Hey how's it going? In this video I want to talk about one exercise that you can do to kind of instantly make your ads profitable. Okay I know this sounds a bit crazy but and stuff but like people don't do this and they don't take the time to do this which I think is super important and a lot of people don't talk about it because people talk about ads, people talk about numbers and stuff but they don't understand that you're selling to human beings.  Okay so I just want to show you this very very simple example right here and then that you think about it from your perspective from your business as well and then just implement it because if you really think about it I think it will give you a lot more clarity into your customers. Okay so give me just give me one second okay. So if you see on the screen here this example is just it's literally just defining who you're selling to and you'd be surprised on how many people don't even know who they're selling to. Okay so like after I realized this and I actually implemented this across like different accounts and stuff it felt like a superpower because I can see through walls I know it's a bit crazy to say but everyone is huddled into the ads game. Everyone's huddled into business manager. I'm not into business manager you know. You got to see things from a macro point of view. Okay so let me talk about what I do right. So I always start from okay I analyze the data from okay I go into business manager and then I see okay what are the highest purchase conversion value audiences right. So for example be it male 18 to 35 living in certain geography and stuff and then I know that is a certain type of stereotype customer persona.  Okay so let me just pull up an example product right here. So I just randomly search the Amazon for this kitchen niche sorry this camping tent thing. Okay so let me try to define who it is. Okay so I know from the product description for example right that these guys they don't like the water coming in. So in my mind it's like people who like comfort while tenting. Okay and so if you just define it for example if I see that for example in Facebook that my most profitable audience segment is men and they are like working adults right. So I can stereotype and then the copyrighting and the messaging is turning towards that. Okay so who am I selling to for example I'm selling to 28 to 40 for the old men for example and then they have families right and then they have they like to get outside on the weekends. Okay and then also what are they afraid of what problems do they face. Okay they are often often in the office right they don't get fresh air they would love to get away from work sometime. Okay so can you see off the bed right I understand okay who they are what are they afraid of what do they want right what do they want probably they want family time right and they want to spend it outdoors right so they definitely want to buy this tent. Okay so after defining the customer persona right then what you want to do is put all of this messaging into the product page and the copy okay so be it on the ads be it in the video be it on the actual product page where the conversion happens as well you want to put all of this stuff inside. Okay so for example the pain point could be you are like always stressing in the office stressing in the office right and then with this as well right you're always like a working and never outside right it's time to get outside right it's time to relax a bit right get some fresh air then how about a camping trip outdoors camping trip outdoors okay then you will obviously like frame this as benefits right so like the benefits of getting this tent specifically is that you you hit leaving the house and it's really uncomfortable right to get outside to get outdoors but outdoors with this tent right here you are able to for example go camping go camping but you just have the the comforts of a hotel but outdoors right so you frame it as this you understand that the pain point is that hey they want to get off the office they want to get out of work right but then they also don't like uncomfortable situations because they are privileged or whatever right and then you take that pain point stuff and then you push it through and sell sell people on the fact that that this this tent right here is it's like it's as comfortable as a hotel outdoors does that make sense so can you see here like i just took like two minutes it's just off the top of my head right but like you just define who you're selling to and you understand what they want right so this guy he really understand he really wants getting out of his he wants comfort he wants to spend time with his family and it's inhibiting that but this product right here the the the angle that you're selling it for selling it to is that it's going to provide a massive comfort for the family are doing that they're camping holiday which is what he wants so i i'm not so sure whether you understand what i mean but hopefully it does uh it's just kind of thinking about how to position your the angle and i really defining who you are selling to because a lot of people in their heads they they think they they know it but then when they write it down they they don't really know right and then you're hitting different the the wrong pain points and then you can't sell and then you're like okay my ads are not profitable oh my goodness you get what i mean so you gotta step back sometimes for and then like from the data itself go and figure out who is it who is resonating with your message and then just sell them more of that okay so hopefully that that gives you perspective on what to do when your ads are not profitable okay if you have any questions please put them down in the comment section below and let me know so because i always use those questions and then create videos for you guys yeah so this was one of the questions that that i got uh yeah okay hopefully this makes sense to you hopefully just go and implement it and yeah thanks for your time


So good afternoon. Here we are. We're in Hong Kong. It's the OpenStack community. That's us. It's over 12,000 people, over 130 countries. And hundreds of companies contributing to, you know, this project, what we're doing. My name is Steve Curry. I'm the co-founder, president of Metacloud. Metacloud is a software company that produces a distribution of OpenStack. We match that with the expertise of our team. And so what that means is we overlay our software on top of your hardware and your data center. And we manage it remotely. So for you, it's a lot like a public cloud experience, but it's completely private to you on your own infrastructure. And so before we get started in this presentation of the seven deadly sins of private cloud, I just wanted to share a story. Mostly because I'm right and the person that was in the story opposite of me was wrong. I was in Portland at the last OpenStack summit and it was the keynote. I was sitting next to a VC whom I won't mention. He's not here though. And they just announced that the next OpenStack summit was going to be in Hong Kong. And he threw up his arms and he was a little upset and he goes, you know, I don't understand that. I don't get it. I don't think anyone's going to be there other than people from Asia, people from Hong Kong. It's a long way to travel, clouds in its infancy. It's asking people to go a long ways to get there. I said, you know what? I think you are wrong because this community is growing like crazy. Again, it's in over 130 countries. I think there's going to be participation from everywhere. So by a show of hands, who here is from Asia? If you're from Asia, can you raise your hands? There's 10. If you're from Europe, would you please raise your hand? There's slightly less. If you're from the US or South America or places that I didn't mention, that's me. Wow. So we're going to do something. I'm going to give him a Christmas present, which is a framed photo of him being wrong. So on the count of three, if you wouldn't mind, you could throw your hands up and happiness that you're here. You're excited to be at the OpenStack Summit. If you're from Brooklyn or Los Angeles or Jersey, if you know how to throw up the international, you're definitely wrong sign. Feel free to do that too. So on the count of three, I'm going to take a photo. I'll later show my email address if you want a copy of that photo. And if you don't want to participate, but you want to take a photo of me taking a photo of me proving that someone's wrong. And it's a VC. I mean, that's not even a human being. It's a VC, so it's all right to participate. So on the count of three, please raise your hands and give me any signal that you wish to show that I'm right and he's wrong. One, two, three, please raise your hands. I already took three photos there. I will frame that and I will send it to him for Christmas and I will share with you if you wish to have a copy. Well, definitely. I'm sorry, Joe, from SwissDAC. I cannot share with you. You definitely know him, though. So thanks for participating. So the first time I heard the term cloud, it was 1998. I had a team of operations engineers and someone described the cloud as accessing third party resources outside of our network. And I thought it was a cool term. It was interesting, but I didn't think much more about it after that. And so there's this gentleman on our team now. His name is Stuart Robbins. He found out that in 1994, compact trademarked the term. And so someone was very forward looking at that company. Well, the company's not around anymore. And a lot's happened in 20 years. Clouds come a very long way. And so it's brought us all here to Hong Kong to share stories to talk about private cloud. And I'm here to talk about the seven deadly sins of private cloud. And it's not really a technical discussion. It's more about human behavior and making the right decisions. So when you deploy a private cloud, it's a success. I spend a lot of time on the road giving presentations, meeting with potential customers, going to user groups and trying to understand what's going on out there and the cloud space around the globe, how people are doing things. And so the first sin that people tend to commit is skipping the TCO, not really understanding what savings there will be or won't be. And so a TCO isn't simply to tell you that a private cloud is going to save you a lot of cash. I'm not here to hold your hand and tell you that a private cloud is the end all. It's the right solution for everything. But what are you building for? It's a great question to ask yourself, especially when you're going through the TCO process. Are you choosing the right technology? Are you making the right decisions? Do you have a tremendous amount of covariate workloads with extended periods of use? Yes, a private cloud could probably be a good decision for you, especially if you're running at scale. Do you have super spiky traffic with these very long pronounced troughs? Maybe public cloud is the best decision for you. Maybe Amazon is the right decision for you.  Public cloud is probably a good option. So maybe you started as a startup in the public cloud and now you've reached this point to where you're spending about $100,000 per month in the cloud. That tends to be a magic number. And so if you're spending about $100,000 a month in the public cloud, you will at some point get a call from your CFO trying to figure out how to stop that pain. Because no matter how much you invest in the public cloud, and of course, yes, you can do reserved instances, but beyond that there's really no controls for you to reduce costs. You can just keep buying more and more. However, you can invest in hardware, and you can invest in a private cloud, and at scale that will save you a tremendous amount of money. Thanks to technologies like OpenStack and others. So something else to consider when you're building your TCU model, as fun as it may not be. Every time a public cloud provider reduces prices and this is going to sound crazy, but hang in there for just a minute. Every time a public cloud provider reduces prices, their margins increase. Every time a public provider reduces prices, their margins increase. It sounds crazy, I get it. It sounds really like I'm wrong, but I'm not wrong. Server price performance increases every two years by about 50%. So it says Moore's Law, it's a fact. Public cloud providers, they have hardware. Yesterday's version of their hardware can hold about 75 to 100 compute units, as Amazon likes to call them on that server. Tomorrow's refresh, which is actually happening right now, those servers can hold about 150 compute units within that one two-socket server. And so public clouds pocket that value. The price reductions aren't commensurate with the server price performance increase. It's an optical illusion. Their prices are reducing, their margins are going up, because the requirements that you have for your applications are going up. We're not doing M1 smalls anymore. We spend a lot of time surveying people when we go to conferences. We have surveys that are happening right now at our booth. We try to understand what's reality with public cloud, with private cloud, how people are consuming it, and they're starting to consume it in a big way. There's big instances, high memory instances that are happening, and that's becoming the norm. With a private cloud, you get to pocket that value. As Moore's Law happens, server price performance increases by 50% every two years. You pocket that value if you've deployed a private cloud. So in my years of being deeply rooted in this business, and I think I've seen it all, maybe I have, maybe I have, the team at MetaCloud on average, employees have been at big companies, big infrastructure companies running at extreme efficiency for about a decade. There's guys from Yahoo. There's guys from Ticketmaster. There's guys from Google. And so we've seen a lot of big infrastructure running at scale, and we understand that. And OpenStack delivers a tremendous amount of value on top of commodity hardware, and so that's got to go into your TCO. Look at SwiftStack. Joe, back there at SwiftStack, raise your hand. Commodity hardware, tremendously intelligent software, creating a tremendous amount of value. MetaCloud with CarbonOS, we do the same. Commodity hardware, a full-featured private cloud. OpenStack can do the same. OpenStack runs on most infrastructure. And so covariate workloads have to go into your TCO. You have to understand how much of these business units.  You're doing a lot of M&A activity, and every business unit has its own little silo of hardware, its own little group of IT. Now imagine tomorrow there's a private cloud deployed, there's a centralized IT department, and those business units are overlaid thanks to multi-tenancy on this one collection of hardware. And so what was 4,000 servers could be reduced to 1,000 servers. That has to go into your TCO consideration. And one that comes as a big surprise, I think, to a lot of people, because we hear it a lot, you hear it in a lot of conversations, is team efficiency and end user efficiency. Just the simple fact of doing self-service, being able to spin up instances easily, not having to wait days, weeks, months for someone to go to a data center, acquire the hardware, throw it into a rack, cable it all up, and present it back to you. They can now just go to a dashboard or make a simple API call and provision those virtual resources all on their own. I'm still laughing a little bit inside about that photo. This is going to be epic. Then number two, and so it's forgetting about the end user. And to me, this is a big sin. This is a big problem, and I think this is probably a major contributor that leads to failure in a lot of companies and deployments of private cloud. Let the grit and the emotion, and the heavy-handed opinions in regards to technology and your technology, religion. New hotness, everyone has an opinion. But we're here to purposely build clouds, private clouds, to drive up efficiency, drive up productivity, to reduce cost. But most importantly, we're here to build something for an end user, someone that's going to be accessing this infrastructure. And so we have to make sure they're successful because if they're successful, more than likely we're going to be successful deploying that private cloud. Build a cloud based on your interpretation of what you think it should be. Don't start building the end-all solution right from the start. There's a reason why public cloud has had such success building just very agile, very easy to consume, self-provisioning, virtual resources. And if you can't deliver on par with the public cloud, this ease of use, self-provisioning, or enabling shadow IT. So make it easy, make it easy to consume, easy to access, make it reliable. At MetaCloud, we spend a lot of time talking to customers, interviewing customers, trying to understand what their needs are because we have to innovate on their behalf. And you have to do the same when you deploy a private cloud. And this is continuous. It never stops. You're interacting with your end users and understanding their needs, understanding what they're going to need tomorrow, six months from now, a year from now to be successfully, continually successful. If you disconnect from the end user, that is if you lose focus on staying in contact with them and staying in communication and continuing to understand what their needs are, the end user will disconnect from you, disconnect from your solution. That drives shadow IT, you don't want that. We see this a lot in today's enterprise. So send number three is mistaking the beginning for the end. It's not about the start, it's about the finish. We see distributions optimizing for installation. Install in 15 minutes. Plug something in, bam, I've got a private cloud. This is just the tip of the iceberg. It's the very beginning. Optimize for production. If you look at the timeline of a private cloud, there's many components of the life cycle. The installation should be the thinnest piece there is. It's about providing a very consistent service to your end users. So we call this full life cycle cloud. It's this never-ending cycle. And it's really important stuff to consider. It's the things that you have to understand and keep doing well for you to be competitive with the public cloud to keep your end users happy. And so full life cycle cloud is design and architecture. It's sitting down with those end users understanding what SLAs you have to meet, understanding what features, what core features they need to be successful. It's platform installation, installing the private cloud, presenting it to your end users. It's 24 by 7 monitoring, understanding the health and performance of your cloud, making sure if there's an ECC memory issue or a smart hard drive issue that you can take corrective measures immediately so it doesn't impact your end user. I talk about end users all the time. It's problem resolution. So when you detect that memory issue, that hard drive issue, you suspect that a hypervisor is about to fail. It's being able to take corrective measures. Maybe it's live migrating those VMs off that hypervisor onto a healthy hypervisor and tagging that suspected bare metal hypervisor out of service until you can repair it and bring it back into service. It's maintenance. You know, OpenStack is moving at a blistering pace. There has been a lot of conversation just today about the directions of new projects. Every six months there's a major update. Metacloud is the top 20 contributor to the OpenStack codebase. We get it. We understand there's a lot of updates. There's a lot of patches. There's a lot of security enhancements. You have to be able to constantly incorporate those back into your private cloud to provide a very reliable product, to provide the best thing for your end users to consume. It's platform updates, major updates. So going from Grizzly to Havana, from Havana to Icehouse. I know there was a big discussion today about Nova Network. Rafi looks a little light in the face because of it. It doesn't look too happy. Rafi is our CTO. But in the past, when there was discussion around going from Nova Network to Neutron, that's great, right? Because Neutron's going to bring a lot of flexibility, advanced rules, but the migration path from Nova Network to Neutron wasn't really well-defined. That's on you. You have to have the migration path. You have to set up the expectations for the users. Maybe there's a maintenance window. Maybe there's an outage. How long it's going to be. And capacity planning. And we'll talk about this a little bit later. If you deploy something that's successful, you want to make sure that you can continue to provide a very reliable service. If you run out of capacity and basically any means, you provide a degraded service to your current users, and essentially you provide a denial of service to your new customers that may be trying to access the platform. So send number four. Failing to consider the new layers of IT. With new solutions like OpenStack and Private Cloud and essentially any open source technology or new technology that comes to the market. But very specifically I think Private Cloud's been a big driver for this and I think a lot of people have been in denial about it too. You know, we have network engineers. We have SysAdmins. We have storage operations guys. Database administrators. And now we have cloud operations. And cloud engineering. OpenStack again, amazing product delivers a tremendous amount of value. But you've got to have the right team to operate it and constantly innovate it on behalf of your customers. You know, probably a lot of us have heard stories of frustration. OpenStack has a lot of moving parts. It's constantly changing. The communities innovating at this crazy pace. I've also heard OpenStack isn't ready for production. Those people are wrong. And if you think that you're wrong too. With the right team, OpenStack is absolutely production ready. It's production ready at scale as well. And the problem is compound thanks to Public Cloud. If you're an analyst or a reporter please take note to this next statement. It would be a very good article title. Amazon has burned down the only unicorn factory. It's a fact and it's true.  We'd go acquire space in a data center and we'd go set it up, plug it all in. And then we'd have to operate it and put our applications on it. And as our company grew, our team grew, our knowledge grew we got better at operating these things at scale. We kind of grew up with it from start to finish. I'm sure colleges are pumping out engineers like crazy but the art of operations, operating infrastructure at scale is rapidly eroding. It's going away. There's just not that many people these days learning about it because you simply just go acquire infrastructure early on when you start in the public cloud. A private cloud at scale requires a team of four to six. That's a fact. This isn't a job for the IT guy, although we've seen that happen many times and it never turns out well. You can build a team of experts. You could have the Linux guy, the hypervisor guy, the network engineer, the Python developer, the database DBA or if you're really lucky, you can hire a pair of unicorns. And a unicorn is this person with a deep understanding of broad technologies that kind of get it all. But anyone can be hit by a bus, even unicorns, so you have to have at least two. You wouldn't want to just have one and have them get sick. And unicorns love to go to new places that are exciting. The turnover rate's pretty high. You're probably not going to find these in big enterprises either. Unicorns don't like to hang out at financial institutions. They don't like to hang out at manufacturing places. They want to be where all the excitement is. They want to be in Silicon Valley, Silicon Beach, the tech hub of Asia, the tech hub of Europe. Unicorns are worse than koala bears. They have a very specific diet. They want to work on the newest technology. They want to work on the thing that's just right around the corner that's the most disruptive. So good luck finding one if you can. Or you can bring in outside help. An outside team to help you operate your infrastructure, like MetaCloud or like others. Sin number five, overlooking the value of existing infrastructure. You know, it's like a birthday card or a Christmas card that you got last year. It's time to re-gift that infrastructure. When it comes to cloud, I rarely hear people talking about utilizing existing hardware. I hear a lot of people talking about go buy new hardware based on something very prescriptive. Maybe it's the blistering pace of technology and how companies have grown used to just solving problems buying more. Because I see that a lot. Let's just buy more. Let's buy new. Here's something to consider. There's a $56 billion server market out there. And on average, the utilization of those servers is about 10 to 15 percent. It's really low. And even though utilization is low, companies keep buying more. If you look at the trend for this $56 billion market, it grows every year, regardless of the economy. Sure, you can take a purest view and you can go green-filled, but in business value creation is key. Cloud is still in its infancy. So start small. Start with what you have. Make it very agile. Make it very easy to use. Enable self-provisioning of your existing hardware. There is a tremendous opportunity right here with large enterprises to take their existing hardware and create a tremendous amount of value. And so I should have skipped to this slide earlier. My apologies if you want to take a picture of it. Yeah, please go ahead. Let me try to drive a car. I can't even drive a presentation. So second to last, deadly sin. And it might sound a little silly, but inadequate marketing. If you build it as they say, they will come, yes. And if you build something where you make your end-user successful, absolutely they will come. But only if they know about it. And this really applies to large enterprises, but you'd be surprised how often we see something like this. You have to let them know the solution exists. You have to build a private cloud. You have to be transparent about your roadmap.  It drives conversation. And I think that ties back to the life cycle. It's this constant communication with your end-user, which I pretty much talk about through this whole presentation, because I think they're one of the most important components of a private cloud that you're building for. They need to be pretty much connected to your innovation cycle at all times. So they also need to be tied to the marketing cycle, too, letting them know what new features are coming. And so they can tell you, hey, I didn't see anything listed about this specific feature, X, Y, Z. And it's very important to me and the company and my project timelines. And you can start the conversation about enabling and innovating for those feature requests. I did it again. I'm going to get it right on the last one, and we just rolled through the sixth one. So the final sin, and I even made a mark here to push the button, so I nailed it. The final sin, so they came and they crushed you.  And now it's very popular within your organization. Plan for success. You know, plan well, execute well, measure twice and cut once. End-users need capacity tools well, so it's not just about you making sure you have capacity for your end-users. They need to be understanding what's going on, too. You know, they have project roadmaps. They have deadlines. They know when they're going to be needing to roll out virtual resources. So they need to know what's available tomorrow. They need to know what's available in the future. Again, it drives collaboration. It helps you stay on budget. And most importantly, it helps you deliver something very successfully. So ladies and gentlemen of Hong Kong and Europe, America and all the places that I didn't mention, thank you for coming to this presentation. If you have questions, I'd be more than happy to take those. And if you want that photo, Scurry at MetaCloud, where you can tweet me on Twitter, Sol Scurry is in the city. We'd be happy to have a conversation and we can continue it offline as well. Cheers. You, sir. So I didn't mention it as one of the seven. And of course there's way more than seven. But, you know, I based it on what I see and what I hear when traveling around and talking to people. And so what I don't see is a lot of hybrid cloud. I hear a lot of people talk about hybrid cloud. I don't see a lot of it. I see people in public cloud. Or I see people deploying private clouds. Or I see people not deploying private clouds and having things like Shadow IT where they're out of policy and accessing the public cloud. But I never, I can't say I never, but I rarely see cases where people are really leveraging hybrid cloud. So it just, it wasn't one of the most common seven. Yeah, well, for example, yes, we do help a lot of customers come out of the public cloud like Amazon onto a private cloud. And the way our distribution works and a lot of other distributions work, they can ingest an AMI verbatim to make any changes. So it's pretty easy when they're coming from a public cloud like Amazon into a private cloud based on OpenStack. Where we see things get tricky is when we're working with a customer that was previously a VMware customer, helping them migrate those images onto the platform. We help our customers do that. If they have a lot of them, we provide them with a toolkit so that they can help themselves. But I would say that's probably the most tricky is coming off of a completely different private platform onto something like OpenStack. The gentleman in the blue, yes, with the mic. Yeah, I have the microphone, I guess I get to ask a question. So you just mentioned about the, or the deployments of hybrid cloud. And my follow-up question would be, do you think that's partly because it's hard to do private cloud? We don't have a lot of workload federation and identity federation and all those other kind of gluer bits to make that link, or is it just there's a lot of talk and not much actual interest in actually doing it? So I'm not an expert in hybrid cloud, but this is my theory. I think that in the public cloud, you don't have to worry about anything. The great thing about the public cloud isn't that it's public, it's that it's fully managed. And so for companies that are trying to deploy a private cloud, I think they're just trying to get that done. Again, I think most enterprises and most large companies that are now deploying a private cloud, they find it difficult once they get it up and going and in production to actually scale that thing. Operations at scale is a hard thing to do. So once that problem is solved, once it's easy to deploy private clouds in the enterprise, then I think you'll see people progress to the next step, which will probably be leveraging both. I think in the future, you'll just leverage on-premise private cloud or you'll leverage public cloud. You'll make the decision to leverage one or the other or both. But I think you have to fix the first problem, which is figuring out how to reliably deliver private cloud.  You're allowed. I wanted to address your statement about the skill set. First of all, there is a very large pool of people who do know how to run operations at scale and they live in the telcos. I honestly would completely disagree with that. I think that telcos tend to use a lot of very commercial software that comes with a lot of consulting. I think that where you see people operate infrastructure at scale at high efficiency and do it very well is only in a company that has technology as their core product. So who is that? That's Facebook. That's Yahoo. That's Google. That's those companies where their core product is this very technical product. And it's a product where they have to run it very lean. Their margins depend on it. I guess we can agree to disagree because I wouldn't say that telcos are really good at operating at scale. They have big stuff, but I think they also gain a lot of help in operating that. There's a lot of great telcos out there, but we have conversations constantly with telcos. Telcos are very interested in the cloud space. It was having a conversation recently and someone said, look, maybe we'll use OpenStack to get the market quickly. Maybe we'll leverage you guys for a year and maybe we'll go do it on our own. And so I started talking about this story where Amazon burnt down the Unicorn factory and how you can easily get engineers. There's engineers everywhere. But when I talked about what it really takes to operate at scale and where you really learn that very specific skill only at technology companies like Facebook and Google and Ticketmaster, he completely agreed with me. He said, you know what? I think you're right. I never thought about that. I thought the solution was throwing engineers at it, but there's a difference between someone writing code or engineering something and then operating thousands, tens of thousands, hundreds of thousands, millions of servers within an organization. That's a very different problem that gets solved. Joe. I had a question about number six and what are some of the tactics that you use or employ to educate your users about the services that are now available for the clouds that you deploy? So it really depends. That's a good question, Joe. Thanks. It really depends on what's being delivered. So, you know, we have a customer who they decided not to leverage our distribution. You know, they didn't want to leverage Horizon. They wanted to build their own because they're good at it. It's kind of one of the things that they do really, really well. And they thought, you know what? I think we can do this better. And so they did a great job of really incorporating it into their design of kind of their corporate internet. But even after they built it, this company is big. So a lot of people didn't really know that this service existed. And if you've ever worked at a big company, once you've been there for a year or two, you probably don't go to the internet to search and figure out what's on the lunch menu or what's going on with, you know, birthdays within the organization. And that's a lot of times people are really bad at marketing technology within their own organization. So they went out and hired an internal marketer to go out and do email campaigns, to do workshops, things, and we helped them with those to really educate their end users about this new platform that was available. And so we saw adoption of the platform with, you know, a bit of a spike at first with the beta users coming on. And then when they brought in this marketer, it hockey-sticked. And it was, you know, rapid growth within the organization. That's good for us, of course, but it's also good for them because the solution that we were providing was very cost-effective form. It's very reliable and they want to be able to promote things like that. And it's the same thing with you. If you're doing it yourself, you want to make sure that you're maximizing value and you maximize value when people use that resource. So I guess my point is, however you need to do it, and there's multiple ways to do it, just make sure that you do do it because you need to make sure you attract users and inform them that this platform is available. Gentlemen in the back. Number seven, what was it? Sorry, you moved on too quickly when you were correcting yourself. That's my fault. Sorry. Thanks for pointing it out, though. Delayed capacity planning or not doing capacity planning. And again, it's if you build something and you did all the things right where you listen to end users, you have the right team, you deploy the right solution, and it's great. You got to make sure that you don't run out of capacity. So we've also seen cases, and I've heard people talk about building something, and then them running it to a point to where it's degraded. They ran out of a certain resource, and so a great way to get rid of users of your platform is to put them in a degraded state, or when they show up, they get a warning sign that says, you know, it's not available. We're out of capacity. You know, sometimes people try something once, maybe they won't try it again. So my point is make sure that that's part of your, the life cycle of the cloud that you're building. You're always watching for capacity planning and that you're also providing tools to your end users so that they know how much resource is available for them. So when they're planning for deployments of new software or new applications, they kind of know what's at hand. Don't make it a black box. Provide visualization tools. Provide some level of analytics and provide some level of capacity planning through a report or a panel they can go to to really understand what they're utilizing and what they have available to them. Absolutely. Yeah. I don't know if anyone can hear you, but make sure you know the lead times on your hardware providers so that you can get that hardware in appropriate amounts of time. So, you know, maybe have a watermark at 80%. I was using that as an example, but when you surpass that watermark, it's time to start ordering new hardware, making sure that it gets into the data center in an appropriate amount of time. You. You're doing this. I wasn't for sure if I was going to get one or not. I think you went on the assumption that we've all deployed to the public cloud and only then after we've deployed to the public cloud, we deployed to the private cloud, which seems to be the way things go. In the process of that, we start leveraging things that the public cloud has to offer, like distributed databases, like messaging queues. And when we move into the private cloud, the focus seems to be only on the basic infrastructure that the private cloud offers, like object storage. How do we resolve that? And should we go to the public cloud first? So, I think it's two different problems. I mean, Amazon and the public cloud, they're trying to attract users from all over the world. So, they have to provide a very broad set of tools to try and attract everyone. When you're building a private cloud, you have a specific, more than likely have a more specific type of problems to solve for. So, my original point was, focus on delivering something easy to use and reliable at first, iterate on that ongoing. And that's about continually engaging your end users and understanding the features that they need and making sure that you constantly innovate and provide those features. So, start, provide something reliable and get to the point to where you're talking about where you have all the features that everyone wants. And it doesn't stop there. In the future, they're going to need new tools to be successful. So, it's a constant innovation cycle. Anyone else? Thank you. Really appreciate it.


Hello, I'm Dr. Fahne, JNCO, Department of Rehabilitation and Drug Advances from GMCH Alakabar, and I'll be presenting a case report on Cripple-Kadena syndrome of the upper limb. I'm presenting a case of a 50-year-old male who came with complaints of prominent results of the right upper limb and right side of chest and back region, which was present since childhood. They had no history of trauma or no family history and other limbs were nowhere. On local examination, the patient had skin discoloration over his upper limb, right chest, and back region with no elevated temperature. As per the clinician's request, we performed a CT angiography. On the arterial phase, we observed that the bilateral upper limb arterial system were normal. This is a 3D reconstruction, it means depicting the same. On venous phase, on CT venography, we observed multiple dilated tortuous venous channels in subcutaneous plane of right arm and forearm. This is the coronal and societal reconstruction images showing, again showing, the subcutaneous dilated tortuous venous channels. This video is the same showing dilated tortuous venous channels in subcutaneous plane of the right arm and forearm region. Also, we can note that the deep venous system, a base hypoplastic type tuft of tiny tortuous venous channels are noted along the course of the brachial artery and which is eventually draining into the axillary pain. This is a 3D reconstruction image showing the multiple dilated tortuous venous channels over the right upper arm and forearm. On this image, we can see there is mild hypertrophy involving the right upper arm and forearm. Also, the mild hypertrophy of the right arm and forearm muscles are also noted. Also, we can see the visualized radius and ulna, then this image appears to be larger as compared to that on the left side. U.S.Doppler of the patient was done. On Doppler, the dilated vascular channels, not on the subcutaneous plane, was noted to be dilated venous channels. And also, the deep venous system was not well appreciated with the suggestion of hypoplasia or apricia. Based on these findings, limb overgrowth symptoms can be commonly of four varieties. Tape and Prenominoid syndrome, Park-Weber syndrome, Glove syndrome and Prodeus syndrome. Glove, which is congenital lipomatis overgrowth, vascular malformation, epidermal, naivitis, final anomalies were immediately ruled out. As lipomatis, hypertrophy of the limb is noted, which is not observed in this case. In Prodeus syndrome, the hypertrophy increases over time and it is not present since birth. Capillary malformation are present in both triplet and Park-Weber syndromes. But it is differentiated on the basis of the vascular malformation which is present. In triplet malformation, it is usually venous or low-flow vascular malformation, whereas in Park-Weber syndrome, it is arterial venous or high-flow vascular malformation. In this patient, there is a pod vein stain indicating capillary malformation, low-flow or venous malformation in the form of barico-cities and bony and soft tissue hypertrophy of the right upper limb was noted. And hence, the diagnosis of lipbalt-renovary syndrome of the right upper limb was kept. A brief discussion regarding the lipbalt-renovary syndrome. It consists of triad cutaneous capillary malformations in this patient's senous pod vein leeway and limb overgrowth, which may be bony or soft tissue hypertrophy, and barico-sveins or venous malformation with unusual distribution. The diagnosis is usually made when any two of these three features are present. And there's a prevalence of 1 in 100,000, including the related syndromes. And it is majorly the case of low-alum. In this patient, it is upper column, which are very, very rare. In silty angiography, the superficial barico-trainage is seen as described previously without a normal functioning deep venous system. On MRI, deteriorated MRI images may show malformed venous patients as areas of high signal intensity. MRI imaging shows deep extension of low-flow vascular malformations into muscular compartments, as well as bone or soft tissue hypertrophy. Regarding treatment problems, the application of created compressive stockings or pneumatic compression devices to the enlarged extremities are usually preferred, and which is done in our patient. Percutase clearosis or superficial barico-sveins are usually not preferred, as deep veins are usually hypoplastic in these cases. Surgical treatment like epifesiodesis is done to control the legular discrepancy and excision of soft tissue hypertrophy can also be. Complications include thromboflibitis or affected lymph or venous thromboembole cell. We have to understand how to generate urinary hemorrhage if there is visceral involvement and capillary malformations are large enough. We may sequester platelets into cassabaric syndrome. This comes up to quite a bit. Thank you.


shark instinct. I can feel it. It's like even if it's a four or five pedic exchange, as soon as you feel along in timing, you just hit the button and you go with just eight hits. It's really awesome. I'm telling you, I know I'm pretty fast. I don't know how you do that after nine or ten hits and then hit the button. That's cool. That's really cool.


Item Number – SCP-440 Object Class – Euclid Special Containment Procedures – As of 619, the majority of SCP-440 in existence is located in Site-1's Large-Scale Wilderness Observation Dome, LSWOD. Standard LSWOD security protocols apply, and all observers and items placed inside the dome are to be completely sanitized of SCP-440. The bottle in which SCP-440 was first discovered, hereafter referred to as SCP-440 Prime, is currently located in a security cabinet on Site-1. Description – SCP-440 is a sample of fine-grained sand, sand grain of approximately 90 micrometers, that is technically identical to typical silica-based sand. Its only difference is that it functions as if it were in a microgravity environment, regardless of the gravitational forces acting upon it. SCP-440 was found in a small glass bottle with no label on it, filled with a viscous fluid that, presumably, weighs down SCP-440 and prevents the grains from touching. SCP-440 is capable of giving this property to other samples of sand, essentially transforming it into SCP-440 itself. The process governing this conversion is believed to be based on contact, requiring SCP-440 to be introduced into a sample of unconverted sand via compressed air. The rate of conversion from basic sand to SCP-440 is also unknown, but it is understood that approximately 30% by mass of seed sand does not convert. Even SCP-440 reaches specific levels of concentration within an environment, and SCP-440-based ecosystem forms. Because all SCP-440-based objects, environmental and sapient, are in constant gravitational freefall, there is less evolutionary pressure on gravity-defying traits. An examination booth number 6642, 2 grams of SCP-440 injected into 4 liters of fine-grained sand via air-powered hose. Sanctuary SCP-440 conversion ceases. Approximately 1.2 liters of sand remains unconverted. Small 0.5 to 1 centimeter, nodules of SCP-440 appear, floating aimlessly in the enclosure. 4.30, year expunged. Request to expand experiment approved by 05. To examination room number 6135, 12 liters of fine-grained sand added to the room. 5.10, year expunged. 3 liters of fine-grained sand remains unconverted. Larger rocks, average size 10 centimeters, float through the enclosure. First discovery of SCP-440-based life occur, hereafter referred to as SCP-441. SCP-441, colloquially called dust bugs, are 6 centimeter entities, somewhat resembling brine shrimp. Specimens of SCP-441 spend their lives using their rough teeth to shear off sections of rocks for consumption. Study of SCP-441 specimens reveal they are composed entirely of undifferentiated SCP-440. Experiment transferred to animal enclosure number 42 approved, and enclosure is reseeded with 0.5 liters of fine-grained sand. 6.7, year expunged. Resembling rocks, average size 41 centimeters, compose the majority of the enclosure. SCP-441 population increases dramatically, kept in check by a new entity type. Hereafter, SCP-442, SCP-442s are 75 centimeter long entities, resembling rocky cephalopods, using their tentacles to push themselves off the environment to move. They are dubbed roctopods by staff. After much deliberation, 05 ordered animal enclosure number 42 shipped to site for expansion purposes, owing to that site's unused large-scale wilderness observation dome. As with the previous transfer, approximately data expunged of fine-grained sand was placed in the dome. 9.19, year expunged. Rocks and environment have an average size of 6 meters. Populations of SCP-441 and 2 have grown as projected. Over the past week, four instances of a new Apex predator, SCP-443, sand snakes, are documented.  The survivors establish a territorial system within the LSWOD. It is assumed that SCP-443 specimens are composed of SCP-440, but capturing an SCP-443 sample has proven difficult, owing to hostility by SCP-443s. 10.08, year expunged. Permission to seek expansion for the environment denied by 05- Additional data. Exploration number 440A, Animal Enclosure number 42, Explorer D23467, TOD, 6-7, year expunged. Due to an increase in airborne SCP-440 concentrations preventing external viewing, D23467 was sent into AE number 42. D23467 is equipped with a standard foundation NBC suit, with respirator, a flashlight, and a canister of compressed air, airlock voice, outside environment doors locked, enclosure door open. You may now enter the enclosure. Have a safe and pleasant day. D23467, command, can you hear me? Doctor, loud and clear, Delta, what can you see from the airlock? D23467, um, not much, command.  Sounds of compressed air firing. Boo-yah.  None of the rocks are close though. Doctor, enter the enclosure, Delta. Report what you see. D23467, sure enough, command, it's not that- oh, Jesus! Doctor, report, Delta. D23467, oh, sorry, nothing serious. I have to walk very slowly and carefully. I guess a lot of this floaty stuff eventually lands on the sand, cause every step I take kicks it up.  You sure this place is safe, command? Doctor, completely safe, Delta. Proceed at will.  We'd like you to examine them for us. D23467, very well, command. Do you guys pump air into here from vents or something? Doctor, no, Delta, why do you ask? D23467, well, this stuff floats around, right? There's currents of this stuff, command, like little floating rivers. It's sort of pretty, but wouldn't it just sort of, I don't know, disperse like clouds or something? Doctor, unknown, have you seen any stationary objects? D23467, faint scratching noise. We was walking through one of the rivers. Felt like walking through a really slow sand blaster. Oh yeah, I found it. Man, that's weird. Doctor, report.  Command, this thing is chained to the ground with a thick string of sand. The, um, big rock is about 30 centimeters around, 45 centimeters wide. It's got those bug things, SCP-441, on it, scurrying around. It's like, it's spinning a bit, bobbing a little. I thought you said this stuff floats, command.  Doctor, that's why you're in there, Delta. D23467, you're the boss, command, gonna try and get to the end of the string. D23467 spends the next 20 minutes attempting to reach the base of the object. Because of the erratic motions of the object, D23467 settles on lying prone and crawling towards the base. Because of the amount of SCP-440 this disturbs, this process required D23467 to wait for 440 to disperse repeatedly. D23467. Alright, finally. Oh, wow. Doctor, report, Delta. D23467. I was wrong, command. The rock isn't connected to the ground with sand. It's got a metric sh** load of dust bugs keeping the whole thing from floating away. There's a few dozen of them in the sand here, holding on to a few more. We're holding on to a few more. It's like those ants in the jungle that make bridges out of themselves for the rest of them. Oh, that's interesting. Looks like the bugs keep the big rock up top touching those sand currents. Maybe they eat loud crash. Jesus! Doctor, Delta, what happened? D23467. I think one of the floating rocks hit the bug chain command. I can't see sh**. All I'm seeing is sand. Something shook this f**king snow globe. Get me out of here. Where is the f**king airlock? Doctor, negative, Delta. Try and get your bearings and let the 440 around you clear. Report, Delta. D23467. I was looking at the chain of these bugs, command. And out of nowhere, a fist-sized rock came out of nowhere and smacked into it in the middle. The bugs just pulverized. And then everything exploded.   Command, that wasn't one of those floating rocks. Someone threw it. What else do you have in this place? You told me about those bug things. What else is here? Doctor, that's why you're in there, Delta. Can you see anything? D23467. Bursts of compressed air. Yeah, command. A little bit. There's a cloud of... No, command. You got more than bugs in here. Now. I see three. I don't know. Rocky squid things. Looks like we found our chuckers. They have their tentacle things around the main dustbug rock. Do I have to get closer? I can't see s**t from here, but... Doctor. Yes, Delta. Get as close as possible. D23467. I'm the one who's seeing squids made out of sand, command. So I'm going to get as close as I f**king feel like it. Ahem. Looks like these squid things are breaking up the rock the bugs lived in, command. I'm not sticking my hand near them. But my guess is they're eating the thing. Sounds like a rock in one of those crusher things. Bugs look like they're trying to fight back, but it ain't working. I'm no scientist, but my guess is the squids do the rock-chucking thing. Surprised the bugs long enough to do their job. Oh, Christ, command. There's more of these things. Doctor, what things, Delta? D23467. Those rock chain things. I didn't see them before. Too much dust floating around. I guess these are dust bug hives or something. I can see at least six of these things in here. But I'd have to walk more to get through some of the sand currents in here. I see a few more groups of rock squids too flying around. Christ, the squids are done with the bug rock. They see me, command. Permission to withdraw. Doctor, negative Delta. See what they want. D23467. Yeah, easy to say that, you a**hole. You're not the one about to be... They're just watching, using some of the rocks around me to circle around me. They don't have eyes, or at least ones that I can see. They look about 70 centimeters long, all told. It's like someone made an octopus out of a rock, command.  Rocks don't... Rocks don't... Cursing. F***er, just sprayed me with sand, command. I can't see s*** right now. Squids do that s*** with ink. I guess these f***ing things do it with sand. Sounds of compressed air. Oh, thank God. They're gone now, command. Permission to return to the airlock. I'm running out of air in this thing. And I'm not going to get caught in another dust storm without enough air. D-23467's return to the airlock was uneventful. As per standard procedure, D-23467 stripped inside the airlock and was decontaminated of all SCP-440 grains and returned to D-class dormitories. Exploration number 440B. Large-scale wilderness observation dome. L-S-W-O-D. Site. Explorers. B-6-335. Lead. D-5-8-2-4-3. Note. D-6-335 was promoted from the D-class ranks by order of 05... a highly unorthodox decision. 05... incited D-6-335's pre-incarceration history of hunting large game and repeated successes interacting with SCP-440 and its denizens made him vital to understanding and containing SCP-440. As the exact terms and scale of his promotion are currently under consideration, he has been given the interim title of Beta Class. TOD. 10-2 Year Expunged. On 9-30 Year Expunged, D-24573 was lost during an excursion. His last communication was... Gotcha. B-6-335 and D-5-8-2-4-3 were scented to the L-S-W-O-D in order to determine the fate of D-24573. Following the signal from D-24573's suit, the two have made an uneventful trip so far. B-6-335.  Something's different. D-5-8-2-4-3. Stop with that boy s***, Beta. None of those roctopods around, and the air is clear. Note, roctopods refer to SCP-442, a species resembling a rocky cephalopod. B-6-335. I'll stop calling you boy when you start paying attention. 442s are curious buggers. They don't attack, but they always follow us around. Watching. Only one reason you wouldn't see a roctopod swarm following behind us. There's something out there that they don't want any part of. D-5-8-2-4-3. Uh-huh.  Beeping noise. Looks like he's behind that sandy current. Come on. Note, dustbugs refer to SCP-441, a small bug-like creature. B-6-335. Slow down, Delta. I don't like this. Look at the motion in that cloud. You ever see a sand flow like that? Too damned fast, too wide. Note, specimens of SCP-441 live in hollowed out floating rocks, chained to the floor via ladders of SCP-441. Colonies undulate consistently, collectively agitating the ambient SCP-440 into tight jet streams of SCP-440. D-5-8-2-4-3. Ha, no, but I don't give a s***. We find 24573's body, I get a pardon. That's the rules. B-6-335. No, the rule is you don't do a damned thing until I tell you, understood? Scuffling sounds. D-5-8-2-4-3.   B-6-335. Ha, because you might not have noticed it, but that sand flow is now completely surrounding us. To Foundation Observer, command, are you picking this up? Doctor, loud and clear. B-6-335. These aren't rock-to-pods. First name redacted. Whatever took that Delta, I believe it's now hunting me and the kid here. D-5-8-2-4-3. To himself. Oh s***, no s***, oh s***. B-6-335. To D-5-8-2-4-3. Quiet, to Foundation Observer. Command, I have no visual on what's causing this sand flow, but if I had to wager, it's circling us, agitating the ambient SCP-440 into a funnel. Ready-made ambush. No need to corner your prey, just surround it in sand that'll never fall down. And you've cornered it yourself. Clever girls. Hey, where are you? D-5-8-2-4-3.  The sound of sand buffeting D-5-8-2-4-3's suit, followed by a grinding noise. Then sounds of D-5-8-2-4-3 struggling, and then screaming. B-6-335. Breathing deeply, speaks quietly. Command, I now have visual on what I believe killed D-2-4-5-7-3, three of them. Hope you don't mind if I don't save the kid. He just, it was just looking at him, and he punched it.  Doctor, understood beta. Can you describe what you're seeing? B-6-335. Large suckers, cylindrical. Two of them I'd say are around maybe one meter long, front to back. Third one is bigger, two meters or so. Snake-like, their torsos look like, like the spine of a T-Rex skeleton, made out of stone. Interlocking, very fluid movement. The head, the head looks like a standard floater. Didn't get a really good look at the thing's mouth before the kid punched it, but it reminded me of a wood chipper intake. The little ones are playing with the kid now. Big one is just watching. If I had to guess, I'm looking at an alpha creature with two immature specimens. Training to hunt maybe.  Doctor, beta. Report, B-6-335. Big one decided to swim over to me command. Maybe an arm's length away. Mouth is definitely like a wood chipper intake. No eyes that I can see. It's amazing how fluid this cutie is. It's completely silent, except for when it spins up its teeth. I guess that's how it vocalizes. Sir, I don't think these beauties are actively hostile, sir. The kid switched from flight to fight. Guess one of the little ones did too. Heh, can't really blame them. I... Sound of crashing. Doctor, beta. B-6-335. I'm fine. Big guy just knocked me a ways back with his tail. Guess I was... Oh, well, would you look at that. Found what's left of Delta-24573, sir. Whistles, if I had to guess. The big rock snake wanted me over there, and I wasn't moving. Doctor, what's his condition? B-6-335, dead. Helmet broke. Must've choked on the 440 floating around. No damage to his body, though.  The corpse is hunched over something. I'm going to slide the body.   They sent you here to observe, not violate. Doctor, what did you find? B-6-335. It looks like Delta-24573 was holding on to a tiny version of one of those snakes. Baster must've thought the parents wouldn't have cared if he tried to take one.  The groups, the hunting. These snakes are pack animals' command. Did the Foundation authorize this? Doctor, sorry, Beta. You're not staff yet. Off the record, though, I doubt it. Note, at no time did the Foundation authorize the capture of any SCP-443. It was not until this exploration that the species were known to the Foundation. B-6-335. Whatever. Are we done here? I don't think the snakes will attack again, but I don't want to be in their nesting areas anymore, if that's all right with you. I've got no interest in reinforcing the idea to these lovelies that us apes are threats any more than we already have, that is. B-6-335 was allowed permission to leave and reported being observed but unmolested by four instances of SCP-443. Five meters from the airlock, he discovered the corpse of D-58243, who had tried to crawl away. As per standard procedure, both B-6-335 and D-58243 were stripped and decontaminated of all SCP-440 grains. A detailed examination of the SCP-440 ecology by Dr. Z. J. File currently processing. Lesson complete. If you missed the previous orientation, go watch SCP-439, Bone Hive, right now. Or for the complete course, watch this playlist.


What's up everybody, Jason here for jasperjasecasebrates.com. We just sold out 2021 Panini Immaculate Baseball. This is a 4 box half-case break. It's just number 12. The second half of the case. Here we go. Here's everybody's names in there. Last one was with Josh getting the Cardinals. Here we go. And again, I did number these. What a 12 on there. Just let you guys know they're from the same case as last night. There's the 12s right there. No more Immaculate for the time being, although I did see, I think 2021 and T. I don't know if that's something we can post up later tonight or is that something that Nick saved me for tomorrow or Monday. Still plenty of breaks, though, we can get done tonight. But no more Immaculate, at least. All right, we have 16 out of 25. Andres, Yemenis, Kluva, Guardians going to Kevin. Giancarlo Stanton for the Yankees. It's a triple relic, 2 out of 10. Dusty with the Yankees. Sam Huff, Shadow Box Signatures. That'll be for the Texas Rangers. I believe Eric. Double check, though, but I believe. Talk about that, guys. Button, Edward Olivares, 6 out of 6 for Kansas City. That's for Kansas City. Adonis Medina, the 99. Buttons, Philly. That's going to Ed. And my Piazza, 24 to 25, little clutch, jersey and autographs. And that should be for the Dodgers going to Matt. Montreal Expos, 1 out of 4. Dick Williams, a relic right there. You want some more KC stuff? All right, so then Dick Williams, 1 out of 4 for Montreal Expos going to the Washington Nationals. That's going to Dusty. Randy Orozirania, out of 25 for Tampa Bay. And we have Mono, Chrome, Jersey, Gold, Gold, Haseung Kim, which I believe is a pager, right? Yes. I don't know what Gold's going to be out of, maybe out of 10. Brent Rooker, clutch, patch autographs, 9 out of 10 for Minnesota to thick part. Pavin Smith, 14 out of 26, Arizona. 23 out of 25, look at that. What is that? That is a jumbo fielding glove of Dylan Carlson. That's last spot mojo. Josh, JS, look at that man. It's kind of like sticking out of the card. That is awesome. I think I got it in a slider box. And all right, 24, 25 of those. Don't even repeat.  Halfway through guys, we got a 101. Max Freighton, 249. We have legends, George Bradford Kansas City. All of us, I want more. I want more. I want more. Juan Soto, 48 out of 49. Love his autograph. There's a player I wish I was a dodger to be that guy. Dusty with the Washington Nationals. Luis Garcia, back-to-back hits for Washington. And a one-of-one. Is that Robin Yeo? It is from Milwaukee. Jeremy with the Brewers. Uno of Uno. Beautiful patches. And a little plate sticker autograph right there. Very nice. And last one here is Travis Blankenhorn for Minnesota. Nicholas with the twins. Box Ola, who grabbed two at a time. Edwin Diaz to 25 for the New York Mets. Going to Jason Dominguez. Wow. Jason Dominguez with Alan. Howard Pools for the Dodgers. Going to Matt Al. Got that. Look. Boom. Wow. That wasn't not an on-card on this one. 22 out of 99. RPA. That's weird. Nice Philly RPA though. We have Tucker Davidson, 17 out of 50. Going to Atlanta. Going to Jeremy. We have Oral Hersheiser. Yeah. 11 out of 25. For the Los Angeles Dodgers. Going to Matt. And last one here is a true RPA of Jake Cronenworth. 90 out of 99. Nice RPA there for San Diego. Matt with the Padres. Awesome. Very nice little case right there. That's four boxes of the case. Appreciate it guys. No more Magnet for the time being, but maybe some more soon. No randomized to do here at jaspyscasebrace.com. Appreciate it guys.


This study found that the BIA Obesity Australia Initiative, which benchmarks major Australian food and beverage companies on their nutrition-related policies, has had a positive impact on the company's policies and practices. Company representatives reported that the initiative had helped them to improve their nutrition-related policies, strategies and disclosure practices and had raised their awareness of the importance of addressing nutrition issues. The findings suggest that this type of initiative could be beneficial in encouraging food and beverage companies to take greater responsibility for addressing diet-related diseases. This article was authored by Ella Robinson, Miranda R. Blake and Gary Sex.


In Pakistan, many people are reluctant to get vaccinated against COVID-19 due to misinformation about its safety and effectiveness. In particular, hemodialysis patients are more likely to be affected by the virus and should be prioritized when it comes to vaccination. However, our research shows that only 62% of these patients have been vaccinated so far. We must work to dispel the myths and misinformation surrounding the vaccine and provide education on its safety and importance.