the Bitcoin price. We could apply statistical tests to see whether these variables are actually stationary, trans-stationary or not. And typically these statistical tests, I don't want to talk too much about them, would confirm or at least not reject the hypothesis that the Bitcoin price tends to be a non-stationary variable. And the stock-to-flow ratio, at least after accounting for the halving effects and the potentially different time trends within these halving periods, is likely a stationary process. But eventually, for what I'm going to do, we actually don't necessarily need to do these separate tests for stationary or non-stationary. We could just estimate a model that allows for the combination of both stationary and non-stationary variables. This model explains the log Bitcoin price, not just by the current stock-to-flow ratio as since the very beginning, but it also adds the time lags of the Bitcoin price and the time lags of the stock-to-flow ratio. In addition, I would also like to throw in the rewards to capture the deterministic effects of the halving breaks. Now, adding these time lags in particular of the log price implies that this model can allow for the Bitcoin price to be a pure random work as a special case, which the initial model that we just were running, the compression of the log price and stock-to-flow ratio, couldn't. By allowing this special case, we could essentially distinguish between the situations where the price is really just a random work or where it may be driven by the stock-to-flow ratio. Let's maybe look at a slightly different formulation of the model since it's really just a reformulation of the initial log-to-flow ratio and we've got order-requisite distributed lag model, and this reformulation might be easier to interpret. It says that the change now in the log Bitcoin price is essentially a function of the deviations of the price from its long-run equilibrium, assuming that the long-run equilibrium might exist. And if it exists, this long-run equilibrium would be determined by the stock-to-flow ratio and maybe a linear time trend. So this coefficient beta here is essentially just the same coefficient from an interpretation point of view as we had in the very beginning. In addition, because we had these lags initially in the model for certain short-run effects, it would just tell us whether we could potentially predict the Bitcoin price over the next couple of periods, while the long-run equilibrium really aims to make a prediction more into the future. What happens with our data without showing you the details is essentially that these short-run effects don't really matter. So let's just remove them from the model. The model becomes even simpler. And another key parameter in this model is the coefficient alpha that we didn't get to talk about. So suppose this long-run equilibrium exists, what does the coefficient alpha tell us? It tells us how strongly does the price react to a deviation from the long-run equilibrium. Suppose the price is too high relative to its equilibrium, then alpha will tell us by how much the price then would be expected to readjust downwards towards the equilibrium. So clearly there are two key parameters, alpha and beta, that we need to look at. And for the existence of such a long-run equilibrium, of course we need that beta as non-zero. But we also need that alpha is non-zero because if alpha is zero, then essentially this whole term here drops out. If there's no reaction to a deviation from the long-run equilibrium, then essentially that cannot exist any long-run equilibrium. So both alpha and beta need to be equal to zero. Fortunately, there is a nice statistical test that we can apply and that test allows for stop-to-flow ratio in particular to both stationary or non-stationary. And this test we could use to check whether alpha and beta are equal to zero. What happens with the data here is actually that we cannot reject the null hypothesis that alpha and beta are equal to zero. This would be evidence that such a long-run equilibrium does not exist. So if it doesn't exist, we could just remove this term. What's left is just a simple model, very similar to what Manuel just showed us with his two dummy variables. Instead of the two dummy variables, I essentially just have the log-rewards. The nice thing about the log-rewards is, instead of the dummy variables, because we know how the rewards look like in the future, that's just deterministically given, we could still use this model to make some predictions, some forecasts. Let's first estimate this model. Again, I don't show you the numbers. What would happen or what we would find is, again, similar to Manuel's results, that essentially this coefficient gamma is not statistically significantly different from zero. We cannot establish any effect statistically of these log-rewards on the Bitcoin price. And if you then remove the log-rewards from the model-rewards left, it's really just that the log-price depends on its price in the previous period, plus possibly some drift. And this drift term would then be statistically positive, so we would have a random walk with drift. Now let's assume for a moment, and that will be a last picture that I want to show you. Let's assume for a moment this gamma is not zero. And in fact, whenever you estimate the model gamma is usually not exactly equal to zero, we can just not statistically reject the hypothesis that it is equal to zero. So let's suppose we forget about the statistical significance, take the point estimate at face value, and make some predictions. And I warn you ahead of the next picture, what I show you now is not to be taken too serious, basically because this effect is not statistically significantly different from the end. What we get is something like this. The gray area is essentially the drift over time, adjusted for the halving period, given by the halving in the log-rewards, but the halving in the rewards. So the boundaries are really just arbitrary, just picked them based on the peak and the drafts. But the direction essentially indicates what this model would predict for the future, the drift of the Bitcoin. And we see it would essentially reverse and go down again. If you like, you could actually add rainbow colors, then you would get a rainbow that touches it twice, as many rainbows do in reality. But once again, as I said, don't take this too seriously. This coefficient is essentially not statistically significantly different from zero. And what we have is just a random walk with drift, and the prediction for this random walk with drift would just be given by this blue triangle. And by the very nature of a random walk, it's essentially unbounded above and below. It can easily go through the roof, can easily go down through the floor, or it could just walk around somewhere in the middle. And that's what I want to finish, and I'm happy to discuss further now and in the panel session later.


What's up everybody Jason here from Jasper's case brace calm. Happy new release day. It's 2020 panini panini mosaic this time It's no huddle addition Football four box break pick your teams number one So this no huddle guys is just think of it as basketball where there's fast break discos and select hybrid where this discos They're just calling it no huddle for just being a football product, but expect those disco parallels You get one auto per box. You have one rookie variation. I believe per box some nice disco parallels as well We sold this one out straight up and There you go. Yeah, you're getting last ball module Vikings So good luck guys, and then here's the case. It's about a 20 box case So I'm gonna open it up. We'll be here really quick Just to make it easier. What we'll do is top four boxes will be a break because they're four box breaks These four will be a break So fine breaks worth guys one two three four five and Now let's just quickly roll a dog if I roll a one two three four five It'll be that number if I roll a six, which is reroll it again. All right One to go with this one Again to lose exactly like fast break basketball. So again, there's a disco parallel Chris Jones Joshua Kelly You got a Luke Keekley silver Brown And we got T Higgins autograph for the bangles When an Aaron Derek Henry number to 20 Just like that pink looks very light this year. They go very nice Play pool.  It's like 50 bucks for all and a Dan Marino blue Just go to 75 Jerry Judy T. Y. Hilton Jordan Love Justin Jefferson And landing Collins number to 50 so I think The rookie variation is going to be this Kenneth Murray Because this photo is totally different than the original The original he's wearing a white jersey and he's like standing straight up This one looks like it's a total different jersey. So that might be the rookie variation Okay All right, next one Robinson cam acres little Jaylen Hertz Silver Wolf Fuller AJ Dylan CD lands introductions and van Jefferson autograph for the LA rams Not numbered We got Nick Chubb blue for the Browns going to John number to 75 nice the Andre Swift disco NFL debut JK Dobbins Isaiah Thomas or sorry Isaiah Simmons Adam Thielen chase young And we got T. Higgins prism silver CD lamb Andre Johnson Clyde Edwards Lair and Joe Burrow Lovisco Jalen Men of mastery Calvin Johnson Antonio Gibson Antonio Gandy Golden What's up, Frankie? How's it going man? And they go a little silver Jalen Rigor and if I'll debut Jalen Rigor Jerome Davis And nice a little Kyler Murray 32 out of 50 Robert with the Cardinals John Taylor Will Beasley Tua Togo by the law How about a blue disco of Joe Burrow? NFL debut There you go very nice Jalen Rigor triple Malin. All right two more boxes guys Josh Allen Joshua Kelly Taysom Hill prism silver Z Galliots and we got Levisca Very nice for the Jaguars Patrick that one And JK Dobbins blue 52 out of 75 There you go Aaron. You have to sell us to me that bad boy right there Little Miles Sanders. I actually missed out on one last week.  I was breaking and I couldn't get it Jerry Judy And this must be the image variation because he's in college So there you go Brad and I you John Alway the under Swift Jordan Love John Riggins Claypool Lamar Jackson MVPs Alvin Camaro Tony Gonzalez Yonder Swift introductions Jason Witton See so there's the base Kenneth Murray Well Michael P. Ryan disco for the Jets Little Joe Burrow. I mean I can chance 37 and 75 Jerry Judy Bobby Wagner Justin Jefferson And Troy Aikman to 50 Taylor Patty my home's MVPs. All right. That's box guys disco diamond McNabbay. Go very nice Prism Silver George Kittle Taylor Marquise Brown to a total of a lot and how about an Eric Dickerson autograph For the Rams it's going to Justin Ward TJ watch it 50 It's like something on the surface of this I thought it was just like a piece of Plastic or something I can go with you with that one though Jalen Rigor Whoo Patty my home's 37 out of 75 all the Patty my home's colors.   That's gonna be so expensive MVPs pay Manning JK Dobbins Jerry Judy Jerry Rice Silver how we long chase young Roger Stalbuck Jeff Ocuda can't make his NFL debut Center stage Our stair master sir. That's Carson Wentz. Little Herbert Tyree Kale, Justin Jefferson Hulk Matt disco Michael Piman Jr. Justin Herbert NFL debut, I know Paul, but I'm not doing it for value I'm just a big Oregon ducks and Herbert fan, so I'm a big Eagles fan. So I don't really collect this charger stuff, but If it's better for me then because I just want Oregon stuff anyways You know Manning Van Jefferson CD lamb and pay Manning 71 and 75 Sir Alrighty guys, so there you go Very nice very good-looking. No huddle. Oh, of course man. I yeah, I've been following him since since he was True fresh for that Oregon. I've been watching Oregon football for a very long time And I always support those pro ducks Yeah, I always said it too man He has the size the speed the arm strength to do it all So there you go guys some very nice stuff coming out of here though Paddy my home's colored Eric Degerson Monsignor's gold Chanel Joe Burrow and a lot of other color in here as well. So again, this is pick your team number one And Number two is already in the store and it's already down to five I want to say so I'm gonna put this stuff away go through orders and then hopefully we can get something else going So I appreciate you guys. Jasper's case breaks.com


Alaska has an adventure every weekend, just waiting for you. And so July 30th and 31st, performers and service members at Arctic Thunder Open House are here to put on a show like you've never seen before. From the Joint Forces Battle Acts, food from 50 vendors, the multiple demo teams, and the U.S. Air Force Thunderbirds, there's no way you'd want to miss it. Arctic Thunder Open House has it all, July 30th and 31st, at Joint Base Elmendorf, Richardson. Admission and parking are free.