Hard science and soft science are colloquial terms used to compare scientific fields on the basis of perceived methodological rigor, exactitude, and objectivity. Roughly speaking natural sciences e.g. biology, chemistry, physics are considered hard whereas the social sciences e.g. economics, psychology, sociology are usually described as soft. Precise definitions vary, but features often cited as characteristic of hard science include producing testable predictions, performing controlled experiments, relying on quantifiable data and mathematical models, a high degree of accuracy and objectivity, higher levels of consensus, faster progression of the field, greater explanatory success, accumulatedness, replicability, and generally applying a purer form of the scientific method. A closely related idea originating in the 19th century with Augusta Cohn is that scientific disciplines can be arranged into a hierarchy of hard to soft on the basis of factors such as rigor, development and whether they are basic or applied. Some philosophers and sociologists of science have questioned the relationship between these characteristics and perceived hardness or softness. The more developed hard sciences do not necessarily have a greater degree of consensus or selectivity in accepting new results. Commonly cited methodological differences are also not a reliable indicator. For example, social sciences such as psychology and economics use mathematical models extensively, but are usually considered soft sciences. However, there are some measurable differences between hard and soft sciences. For example, hard sciences make more extensive use of graphs, and soft sciences are more prone to a rapid turnover of buzzwords. The metaphor has been criticized for unduly stigmatizing soft sciences, creating an imbalance in the public perception, funding, and recognition of different fields.


Hi, welcome back. Please join me in welcoming Francisco Passos, who is from Google. He's a software engineer having 15 years of extensive experience in building productive and efficient software. He'll be discussing about migrating code bases, having millions of modules from Python 2 to Python 3. And he'll be also taking the inference from the work that has been done by his team and him in Google for creating the tools around the same. He has previously worked on Google Maps, Mail, Cloud, and Search infrastructure. And he is also keen in risk detection for the international trade. Please welcome Francisco. So welcome everyone. Thank you for attending. My name is Francisco. I work for Google. Thank you for the introduction. I'll be telling you today about how we're migrating to Python 3. Along the way, I hope that I can share some ideas that may be useful to you at your scale. Now, a warning, Google is not normal scale. So some of these tips may generalize well. And I expect that they will, but not all of them will, for sure. And so please apply generous amounts of common sense. We all know that sometimes we end up doing things just because Google or any other big company does it. And that's definitely not going to apply here. But for some things, yeah, maybe. So take your pick. Right. So a submission context. Google works in, we code into a monorepo, a very large colossal monorepo, but monorepo all the same. And we build and test using Blaze. If you, you may know Basel, Basel is an open source build system. And that we that we open sourced and blaze is a super set of it. It's basically so that it can actually tie in with our, you know, building infrastructure. So our support internally for Python 2 is limited. And it's, it's going away within a short timeframe. And, and it's kind of unrealistic to actually expect to migrate everything centrally, because there's a lot of Python modules. The code of individual teams is moving really fast. So even if we were to try and start migrating a bit of code today and finish it within a week or so. Maybe that's a bit of code that is receiving a lot of intensive attention and it may be hard to actually catch up and have to do with a lot of conflicts. Code ownership changes at this scale code ownership changes teams sometimes die and that code needs to be inherited, or a team gets defrag to another location, or a team gets absorbed into another organization. And so the ownership of code actually does change. No individual piece of code changes hands often, but at this scale, there's always things changing like daily and some assumptions of the code can be very quirky in some places you will have C++ integrations. This is not the norm but it does happen. And the fundamental remains, which is domain specific code is hard to migrate for someone who does not have intrinsic knowledge. So this is always going to be something that is going to be easier for the code owners to actually migrate. Now that's not to say that you can't drive things centrally, and you should we'll talk about that. So, coming into this, we have this problem we have way too much work, we have to little structure, like we want we don't know if this is feasible to, at some point, some people are going to have to make a call do we need this. And some people are going to have to to figure out how to plan it, and figure out where to start. And, and which is my bit, which part do I work on. It's not exactly clear. If something is mine to own because we're all coming to the same repo sure there's folders. But that's not the entire story because you can contribute codes to pretty much any other folder so long as the owner is accepted. And so there's this cooperative climate that makes a change of the skill, not easy to approach. So things like something has effectively gotten unknown, because the team that owned it really doesn't own it anymore I mean they still own it on paper but they don't do it. In practice, and it's primarily contributor based the users who still use it actually are the people who are maintaining it. So now what's going to happen. And this is this stuff, and it's very easy to have this point to get overwhelmed by the lines of code by the number of modules by the number of changes you predict you need to do by the complicated dependency tree that you're going to have. And by the number of people involved. This is approach. Let's talk about mechanical transformations first. This is the tiny tip of your dependency tree. So let's say, let's say that you have this reflects only the Python to like library dependencies. And the key, the key concept here is, you're going to want to avoid making forcing a bulk migration, you can't bulk migrate a thousand, I mean shouldn't both migrate a thousand modules at the same time. You're going to have to do this piece in order for you to do that. We're going to have to individually pick at each of the modules that you can work on and make them Python to and Python three compatible simultaneously. If you can do that, then you can actually unblock further work. And it also means that you can also detect regressions, because if you break a library for one of the sides. So for Python two, you'll break a bunch of binaries and already executing Python, there are still executing Python two. If you break it for Python three, you're going to break a bunch of binaries for Python three so you can actually detect regressions and make sure that things keep going. At this point, let's say you actually know your dependency graph, and these live one with two and three, they are the leaves of your Python to depend dependency graph. It means they have no Python to dependencies themselves, they are dependent on, they do, but they do not depend on Python to libraries. So as these that they are, they are unblocked so you can actually go and work on them. And you find these targets that you can work on, and then you work on them individually change the code to make whatever changes you need to do to ensure that this code will now work well, both in Python two and Python three. Once you've done that, you haven't blocked work on the libraries that are depending on those. Now notice that even if you're still executing binaries that are running Python to this is going to be fine because live four and live five, import all those libraries and they are still supposed to work well for Python two. But importantly, at this point, live four and live five have become unblocked in your Python to dependency graph, they are now leaves that dependency graph. And so now you can actually work on them. If you imagine that in this case we want to leave three belong to your team live for belongs to another team and live five become belongs to another team. Now both of those teams can be working in parallel. And now they have leaves that they can work on because until now they couldn't. So there's a bit of an unblocking effect here. You keep going right until you're done. At some point you reach an entry point, a binary, basically a module that is an entry point module, and that's decided that you need to tell your build system this is supposed to run in Python two or Python three. If all of its dependencies are Python three compliant, then you can actually switch that one is done. You don't need to go back. It is rather interesting that. So one thing we found is that it's, it's, if you have a number of unblocked targets to work on, you can actually be smart about it you can figure out which is the one that is blocking most people and work on that one first. That is actually the one that is going to work best to the advantage of your of your organization. It's an interesting idea we wanted to share with you, which is, and that's definitely this is not for for the small code base, but if you have a large code base with a lot of teams. And there's not a lot of buy-in into actually affecting the migration. You may actually benefit from a mechanism to prevent backsliding. If you could, we tried, and it actually to the great work for us, we introduced an allow list saying your modules are going to stop working if you're running in Python two from this date. Unless you actually entered this allow list, and then you have more time to actually work on your migration. But in order to enter the allow list, you have to commit via an issue on a bug tracker or whichever way you want. You have to commit to plan to a timeline to mechanism that actually gets you there. So that is actually a powerful push because it could also drive people to just go like, you know what, we kind of have been thinking about dropping this this module entirely and replace the usage with this other new fangled thing which is compliant. So regarding mechanical transformations that there's some pieces of opensource doing that can be incredibly valuable. The first concept to know is if you have tests, and you definitely should have tests and if you don't, you probably should create them because it's going to be very hard to be confident that your code base is going to work. If that sounds really expensive, not being able to verify that hundreds and thousands and tens of thousands of modules are actually working is far more expensive if they reach production in a nonworking state. It would be absolutely chaotic. It would be untenable so we could not afford that. For the most part we have tests and where we didn't we created a bunch. So the notion of once, if you have tests once you have tests, you can actually run them both in Python to Python three. And if they both run.  It's much better than nothing because as a dynamic language you're not going to know. Unless you run it definitely consider using modernize before you even do anything else that's we've realized that modernize is such a solid tool. Most of our automated changes begin with running modernize and then go and we we hack at the rest of it. And importantly, pie type might buy any any type of any kind of type checking that you can throw at it may actually be very useful, even before you migrate, because it may find individual type violations that you have in your Python to code. And if that might work accidentally in Python two, and it will break in Python three. So getting getting your types actually intentionally right means that by the time you get to migrate to three. You, you are, you're in better shape, because if you need to reverse and you go back to two that is solid. It's just good for more around if you can get away with that, then definitely consider that. All right, now instrumentation, we've, we've talked about what you exactly need to do mechanically, but quite the main questions remain, where do you start. So I'm going to tell you about something that is actually pretty costly. But in order for you to leverage that dependency graph you need to know the dependency graph. So you need to build it, you need to maintain it, you need to refresh it often, like once a day, maybe more than that. You need to instrument it. You want to be able to use it to answer questions like, what did we already do. What, what do we still need to do. And here's the things that we can do, which ones are more relevant right now. And is this ours because then you can actually restrict you look at the dependency graph that you want. And within that sub sub graph, you can actually figure out what are my projects individual leaves, what are my projects individual bottlenecks. And so more questions that you want to be able to respond from there is, is this module Python to compatible Python tree compatible or both. And from there. So you want to ask more interesting questions like how many things are blocking this module I want to have this as fast as possible. But this is blocked under the things how many different things are blocking it. Which ones are they should I are they mine, or are they in other teams ownership contexts, and should I go talk to them, should we actually be in conversations, might it be that they're thinking of doing this later, and I can actually jump ahead and go and fix it for them. At that point you can actually ask, while this is the one that I was mentioning, which are the leaves for me right now, which are the Python to libraries that are in block that I can go migrate right now. Where are the bottlenecks, like, which are the libraries that if I go and fix right now will unblock the most amount of work and will increase federalization of work across my project or across the company. And then, ideally, you want to, to give people enough of a context to understand, is it simpler to just draw my dependency. Because if you know that migrating this library is going to be very, very costly, but it's going to take months until we can even properly test it because it depends on so many other things. So maybe, maybe that other module that you've been thinking about migrating to but you never get the time maybe that maybe that migration is actually less expensive, less costly. So, so you can look at it more critically because you look at what is the cost of bringing bringing this along versus the cost of dropping it, because there's a cost in both and you can you can try and put them on the scales. And that can allow you to be strategic. Right. You can figure out which are the business critical models either because they have really high business value, or are on the delivery path for something that is really critical, or because they have high reputational value, or Oh, yes. Oh, perfect. Thank you. Or, because you want to focus on the things that will maximize the amount of work that can be done in parallel by your team or the rest of the company. It is important to know about on the topic of bottleneck modules. There's, there's a fundamental set of libraries that your organization and pretty much any organization is going to rely upon for a big fraction of the code. And we ended up calling these core libraries, and your progress at the beginning of them. And this is especially important for for PM type people that might be watching or or higher than that. It's going to be the case that at the beginning of your migration, you're going to, it's going to look like it's not really making a lot of progress, or it's definitely very slow. And the point is, so many things are blocked by these bottlenecked bottleneck core modules that unless until you actually fix the last one of those. It would be really tough to actually make any progress on measurably, visibly tested and passing passing tests modules in other pieces of the code base. So project tracking. Once you have all of that information, once you have all that instrumentation and all of your data flowing and being regenerated, you can actually make a dashboard, it can make a dynamic dashboard. And bonus points if you make them, if you make the dashboard filterable by individual projects or things like that, because then what you can do is at a global level you can see how far you've come, how far is our company come in terms of doing our global Python three migration project managers can actually track progress within their focused areas. Let's say you have brought manager for a specific product area for specific set of projects, then you can actually go and have a look at that specific project within a team or within a project, you can track your individual progress there and figure out what you need to do there, how far you're coming.  And the right, the red, the red line is how much you've accomplished. So this is effectively gamifying by providing a positive feedback loop on the progress of these these things, and we cannot underestimate the effect of psychological motivator motivators here, right. A lot of engineers will be intrinsically motivated to do this because they want to be on the on the new fangle thing. But a lot of people will not be motivated in the same in the same manner. So that's, yeah, it's something to keep in mind. Cool. More things about instrumentation. Something that we do on our dashboards is we provide fundamental things, fundamental information about individual modules we call them targets but they're for all intents and purposes, their modules. And so the idea is that you have two key pieces of information for the, your project, which is, what is, what are the things that you can actually do right now, you're a great upgradeable targets. And what, what are the things that you cannot do right now in the project. And what's walking them, right. The other things are the relationship between your code base and the rest of the code base. So what is blocked by my code and what other code is walking my code. So these are important things we found these to be incredibly useful. And it's like we hope this these work for you, if you can put them together. So centralizing is still an important thing. Now we've been talking about how centralizing kind of is not a technique that you can rely on to solve the entire problem, but it's still very important because you need to know where you're going. And at Google, we have a permanent dedicated Python team and a dedicated migration team. But if you don't, which is totally reasonable, consider creating a subset of, of your people that is dedicated to this. So you can have people that are setting the technical strategy that are setting up the tooling instrumentation, the mechanisms for blocking regressions. And there are both curve converting things were applicable. And in some places if something is really highly strategic they are hand migrating it. So we managed to actually migrate 30% of our modules centrally, either by using automation or by hand. And so this also helped a lot, because both migrating 30% of your code base means you're sending code for review to the owners. And they actually get a lot of visibility. Oh, this is moving we need to get going too. So at Google, we tend to approach program management problems as engineering problems. And all that we've been discussing so far is how you actually establish a process that will work for you. So what this slide is about change management, if you have a change management team. If you have a change management team, you're probably going to want to engage them and actually pull them in to help wrangle this. So you're going to want to be available to educate the leaders so that they can actually establish a mandate. If you don't get this coming from the top this is not going to happen. Be prepared that they will ask very deliberate and very detailed estimate costs and pilots and planning. That's a lot of hard work that you need to be prepared to do. And the other additional to that your team is going to need to be able to document everything and answer a lot of questions you don't want anyone to stay locked just because they don't know how to go from where they are. Now, you won't be able to scale that unless you write a lot, you create common conversion patterns documentation, you have an FAQ, you have lots of pointers to the things that will allow people to unblock themselves. And also, there's, there's some communication engineering you don't want to over communicate. You want to be incredibly motivational when you when you speak about this, even if, if teams are coming in like six months late to the migration. You still want to want to welcome them and say this is a great time for you to start. And here's all that you need here's all the materials here's all the tooling. Go forth and let us know if you get blocked. Know that victory is possible. Because we have all of that we can actually track our progress globally so this is actually our progress. You may be wondering what are those blips over there those big bumps and ups and ups and downs. Those are basically times that fixing a bunch of things that then introduced breakage that we could not catch by continuous integration then rolling that back. The big jumps are actually automation that went in and we both migrated a bunch of things. And along the way, but especially in this last mile here, you should expect to find a lot of very tricky code, or a lot of very organizational complexity. At that point, dedicated project management and using the centralized team connection be very, very useful. These are probably what they are the experts right. And with that quick summary, try and drive as much as you can centrally expect that you can't drive everything. So ensure that you create whatever is necessary for other people to do it too. So what my great what you can create as much instrumentation as much tracking as you can make sure you have your leadership support in and your communications is settled, and your incentives are done. Try prevent back slides if you can, and then make sure people can see what they've done, what they have left to do, and that they have the tooling and the documentation and the knowledge to know what to do from that point upon. And with that, thank you so much for attending. I don't know exactly if there's questions, but I'll be happy to take them. Thanks, Francisco. That was quite a nice talk. Excellent work. We have two questions. One is from Diego, he's asking, what are your projections towards completely migrating from Python two to Python three. I'm not sure. Let me, let me go with, we have a hard deadline. So we had a hard deadline for the, for people to actually enter the white, the, the, the allow list. And that deadline has passed. So all of the targets that had not been migrated actually have a plan. We have a line in the sand we have another date by which everything should have been should have been migrated. This is, it's, it's tricky business and I'll tell you why, even if you do get people to commit to a specific plan and say by this date will have done. What if there are other teams that also need to commit, but they are depending on the, the libraries from the first. That's hard, right. So if someone commits to the, to one day before the, the end of, of the deadline, the, the ultimate deadline and then the other teams are left in the dumps and that's not a good, good experience. We're trying to actually figure that out. I'm not going to give you the date because the date is not, is not exactly relevant, but, but yeah, we expect to do it soon. And we're, we're kind of in good shape to do it. All right. So Andy has a question, how did you build your module dependency graph. Cool. So there is, in terms of open source swing, there's something called module graph module graph that will actually inspect your dependency tree and do that for you. And the question that we are using blaze, which is a super set of basil and basil has querying and graphing, graphing mechanisms. In our case, we did not even use, I mean, we do use that. Yes. We use that to, to build. Well, Dremel, if you look up Dremel, there's an open source paper on it, an open paper on it. Query engine, query engine that we, that Google built. And so basically we export everything into, into these tables that then we can literally query and SQL and joins and do all sorts of things. So what you saw there in the graphs, and also on the tables that I, that I showed the headers of those are basically literally SQL queries that that we write that basically join targets against their dependencies and tries to figure out if they are, if they have been seen to actually pass Python two or Python three tests and things like that. All right. I think that answers the question. We have another question by Thomas, as well as met here.  What are the challenges with respect to managing this code base of this, this much volume. Yeah, that's, that would be another talk. And I should probably attend that talk. But I will say it is, it is tricky. And for me it was quite an adaptation, even when I joined nine years ago, because not only are we in the single repository, we are all working off head. So if your module depends on another module that another team created, you don't depend on a version, you depend on head, which means greenness is a is an important concept for us. You don't want to submit things that are broken. So the things like TDD where you submit a broken where you commit a broken test and then you fix it. That's fine if you do that locally. Just don't please don't do it to the global repository because you're going to break somebody somebody else and they're going to have a bad day. Fortunately, we have pre submit triggers that will actually avoid that happening. And, and so it so we will know this we will not for the most part we can prevent breaking changes from going in. But you are correct. It's, it's, it's a bit of a challenge. However, it comes. It's, it's a trade off. There's actually some some write ups on this online on on the benefits that you get from not having things like branches and so while certain cases will actually benefit a lot from branching the way that we conduct our project work really does not lend itself to a lot of branching so staying on heads simplifies release management and things like that. So there's, you know, it's a it's a given take it's it's a trade off. It's definitely not a common trade off so I take your point it's it's not an easy thing. You have time for more questions if anybody is interested to ask else you may please join by creating Python two to three breakout channel in the brand track. I'm there. So I'll see you there. Thanks a lot for joining enjoy the rest of the conference.


Proudly, We Hail. From New York City, where the American stage begins, here is another transcribed program with a cast of outstanding players and featuring Bill Quinn. Public Service Time has been made available by this station for your Army and your Air Force to bring you this story as Proudly, We Hail, the Army Chaplain Corps. This is the story of an Army Chaplain based on his own experiences. It shows us how these dedicated men are active in the safety of a state side camp or in the danger of a Korean health. Our first act curtain will rise in just a moment after this important message. They shall not march alone. That was the determination of the church and clergy during World War II. The youth of America is on the march again. Whether they go alone or with the church beside them depends entirely upon how clergymen respond to the urgent plea for chaplains. The chaplain service depends on you to fill the needs at home and abroad. Will you consider this matter carefully? And if you can possibly be spared from your present assignment, make application now. Simply write to the office of the Chief of Chaplains, Washington 25 D.C. The need is now. Do not let them march alone. Write to the office of the Chief of Chaplains, Washington 25 D.C. And now with Bill Quinn in the role of Chaplain Lynch, your Army and your Air Force present the proudly we hail production The Courage You Gave Us. My name is Robert E. Lynch, the son of Mr. and Mrs. William A. Lynch of Glenwood Gardens, Yonkers, New York. I was ordained a Catholic priest in 1943 and volunteered for the Army Chaplain Corps in April 1945. I remember while I was preparing for the priesthood that I'd hoped and dreamed that my assignment would not be an ordinary one. I wanted a tough parish, a challenging parish, and I found my challenge. From the Army Chaplain Corps, the world was my parish. My job was to bring the men closer to God to help them learn to live well so that if God called them, they'd be able to die well. And if God spared them, they could return clear-eyed, clear-minded, and clear-hearted to serve God and their fellow men. Yes, Chaplain Lynch had his wish, a challenging parish. His first assignment was to the islands of the South Pacific and the varied problems of a peacetime Army. As always, his door was opened to help the men find solutions to their problems. As always, there were the special and regular religious activities, activities which helped guide the men toward a fuller, better life. But then, in the summer of 1950, an extreme, extreme, Communist Army hit smashing blow in Korea, extreme! Armed aggression in Korea and into the breach rushed the armed might of the United Nations. With the American Hate Cavalry Regiment, was Chaplain Lynch. How much he was with them is a matter of record. Listen. By direction of the President and pursuant to authority contained in AR-6045, the Bronze Star Medal First Oak Leap Cluster with the device for heroic achievement and connection with military operations against an enemy of the United States is awarded to the following named officer, Chaplain Captain Robert E. Lynch, 0932-603 Chaplain Corps United States Army, headquarters and headquarters company, Eighth Cavalry Regiment, First Cavalry Division is cited for heroism and action against an armed enemy on 12 March 1951 near Odachi, Korea. I can't see why you shouldn't come this far, Father. No, I climb like a cat, Doc. And Lynch has iris for links. That's a cat. Nine lives. Besides that stuff we heard back at Battalion Aid, wasn't good news. No, sure wasn't. A lot of men hit. Chinese are still holding the top of the hill. Oh, it's...it's cold. Plenty cold. They're real heavy up there. And they're dishing it out heavy too. Battalion Aid said that you... medics would need help. You can see that again. Over there, Chaplain. First stop. To the right, there? Yeah, near the big rock. Let's go. Okay, fellow, your legs. Any place else? No. Just... Chaplain, please help me roll him over in his back, huh? Right. Oh! Oh! Got it, Doc. Perfect. I gotta rip up these pants. All right, steady. Steady, fellow. You'll be fixed up in a minute. You're giving this short slug to get it down, huh? All right. Come on, fellow. Let's get this down. Legs... You'll be all right, fellow. Now, this might sting a little. Hold on. I'll wrap him up. They'll be okay till you get back. It's all right to move him out. I'll take him back. You go on. I'll join you later. As well. Better give him a half, Carrie. Okay, fellow. I'll help you get back. Can I walk? My legs... It's like they're not there. They're there all right. Don't worry. Hang on now.  Oh! Come on, Al.  Yeah. Yeah. Lean against me. Full. Lean against me. Right against me. Yeah. That's it. Okay, fellow. How's it now? Don't you try. Just lean against me. I think you can make it alone. I think so, doc. He's not too heavy. Good. See you later. Good luck. So long, doc. God bless you. Chaplain Lynch returned to the front lines and moved from wounded to wounded, aiding the hard-working medics, helping to evacuate casualties to rear areas, encouraging and reassuring those remaining without thought of the danger to himself. His courageous devotion to duty highly inspired those present and was an instrumental factor in maintaining a high state of morale throughout the action. Chaplain Lynch's heroism reflects great credit on himself and the military service. As a chaplain, I was privileged to help the men out of various difficulties, help them solve complex problems. Sometimes I was fortunate enough to play a small part in loosening the intricate knots of their own desire to lend a humane hand wherever they could. If this sounds at all critical, please don't misunderstand. I only want to point out that wherever our men are located, they automatically, practically without effort, get themselves happily involved in projects helping to help us. The story of Curly is a good example. Wish we could move out in the open instead of through this stuff. I feel a heap safer here. It's worse than barbed wire. Now, what are you whispering for? Shh, keep it down, Tex. Keep it down. Okey-dokey, okey-dokey. I just can't figure what... Well, it's simple. You see the little fellas are off this hill and over on the next one. But there could be some left behind to pick us off. Breaking us traveling mouse-like through this here briars a mighty good personal strategy, eh? Sure. Wait. Drop. Uh-uh. See that big bush with the flowers? Yeah. Right pretty, too. Yeah. Take a look at that straggly one next to it. Yeah. Okey. Now look under it. Yeah. Just beyond. What do you see? I reckon something's moving around. Like in a shell hole, huh? Right. Look. Give me about two lengths for a start. Then follow me and keep me covered. Okey-dokey. Be a... Look at him. He's all eyes. Got a smile like a morning glory. All eyes and bones. Chop-chop. Have no... He looks like he's had no chop-chop in a long time. He looks real starved, real hungry. Yeah, he sure does.  Nothing but a box of crackers. Come on, break them out, break them out. Eh. Not bad shape they're in. Here, boy. Hey, hey, hey, whoa, wait a minute. Choke on all that at once. Easy, boy, easy now. Here. Here, try some of this water to wash it down. You better ration him on those crackers. Right, little at a time. Okey-dokey. Well, anyhow, he's a lot happier now. He sure is. What's that? Someone's coming. Look out. Oh, Bernstein, you scared the daylights out. Well, you look at that. Where did you get him? I guess he was here all the time, wandering around. Looking to meet. Hey, kid, you want my chocolate? Hey, thank you, Bernie. What are you gonna do with him? You can't leave him here. And you guys better get going yourselves. Most of the patunas passed you already. Look at the kid put that stuff away. Look at the eyes on him. Yeah, he's all eyes. Okey-dokey. Okey-dokey. Hey, you better do something with the kid and fast. You can't leave him here. Yeah, I guess, uh, I guess we'll have to send him back. Get him to Marvin Rouge or something. That kid needs plenty of feeding.  He'll never get back by himself. Thanks, Bernie. Did you see the chaplain around anywhere? Father Lynch? Yeah, he was at the bottom of the hill with his Jeep. He's going to follow up the tune up to just ahead of the next one. Okay, now look.  Okay, Stamford. We'll turn the kid over to him. Look at him. He's a cute character, all right. What he needs is milk, eggs, cereal. And heavy cream and strawberries. Hey, Bernie, come on. Come on, pass the word. Yeah, yeah, yeah. Hey, Eddie! Eddie! Pass the word down for Father Lynch to head this way. Tell him to look for Stamford in Texas. They're waiting. Well, see you guys, and hey, you with the mouth full. See ya later. So long, Bernie. So long, Bernie. You know, Tex, I've been thinking we gotta give this kid a name. Well, most kids have them. With that haircut, we could call him Baldi. No. Why not? He's got hair. How about Q-Ball? No. Why not? That's what all I'm talking about. Yeah, it ain't respectful. All right, then. How about Curly? Well, it ain't too bad. Good. His name is Curly. Hey, Curly, you got a name now. How do you like that? Curly. Okay, okay. Wow. After this mess is over, I'm gonna be a charter member of the Honorable Water of Mountain Goats. Hey, brother. Hi, brother. Hi. Hey, what's this? A prisoner? Well, not exactly. We found him in this hole here, and he was pretty hungry. Uh-huh.  Good. Poor kid. Hello there, Buston. Okay, okay. His name's Curly, father. Good name. I guess your fellas want me to take him back to an orphanage. Well... I can do that right away. My jeep's at the bottom of this young mountain. Shouldn't be up here anyway. I'll have him in an orphanage in less than an hour. Well, you see, father... Best place for him, too. You see, we... Good thing you found a little fella. Yeah. Gave him a name. Now, he'll be all right at the orphanage.  Oh, come on, little fella. Come on, get into my arms. Now, I'll give you up on my shoulder. Come on. Yeah. Sure you understand. Now, up on my shoulder. Okay, okay. That's a boy. And off we go for the orphanage. Bill Quinn featured in the role of Chaplain Lynch in the proudly we hail production The Courage You Gave Us will return in just a moment for the second act. The altar was strange. It came out of a suitcase and was set up on the hood of a jeep. The church, too, was different. A field marked by shell craters. Just the day before, it had been under mortar fire. Overhead the leaves rustled. The congregation had assembled under a group of trees necessary camouflage because of enemy planes. Preacher and people were in uniform. The whole setting was unique, and yet in essence it was like a service back home. The same divine truths, the old familiar hymns, the prayers of the ancient church. It meant a lot to these men to have the chaplain there to be reminded of the Lord to sing God's praises. Priests, ministers, and rabbis are needed now to conduct services for men of their face in the troubled areas of the world. If you are a clergyman under 38 years of age and have college and seminary training, write today, right now, to the office of the Chief of Chaplains, Washington 25, D.C. You are listening to Proudly We Hail, and now we present the second act of The Courage You Gave Us. The greatest battle a soldier fights is his personal conquest of fear. And many times the chaplain, like Chaplain Lynch, is right there on the spot to help. That's it. That's it, Father. For an hour now it's going on like that. The medics are there already, Lieutenant. Every minute for more than an hour. They got young Teddy Gordon, a terrific little corpora, every minute. Yes, I know, I know, but the... the medics are working. The problem was hidden. Best top-kick I've ever known. Good man. Good man. Good man. He had... Get this, Father.  All paid up and waiting for him. Father, everybody talks about chicken farm. Everybody plans on one, like somebody wants a weekly newspaper or a small delicatessen in a busy neighborhood. Everybody dreams like that, Father. Everybody. What happens to a man's dreams, Father? We're here because of the dreams and prayers of our people and our own dreams and prayers. There go more dreams, Father. Several sets of dreams. They got us zeroed in and they know it. They're not just lucky, we're zeroed in and now it won't be long before another wave comes screaming over that ridge. Three waves have been beaten back already. But every wave gets worse. Three, you say? Seems like a dozen. The next one will be beaten back too. We've got to. We need this post. We needed bad, but... How much can the men take? I know. It's nerve-wracking. It's more than that, Father. Look out there. Look at the men's faces.  Look at them. Every man out there is scared stiff. Not just normal fright. I know. How about yourself? Myself? I don't know, Father. I... I don't know. I do know I'm real scared. Fine. That makes two of us. You have courage and you have a heart. You've got to be with him. I'm going out and talk with the boys. Oh, Father, no, no. Better stay here. I didn't mean you... It's okay, Lieutenant. Don't worry. Chaplain Lynch made a tour of the hell of that battlefield, giving you spirit and will to live to the desperate men holding that position. His bravery was... But let's listen to the way one squad leader described it over his walkie-talkie-to-command. Lightning's steady and striking Peter than a worm's belly. I felt the next time those screaming maniacs hit us, we'd be through. Then a guy who must have the legs of Jesse Owens and an extra pair of lungs starts running around talking to the men. He was all over the place. We could see him everywhere. He was armed all right. Real big weapons. Get this up from man to man. Every time he left a guy, that guy would be laughing grinning and ready for anything. Grinning and ready for anything. Yes, Father Lynch's heroism did not go unnoticed. Official recognition was recorded too in the peaceful calm of an auditorium somewhere. By direction of the president and pursuant to authority contained in the AR-60045, the Silver Star Medal for gallantry in action is awarded to the following named officer. Chaplain, Captain Robert E. Lynch, 0932-603 Chaplain Corps, United States Army headquarters, 8th Cavalry Regiment is cited for gallantry in action against an armed enemy on 5 and 6 June 1951 near Yongchon, Korea. The enemy was subjecting the forward observation post to an intense artillery barrage and Chaplain Lynch fearlessly moved about the area being all present by his courage and calmness giving encouragement to the frightened men. His voluntary decision to remain in the danger area despite the heavy enemy fire indicated extraordinary courage and devotion to duty. Chaplain Lynch's gallantry reflects great credit on himself and the military service. It is sometimes difficult even bewildering to accept honors awarded for the performance of one's duty but there are unexpected rewards for a Chaplain Protestant, Jewish or Catholic. Like a letter I received from a young ex-soldier written to me just this past Christmas Eve. I am very happy to know that you returned safely. I thank God that you are here. You may not know me but I served with you in the first cavalry division and I remember when you came to the outfit you inspired us gave us the confidence we needed. I can't explain what it was father but you made everything easy that time you spent with Fox Company I'll never forget. I hope father you'll answer this letter I'd really appreciate it very much because I was there when you said mass on Christmas last year and how you made us feel that everything was all right I'll sign off now father but I hope I'll hear from you soon I was with F Company cavalry regiment and I'll always remember the courage you gave us. Thank you Bill Quinn for a very stirring portrayal and in just a moment after a brief but important message I'd like to introduce the man upon whose experiences we've based this story the real life chaplain Robert E. Lynch pick up a coin stamped on it you'll find the words in God we trust not in our wealth not in our natural resources not in our might in God we trust that spirit of humility that dependence upon God has always characterized our nation national emergencies make us even more aware of our need for Heaven's help America's fighting men look for divine direction and seek religious leadership from their chaplains men trained in the truths of God men aware of human needs men dedicated to service the army is calling for more such men clergymen who will volunteer their services during this emergency the office of the chief of chaplains Washington 25 D.C. will be glad to furnish details if you are an ordained clergyman under 38 years of age and with college and seminary training right to the office of the chief of chaplains Washington 25 D.C. and now chaplain Lynch welcome on proudly we hail Ken I want to add my thanks and congratulations to you and to everyone connected with this presentation hearing this story has made me relive not the happiest because there was too much suffering on the part of our men to be the happiest but by all means the most memorable time of my life just to recall living eating and sleeping with these outstanding and wonderful soldiers every one of whom is truly a hero is a grand memory and as a sequel to this story and as an example of the kindness which is so much the part of our soldiers hearts I would like to tell you that Curly is being taken care of in an orphanage in Seoul and that a donation made up by the soldiers involved in this episode will make it possible for Curly to come to the United States when he reaches the age of 21 okie dokie and to all of you within the sound of my voice I would like to say that if you are a qualified priest minister or rabbi I heartily recommend to you a tour of duty in the army chaplain corps write for full information to the office of the chief of chaplains Washington 25 DC I hope that tomorrow's mail to the office of the chief of chaplains will be bulging with urgently needed applications of clergymen to follow their men wherever they may go in this present emergency I hope so too chaplain Lynch and thank you very much this has been another program on proudly we hail presented transcribed in cooperation with this station by the United States Army Air Force Recruiting Service this program featured Bill Quinn as chaplain Lynch this is Kenneth Banghart speaking and inviting you to tune in the same station next week for another interesting story on proudly we hail


Tom here from Orange Systems the question comes up a lot How is it that you pivoted to YouTube and what does that mean and how do you advertise on YouTube? What do you mean you're buying ads on YouTube? Can you explain that this is a question? I get from a lot of other IT people and people in general asking what exactly are you doing with YouTube? They know it's something I have gotten involved in but I figured I'd explain this and talk a little bit about the Circumstances and happenstances and no I didn't have any great vision that led me towards this It all started out with I like teaching people seem like a fun thing to do I like sharing knowledge and well, I love technology. I like talking about technology so I've done a lot of stand-up and speaking about technology including some deeper topics that like the Linux conference when it comes to Things about firewalls and open source, you know, and it's what I do for a living and someone said hey Is that available on YouTube? This is probably all the way back in 2015. I'm like I could probably upload that to YouTube or something That sounds pretty easy Come over to 2017 about mid 2017. We built this studio. Well, not exactly this one this space But it was really ugly then coming up in 2018 We kind of figured out how to make it less ugly and a little better and bought some nicer equipment And I would say by 2019 I made a decision with all the people that were following my channel going Hey, I wonder if we could advertise ourselves on this and kind of pivot to this being marketing now It all started with my passion for sharing knowledge and that sharing knowledge led to a big audience of me giving away All the knowledge and I had a lot of people tell me Tom quick giving it all away Tell people a key teaser and just tease them of something and then offer to sell the rest of solution That'd be the better business model and I'm like, you know, we need more people in it I have a passion for sharing all this knowledge I have a passion for you know teaching people this I like engaging with them I spend time and created forums a couple years ago now Just so I could have more in-depth and in one-on-one essentially discussions with people on the topics I cover on my channel, but we did add in 2019 a little pre-roll that says hey Why don't you hire us and I just don't know I didn't think about doing it sooner because people had a lot of questions They're willing to hire us for our expertise and it you know allows people to engage further now My videos are complete, but that also means they can look at a video and go that looks like something I just don't want to do there's some people who are thankful that the tutorial is like an hour and a half long And other people go I don't have time for an hour and a half tutorial But I can just hire those people who made the tutorial that kind of thinking I didn't have in the beginning that that many people would hire us but come all the way here to 2020 and hire us they did We actually booked 349 unique clients off of our booking forms that we have That's not the entirety of people that came to our booking. That's just all the people that came in So in 2019 when we started doing that we also kind of took a gamble and quit Advertising completely and just did that hire us button and it turned out pretty lucky because the well pandemic of 2020 turned into The only way of advertising compared to the way we used to like, you know No more in-person events. No more going to the chamber of commerce and local business meetings and things like that like we used to So we really accelerated in 2020 and brought us all the way here to march of 2021 Now I want to share a little bit of the statistics and how that's going for us Just behind the scenes of what's been going on now Like I said last time we spent any money on advertising at all was early 2019 You know buying google ads and facebook ads and things like that. We haven't spent a dollar Since we stopped doing that a couple years ago now And these are the stats for the last 90 days on the channel to give you an idea Now these are actually really small in terms of youtube stats and but 43.9 million impressions as people searching for some of the topics that our videos will show up 3.1 click-through rate leading a 3.3 million views by 1.2 million unique viewers Just in the last 90 days and it's impressive that this is working out for us as well as it has It is not something that I Had the vision for as I said, it wasn't like a carefully calm and calculated plan I do spend a lot of time creating content sharing knowledge and not all my videos have Well, even an option to hire us because it is something I may be talking about like this video here Sorry, I have nothing to sell you. Sorry. I'm not a youtube consultant That does come up once while but it's not really my thing If you want to hire me for firewalls or network engineering or me talking about storage servers for a few hours and setting those up and building those out for people Those are all things that my company, you know, absolutely does consulting on and technology jobs Now many of these because I do work in the managed service space, which we still have our managed service clients And that leads right into this as well We have people that we've picked up quite a few of them from the bookings Where they start with a consulting project with us that then later leads into a More in-depth engagement where they buy our hours or put on Contract for example to monitor and manage your systems. That is all the type of leads It's mostly project work But occasionally as you know, if you work in it, someone says well We just want to pay to manage it on a recurring basis and that's services we offer as well So I just wanted to share a little bit of how we pivoted And the fact that it's working really well and just put the thought out there in case something you were thinking about I know you're probably going to say tom this works great for tech But not for other industries, but I'm going to tell you to take a look around take a look at people like Graham Steffen and he does real estate and investing and he's doing really well on youtube follow this channel I actually do myself because he's got a lot of interesting advice when it comes to that topic There's other industries that this works for It just takes a little bit of out-of-box thinking And a lot of time and effort it does take a level of Somewhat technical acumen, which it's getting easier and easier to publish and produce videos But if you've never done it before that's going to be the first hurdle you have to cross is kind of learning how to produce the content I spent time learning the production learning the content learning What tools to put around me to make this easier including things like this little video switcher So I don't have to spend as much time editing because I still don't like editing So I just like to switch on the fly and set this up So there's still nuances and I'm always learning and improving But this is to throw it out there and answer the question for people who ask how do you advertise?  Hopefully here in 2021 I think they're going to be relevant again going to your local business meetings and Meeting with people and business events, etc But we're going to keep pursuing youtube now one last question I wanted to answer because people say well you're going to go full-time youtube and not have your business And because my business and youtube are one and the same Not really. Here's the thing most of the stuff I talk about is real world experience from deploying and working with projects As people bring projects to us or hires to consult these projects Sometimes they turn into ideas that become other videos and some of the videos are absolutely directly driven Based on ideas and concepts that someone wanted to hires for now. Don't worry. It's not any trade secrets We're you know putting out here It's just basically someone have a concept of can you set servers up in this particular way To accomplish this task. We look at that We may engineer it out and in in the end we may even do a video about yep We can engineer this out and kind of do an explainer of how to do it like that It's kind of a fun process to talk about and that experience we have selling these servers Especially the experience we've had in the last year selling several movie studios Large-scale storage servers has taught us a lot more about storage and I've been doing more and more videos on that topic So it kind of feeds itself. So it's never that I would not do what I do with my business the business and the youtube Like I said are just one and the same now Like I said, it is the way we get our inbound leads and things like that So hey, there's a link at the top of website if you want to do want to hire us other than that Hopefully you found it insightful. Maybe this is something you're thinking about doing Feel free to put questions in the comments or some other topic around this if you're interested But I just like throwing knowledge out there and like I do with all the other videos and things like that All right, thanks And thank you for making it to the end of this video if you enjoyed this content Please give it a thumbs up if you like to see more content from this channel Hit the subscribe button and the bell icon to hire assure project head over to laurance systems.com And click on the hires button right at the top to help this channel out in other ways There's a join button here for youtube and a patreon page where your support is greatly appreciated For deals discounts and offers check out our affiliate links in the descriptions of all of our videos Including a link to our shirt store where we have a wide variety of shirts and new designs come out well randomly So check back frequently And finally our forums forums.laurancesystems.com is where you can have a more in-depth discussion about this video and other tech topics covered on this channel Thank you again, and we look forward to hearing from you in the meantime. 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The reason why I left the Gambia to embark on the back way, I have two reasons anyway. My first reason is through peer influence. So I have colleagues who were with me here in the Gambia, we were friends. He is now in the university, one of the universities in Italy. Through him, he motivated me a lot, kept on calling me, ah, Samu, why can't you also try the way? So he keeps sending me photos in his classroom, photos with his friends, and then a lot of issues. I was in prison for almost one year, three months. Yeah, this is what I have encountered that hurts me a lot. Yes, indeed. So I was cheated. Like, you know when you are to embark on the back way, you have to pass through agents.  It did not happen, I ended up being in prison. My family members were very, very much disappointed with me because of what they feel was like. I spent a lot of money on this back way and then I came home without nothing. So they feel very, very disappointed. When I went to my friends, I found that there was a big stigma between me and my friends. When I came home after receiving my reintegration from the IOM, I opened a grocery shop where I have sold, later I brought my wife in, she is helping me now. From there, then I looked for a walk. I was lucky enough to have a walk with a company called JPC. They are constructing an international conference centre for the Gambia and then I worked with them for almost seven months. For the past three months, I was lucky enough to be promoted as a supervisor for the construction site. I am supervising all the Gambias that are working at the construction site. The advice I have for those that want to embark on the back way is for them not to even try the journey because the money that you can spend in the journey, if you invest that money in the Gambia within three months or within three years or two years, you will become a millionaire. This is what I didn't know because I spent almost 100,000.