Hi, everyone. I hope you are doing good. This is Shahgul Jain, social media manager at 50 ecosystem foundation, and I welcome you all in our today's panel discussion on standard funding and business code strategies. Today we are going to discuss about funding plus engine funding and code strategies. And for that, we have three great families with us. Mr. Abhineet Gupta is a code consultant. Then we have Mr. Abhineet Gupta, founder of solarpartner.com. And then we have Mr. Abhineet Gupta, founder of strategy. And for our host, we have Tina Arula, managing director at Fund 1. So before we start this session, I just want to make a quick announcement for the audience. If you have any doubt, we can directly shout out in the chat section. And if you want to say something, we just need to raise your hand. I will unmute you. So I think yes, we are all set. So over to you, Tina. Perfect. Thank you so much for introducing us, Shahgul. So it's like I have to break in ice before we start conversating with the team panelists. So it's like, why not we start introducing ourselves in one line? So I'm an investment banker and founder of FundWise, and we help startups with fundraise and acceleration support. So over to you, Abhinav. We would love to listen about you. Hi, thank you so much, Hina and Shahgul for inviting to this wonderful panel discussion. My name is Abhinav and I am founder of a startup advisory firm strategy. And our tagline sums it all for everybody. It is converting ideas into startups. So we try to focus on ideas and try to make a viable business out of it and also helping them with fundraising part of it. Over to you, Dr Bhatia. Thanks, Abhinav. Thanks again, Anupam, Shahgul and Hina for inviting us to this panel. I'm Dr. Saurabh Bhatia. I'm a serial entrepreneur in healthcare IT, as well as I run an internet based advisory service. Basically, as I'll steal from Abhinav that our tagline also sums up whatever we do. So it's about helping startups start up and you can check it out more on my website Saurabh Bhatia.com. Thank you. Over to you, Vinit. Yeah. Thanks, Anupam. Thanks, everyone and Hina for inviting us to this panel. So hello, everyone. I am Vinit. I'm a community strategist, podcast host, paragliding pilot and a math on runner. So I'm a growth consultant who helps companies scale through community building. That is exactly what we do. And over the period of time, you'll figure out how this thing spans out. Thank you. Perfect, thank you so much, everybody for introducing yourself. So Abhinav, we will start with you. I have certain questions lined up already. So you have been a constant source while you have been, you know, helping startups with the fund raise. So what do you think, you know, that what is the whole reason that a startup, you know, indulges into because of which they are unable to raise funds for themselves? A very intelligent question. And because I've been part of both sides of the table, I have been a founder myself and I've been working from the angel investment side also for quite some time. So I'll try to give you a very, you know, honest answer, which is like, like double-edged sword. So it has to be taken with that confidence. So the most common thing when you go for fundraising, especially at early stages, three T's, team, technology and traction. So when any team reaches for a fundraising, the basic evaluation criteria is team correction or technology. So the commerce, the most common thing that we have seen in my expanse is like most of the company's approach for angel funding without having a product ready or without going live. Because that creates a lot of, you know, it leaves a lot of gradient in front of angel investors because nowadays nobody invests in a concept level company. When we hear stories about Konalsha, cred or Jitendra Kumar, Jupiter Bank, these are different stories. They have proven track records and, you know, successful exits multiple ventures in the past. So it's a different story. But when we are starting a new venture and if we reach to an investor with an idea or with the team that we are working on a prototype, it's a working prototype. And we need to raise funds. It mostly does not work out. And founders really need to understand that valuation is derived from, you know, either traction or your revenue. At times, the second common thing that I've seen is, you know, unrealistic numbers that they put in terms of valuation. With an annual sales, just to give you an idea, with an annual sales of say 5 lakh rupees, founders expect a valuation of 50 crores or 100 crores, which does not stand. So I really request and recommend all founders to understand the common multipliers of their sector so that when investors, you know, share the news that, you know, this in valuation that you're asking for is not justified, it should not shatter your dreams. So it's better to be a little bit realistic. And having these three things ready, team, you can still have, you know, one, it can be one person team or two person team with one more co founder you can always have, even after first angel round, that's okay. But traction and, you know, product must be like it is an absolutely must before you go for the fundraising. Thank you so much for your insights on this. So I have another question for sort of, sort of Abhinav talked about valuations. I really want to understand that how do you think that valuations and, you know, could act as a benefit or could act as a corn for the startup while raising funds. So I pointed out, companies with very early traction or no traction at all, which is like minimal sales. It is extremely difficult to put a number on the valuation. And if the valuation is low, as in the cases of very low sales in the initial phase, the valuation of the company also becomes low. And then the founders have to dilute a greater amount of their equity for a small amount of money. So it actually works against the founders themselves, which majority of them do not realize. And in fact, I'm surprised that quite a lot of founders have no idea about this thing. They just come and say, I want to raise 10 crores, and I'll just dilute 15%. And they don't have any idea about how the company be valued or something. They don't have idea about safe notes and the alternate options. So that is something which really, really comes the comes a shock to them. When we say that we cannot really push a valuation for you, like for 40 crores or 45 crores, and when you have like a sale of one lakh rupees a month, which is totaling about 12 lakh, and that also is a revenue, not really a profit. So then they are like why that company did it as a given example of credit and all. So so then it's like, I go around justifying to them that why is one of the unicorns that you are seeing why do they get funding and why don't why wouldn't you stand in the same queue and no track record, nothing and not even having an idea about it. So what I what I strongly feel is that a lot of these these glamorous numbers in economic times probably show a very, very rosy picture to most of the entrepreneurs. And they end up imagining that any number of fundraising is possible just because we have a technology product product is good. So it is important for them to actually read up a little bit on this find out do a little bit of research on the internet to find out what are the ways of company valuation and and it will not be possible to raise any amount of money without understanding valuation and how much equity to dilute. I definitely agree with you sort of the reason being that even we are dealing with startups so we understand we would get startups earning a revenue of five flags and quoting a valuation of 500 crores, we barely, you know, we rarely get in touch with founders who are like, take care, this is the right valuation for us and we accept it. So it's always, you know, everybody who starts a business, I know there are so many startup founders here, please don't mind me saying but there are so many things that you really have to keep in mind while doing it. So sort of I really have to ask you another question, which is in relation to health care, because you are a health care professional. And honestly speaking, the, the experience that you hold for so many years is equivalent to my age. So it will be very difficult for me to ask you difficult questions out there. So really want to understand that what kind of a paradigm shift that you have seen in health care startups? So startups earlier, startups are even the health care companies, which had a little bit of a track record also earlier used to focus mostly on health care, record keeping and automating of the hospital workflows. While now that now that majority of companies doing that failed, it has now with the pandemic thing, majority of companies that we are getting startups are working in the area of either teleconcentration or delivery of medicines. So on one hand, very while I'm happy that a lot more startups are actually coming in and a lot more entrepreneurs are finding health care to be a lucrative area. But at the same time, I also want to comment, especially because there are so many founders here and they will pass on the word. I also want to comment that most of the startup founders in health care area are looking very superficially. And they are looking only at very, very superficial processes of just delivering the medicine or providing an appointment to a doctor and consultation, which probably is just about 5% of the entire health care processes. So they also need to use latest technologies. Nobody is actually riding on the blockchain technology these days. And they are not really utilizing the modern technology to get deeper into the health care processes into the health care devices into health care embedded systems. Instead, most of them are following up on just the just the teleconcentration and medicine delivery. One more point was that in the West and US, what I've seen is that there's a lot of a lot of emphasis on the care of old people. And in India also, we have a lot of people who are in the senior citizen age group. But we have a social support system, family support system better than West. But at the same time, people still require help like for old people falling at home or getting a certain stroke and all. So emergency services are also not that good in our country. But I am seeing very, very rarely, if at all, any startup trying to work in that direction and trying to help senior citizens out. So since there are a lot of startup founders, my suggestion is that there is so much to do in health care IT. But don't focus only on medicine delivery and booking an appointment and doing a teleconcentration. Thank you. Through that. Abhinav, do you have anything to add on to Saurabh's point? Health care sector, sorry, on the health care startups. Actually, Saurabh has very rightly pointed out that most of these solutions, most of the startups that are coming are bringing a solution which kind of already exist in the market. We really need to see people handling maybe diseases or coming up with innovative solutions without solving the health tech problem, not only automation of digitization of the processes for the doctors and delivery. I think there are plenty of startups and it's like quite saturated market now. So people really would like to work on health tech. It's better to use technology like blockchain and other AI kind of technologies for diagnosis of diseases that is much needed. And we hardly have any startup working on that area. I can definitely agree on this. Even we get more entries in startups who are asking for telemedicine and providing the medicine at home. However, I think the delivery has still not been sorted by anybody yet because I have faced the same problem during pandemic and there were so many websites that you could reach out to but I don't think so. Anybody was able to help you out in that particular manner. So we are still hoping and waiting for one of the unicorn in health care startup as well. So we heard about valuations. We heard about how investments are done. We heard about how health care startups work or health care segment altogether works. However, let's hop on to the growth consultant who can actually let us know that how community building could lead to growth of the company. And once the growth is done, you can certainly go ahead and raise funds for yourself. Over to you, Vinit. Yeah, thanks for the question because a community is something, you know, which is very close to my heart. I have been building communities professionally the last six years and I have seen companies scale and grow. So that's that's a very awesome part of it. So just to bring everybody onto the same page. Let me explain what is community building and how it helps in growth. So everybody has a very different different immunity and it is perfectly fine because there is no single benchmark which you can put on to place and see that you know, this is the yardstick with which you are measuring. So community is basically defined as a space or a place that provides member a feeling of belonging. All right. And in a shared interest of what's going on. So this is the basic definition to start with. So when I'm talking in terms of a startup or a business, there are essentially five factors which help them, you know, build the entire thing, the ecosystem per se, which is infrastructure, service providers, networks, knowledge and capital. Each of them play a very significant role in a success of a company.  That's where the magic happens. All right. Everybody will bring in their own expertise, the kind of things they do. But when they are talking to each other, mutual benefits can be found out and this leads to exponential growth. So that is getting the every stakeholder on one platform is what I call community building. Now, when I'm talking about growth, how does it happen? So I point this equation, people plus purpose plus guidelines equal to community building plus growth. All right. So at the core of the community is people, you know, we have belonging, we are connected to each other and there is certain what we call bond which we share. So when you get a people who are united by a specific purpose, all right, that this is something they are excited about. This is something they are passionate about. These are the things which you want to do about it in a framework. That's where the magic starts to begin. They start connecting with each other and automatically that will lead to growth. How that there are various things to be looked at and also adding to my friend Abhinav and Dr. Saurav has said that healthcare startups are doing only the 5% of it. So I'll give you an example of a very different startup from India called Cure.ai. And when the pandemic began, a lot of the X-ray records were not digitized. So the fact is in a country like India where what do you call getting the test reports and the record and the medical professionals, specifically the radiologists and stuff, they are very few. What these guys did, they digitized the record, they built an AI algorithm so that depending on when in a place where the pandemic is spreading, people take the X-ray and they were able to predict that whether these guys are infected or not at what stage they are and in what categories to be put in.  So I look at those kind of companies also. I see that how multiple stakeholders come into place, build a low cost solution, but an awesome one to take things forward. So that's about it. Perfect. That sounds great. Thank you so much for the insights, Vinit. Abhinav, we are getting questions again and again and I believe that are being rooted to you. So somebody has asked about valuations. I was about to ask you the another question around valuation. So he's like, how to know what the valuation of a startup should be? Which is a difficult question, I know. Yeah. But before answering that, I, you know, Vinit's example of Cure.ai reminded me one another startup which I have recently come across. So they are solving a very, very nice and genuine problem. So in most of the cases seen in India, health insurance coverage is pretty less. When people go to hospital, I think less than 5% people have this health insurance coverage. So this company is doing a patient financing. So it's a fintech for hospital bills. So when a customer gets discharged and they don't have enough finances, they try to arrange the financing for that person so that he can get discharged using a fintech technology. Now this is a genuine problem and if somebody's solving fintech plus health tech combination, it's a wonderful solution, much needed. So if people come across with such kind of concept, it will really help because India lags far behind in infrastructure as well as in the economy. But thanks to ATM and other technologies, most of the fintech companies have grown so much that they can impact other sectors as well very easily. The combination of, you know, cross sector categories is a definitely good space if somebody wants to enter a new space. Coming to this question of valuations, so as I told you, right, a valuation primarily depends on traction or revenue, no matter what the business is. So whenever a founder is going out, they really need to see that do they have number of users because all businesses do not have a revenue model on day one. If you take case of Instagram or even Clubhouse, if you see Clubhouse, it's a four billion dollar company, but what's the revenue stream today? They're still defining the valuation, they're defining the revenue streams. In the US, they have made Clubhouse rooms an option to make the session paid. So people have to pay in order to attend the session. So they're still defining this thing, but the as Vinith has said, the community building, the user growth has been fabulous, that has been driving their valuation still now. On the other hand, a normal company, maybe it's an e-com company or service company, if they have a service defined and a revenue stream, that is the basis for the company's valuation. As Dr Bhatia very rightly shown you and given you an example that if a company is having the one lakh a month or you know, which translates to 12 lakh a year kind of revenue, then on an average it differs from sector to sector. It's very simple, a PE ratio for an sector differs in equity market also. PE ratio for an IT company is very different from a steel company, right? Similarly, it happens here, but on a benchmark you can assume 10x to 12x is the top most number that you can ask on an annual revenue. So suppose your startup is doing 2 lakh rupees a month revenue or it has closed 24 lakh over past one year, then you can safely assume that you can ask somewhere close to 4 to 5 crore top as your valuation. So in order to reach to a decent valuation, because angel fund, you should remember that you should not be diluting more than in the range of 15 to 20 percent is the right spot to dilute in the first round and rather than valuation you should know that how much money we need for 12 to 18 months runway. It's not about the valuation, it's actually about your requirement for 12 to 18 months. There have been multiple cases people asked too much money because they assume the valuation is high and if they have to dilute 15 percent why don't we ask a higher amount. But that should not be the case. You reduce the round ask yourself first how much money you genuinely need. Do not count expenses like I will be drawing a higher salary or fancy office investors do not like especially at angel level they want maximum money to go into business into building product building team. Put your money and resources in the right place, sit on your you know excel workout dilutely properly on your numbers and the sweet spot is if you are touching you know annually 1 cr approximately minimum 60 lakh to 1 cr annual revenue then you can command a valuation of in the range of 10 to 15 cr 18 cr and then you can go for a good round of 2 to 3 crore. That should be the sweet spot because the larger the round you open longer time it takes founders really need to understand an angel fund round raising time period is nowhere less than three to four months. So you really need to have your you know backup ready that in case you need money in your bank account in the month of December you have to begin the activity in the month of June because sometime the money will land in the month of September or October or December or maybe in transit you don't know. So have your runway ready because your business cannot stop at the same time you have to make an effort and keep a multiplier of 10 x to 15 x of an annual revenue that's that's the best because most of the investors will agree that you have done some work and they will definitely negotiate numbers with you but they know that you have you are realistic and you know why you need money and how much money you need. It will give them more confidence in you trust me. Am i right Dr. Saurabh when entrepreneurs come with you know realistic numbers we feel good about it. You are absolutely right. Moving on Avinav in fact people print tech and the medical bill why is that if you go and pay in this in one of the casinos there are print tech website so that's that concept has been probably designed. So very well said Avinav so it's easier for any startup founder to value their company based on the multiplier effect that's the first you know first instance that you can value a company and you can at least make a little decision around that rest you should leave it to the professionals let them make the decision there. So Saurabh we have a question for you you were talking about the instruments that are available in the market for fund raising so we have got a question from Sachin that how to decide the instruments for raising the funds and what are the different degree of risk involved in every instrument. So mostly I've seen majority of founders going for equity dilution CPS or the safe notes CPS stands for compulsorily convertible preference shares and they are they're the same thing as safe notes in India slightly different in the silicon valley in california but in India safe notes are more or less similar as a ccps so that instrument is slightly different in the sense that without finalizing the valuation you can take money and then promise a certain discount at the next event which is either a second round of raising money or maybe a period of three years or four years which can be mutually agreed upon and by that time the company will have some definitive traction some definitive revenue and a more plausible and feasible kind of valuation so the early investor can get a discounted equity at that rate while the investor which is who is investing three years later will get the current market valuation so this way what happens is that it is a fair game for both the founder as well as for the early stage investor otherwise I have seen companies who have diluted 30 percent equity for like 50 lakh rupees and then eventually they get into trouble because they lose the 51 percent control of the company pretty quick and then there are various types of issues that that come up so as far as instrument is concerned if your valuation is not very clear or your traction is very low do not go for equity dilution in the early stages and as Abhinav mentioned there are a lot of businesses which cannot or do not have a very early revenue earning model so for these companies it is really difficult valuation so for them CCS is definitely the way to go and one more thing I would like to say about valuation as it was mentioned in the question there is a multiplier effect definitely we in various industries we use slightly different multipliers and apart from there are various mathematical methods also like discounted flow and all that discounted cash flow but what you should keep in mind is the more is the potential for your product or company to explode on the technology scene and suddenly rise to top the higher valuation you can command the more your company is oriented towards logistics supply or manufacturing and selling the lesser is the multiplier effect for your company so that's just a harsh reality but that's the way the market currently is balanced in continuation to that there is somebody who's asking for angel funds what are the prerequisites of the startup isn't pre-revenue stage I know that's it's it's quite difficult for anybody to raise at least during this time wherein people have started started you know believing in the companies who are already generating revenue and not at the ideation stage what's your view on that sort of when it comes to angel funding and that to pre-revenue stage so if it is all right but then there should be a few things one pre-revenue is okay but is your product ready or not if your product is not ready then we go one one step further down is your MVP or a mock-up or something like that ready or not third thing and there should be things just supporting this then because if you don't even have a product which is live and I and I do have companies like that especially in medical device area where they have the idea of a device but they have not been able to manufacture it yet so in such scenarios what things I look for is do you have a intellectual property in your name do you have a patent do you have a copyright on your software for any such similar thing which is going to be just going to kind of hold you good and somebody some big company with money muscle will not throw you out of the market or just require you very quickly if you don't have a patent another thing I look for in such cases is a letter of intent so let's say you have a very very early product very very early MVP and it's not even been launched but somebody like let's say an Airtel or a reliance or any such equally huge company in your area has already given you a letter of intent of engaging you for x number of product pieces or downloads or whatever which is promising you something like let's say two crores or three crores of revenue over a period of next two years then such a letter of intent also holds you in good stead so it is important that if you don't have a product then have some IP have some letters of intent show that you are getting traction from corporates and that will help you but the best thing is to have a product and have some kind of traction that is that is typically the area of engines otherwise you are actually in the seed or precede area and that is an area where you actually dilute much more equity for lesser amount of money so not good so prefer to go on this step letter on the top is product and traction if no traction have at least the product if no product have at least the MVP if no MVP have at least the intellectual property in your name and some corporate letters of intention I hope that answers the question I hope so too Swati we have answered your question here and meanwhile because we are talking about funding funding is all revolved around angel investors venture capital valuations and that's how things are done however we really want to understand that how startups are built so we have already talked about community building now we'll be talking about digital presence so Vinit I have a question for you yeah yeah so how imperative do you think that you know digital presence of a startup is necessary or is important so the fact is if I really want to verify how genuine you are what exactly are you doing where do I go and check it out it's the digital presence which we say so frankly speaking if you are a D2C startup which is direct to customers obviously your users will be on up on your platform which will be there on in the digital space and the direct impact is being done when we are talking about the B2B space at least a basic what we call presence online with what exactly are you doing what is the problem you are solving and what is the solution you are offering all right so it is a very much given that without you being present digitally you do not exist all right having said that there are few startups you know who are doing some great work but frankly speaking most people don't know about it because they are into very deep tech or some hardcore problem solving which they are doing and at times we realize that that these startups were based out of a city in our country only after they have been acquired by a very larger conglomerate whether internationally or even domestically so frankly speaking yeah that's the story you have to be there because it makes you approachable and accessible very to put it very root you know bluntly that you have to be accessible and approachable and that's how you start building your digital presence that's it so there is no real mantra when it comes to digital presence if people could opt for social media marketing or you know the search engine optimization that they opt for and there are different methods of presenting themselves digitally so Hina the fact is you know in in my podcast be impactful we talk about four KYC to build your BS which is know your company know your customer know your competitor and know your community BS is business strategy or brand strategy and if you mess it up it becomes the slang BS so in know your customer we say you exactly have to know who your customer is what is the problem you are solving and where exactly are your customer roaming around so if you have your customers you know specifically manufacturing units or clusters you don't have to digitally optimize your thing on seo and sems on the social media presence because the fact is those guys are not roaming around out there I mean doing an Instagram ad and not solve your purpose because your customers are not there so depending on where exactly your audience is where exactly your customers are whom do you want to present your entire story to you have to accordingly devise your digital strategy it is there is no what you call one size fits all story perfect that's exactly what I wanted to understand so the starter founders who are here would be able to understand that how important it is to build your community how important it is to have a digital presence how important it is to have right valuations at place so Abhinav my next question goes to you because we have got a question from JD asking we have seen many startup founders having great product or IP but they lack execution capability so in this situation how does angel investor would evaluate a business see to be honest if you see from investors perspective right they are not going to play the game it's the founder who have to execute and play the game ultimately so investors usually bring money but in such cases founders really need to look towards an investor who brings some sector knowledge or expertise also so if you see closely a couple of fintech startups get you know support from Kunalsha or some sector experts or you know and CEO of an existing fintech company because these people understand your product and technology better they don't only bring money but they bring some technological know-how and team expertise also but these investors are very rare most of the investors invest within intent of return they're looking for the growth of the company they expect founders to know what's in their business right because a founder is the person who has been thinking he have come across a problem work out work out a solution and he knows the actual customers it is to him to grow it in case founders feel that they are facing some problem in execution it's better to approach an accelerator or incubator first than the angel investor because you really are the person who have to grow it when you have an advisor mentor or have or get associated with an incubator or accelerator that is the place you get your product defined really well you understand the execution parameters the common pitfalls of the sector so it's better to spend some time with these programs rather than running for funding because most of the incubators offer some basic financial support also that gives you a runway for three to six months to stabilize your product and then one should go to the investors and approach the investors with relevant background and if you and one more good strategy here can be just see the peers in your industry go to their past fundraising activities and you'll always find couple of angel investors are investing repeatedly in the same sector try to approach those investors first don't approach every investor they might not be you know very helpful for you but the investors who have like keen interest in a particular sector approach them share your problems with them and perhaps they can help you out with execution part as well as a mentor along with the funding part as well. Thank you thank you so much Abhinav and I believe Jairi he was able to answer your question there sort of another question for you so we have got a question in regard to because you were talking about intellectual property and patents so Sachin is asking does non-owning of IP or patent for innovative technology make any impact on the valuation of the startup? Yeah definitely if you do not own the IP of any particular technology that you're owning that you're using then it becomes a risk so how do you mitigate risk is one you have a license from that company or person who owns the patent or copyright and you have written permissions or a written contract so there has to be some kind of risk mitigation and the second part is if somebody is owning a patent and it's an individual person investors always look at it as high risk because today the idea is not really established in the market but tomorrow when it gets established by your hard work and the number of users and an amount of money associated with it becomes very big then a single patent owner may actually twist your arm to give him a bigger chunk of money so usually the better idea is either you buy the patent by the copyright if you cannot afford it then mitigate the risk by having proper license to do so it definitely affects your your valuation. Perfect thank you so much for the insights on that and back to you again Abhinav because we are getting so many questions around startups fundraising and because Saurav and Abhinav you both have been into this segment for a long long time these questions goes for you so if the product is non-innovative but still it believes that the market needs it so would that be taken as a startup? Definitely yes you really do not need to think too much see I agree with Dr Bhatia but you know we need to understand a couple of things a sector like health tech which takes a lot of time in developing a new product have some you know real value for IP but if you see most of these startups do not have an IP kind of a thing in India getting an IP in the first place you know if you apply for an IP it takes you know 18 months to 24 months at times get your patent ready so that's applying for patent does not assure that you get it in the first place second is even in case you get it I'll give you a very simple example suppose a company gets the patent you know for drone flights you know in say for 500 meter it doesn't mean that the only come which will be able to do drone deliveries across India it can never happen e-commerce it cannot be copyrighted so an idea cannot be copyrighted if you have developed a product and the process know how you can definitely copy it it will give you an added advantage but in a market like India it the competitive advantage is not that much for all these sectors for sectors like health tech is it's definitely yes but for other sectors it's it's there but it's not that much that it will be a game changer for you so if you're working on a product which has a scalability factor which is a technology angle and your market know how insights are there you just go full-on into it and the growth of the business is the real driver if you see closely e-commerce when it started amazon has the e-commerce snap deal had had it flip card had it it's the execution that matters a lot not only because even having an ip will not give you all the good runway that you have needed so ip having an ip is good but spending too much time for a sector which is a non r&d driven because all businesses are not r&d driven businesses right so do not worry too much focus on the business back to the business traction numbers will help you a lot focus on multiplying your business that is the key number i don't know how much you would agree on this abhinav but even if the product is non innovative and but you still think that there is a lot of market which is left behind by your competitor and there is competitive advantage of yours in entering that particular ecosystem i believe still the portion could come up with a startup and start running to businesses because we have seen in previously also that there were certain companies as you rightly said the e-commerce one then we have the fleet management companies there are so many companies coming up with fleet management now nowadays and still being acceptable by the people so anything that you want to agree with yeah so i've asked lots of questions from abhinav and sort of and vineet i feel that you must be feeling that why i'm not poking questions to you again so this one comes for you so we are talking about pandemic again and again so what do you think what kind of a paradigm shift has you know pandemic came with so in terms of time in terms of you know work from home what do you think would be you know the the real curve that we will be able to see in the next six months so hina pandemic has actually bring what about the paradigm shift a lot of companies you know who used to insist that come to office and work all right although people were working on their own devices and they had their BYOD policy the fact is there were a lot of restrictions which were put into place but when pandemic came into account people started working from home all right they got some free time but that that was what you call taken by some other aspects so the future of work is very interesting there are going to be remote and distributed teams which are out here to stay thirdly on what you call it's like now talent is available globally so if you are able if you have a specific niche or you have a specific expertise and you want to collaborate and work with you know the industry stalwarts I don't think until and unless you have to be physically present in a manufacturing setup or a retail environment where your product is actually being sold to the end customers if you don't have that constraint you can work from anywhere and hybrid work spaces are here to stay there is nothing stopping to say that hybrid workspaces are not here to stay it's out here to stay now everybody will have to start building their own portfolio to figure out that how things are going to you know change in the future I would agree with that Vineet however I'm a vocaholic and I believe that you know while I'm at home it's really difficult to manage things altogether but there are people who are like happy about staying at home and working on their wishes so that is also you know initially people were very happy that you know we are working from home now they have realized I need a work time and I need a home time so the barrier has actually come down but you will have to create your own independent barrier symptoms of when you're working and when you are not working because it is very difficult to what you call stay away from screen as we are you know constantly connected in the digital space so let's see how this thing spans out through that so my question goes to you also in regards with the same so what kind of a paradigm shift is there during pandemic according to you so let's see what was the origin of everybody going to the office so before industrialization everybody who was doing some kind of trade was a tradesman they used to have their office or the shop or the foundry in front and used to live behind that but when industrialization came up then it became mandatory that okay there's a single place where there are conveyor belts and assembly lines and all that so that you go there and monitor people or you go there and work yourself now and that kind of work culture just carried on even when the IT enabled jobs came up which had the potential to you know work from home and all so now that barrier that kind of mindset has been shattered that you definitely need to come to the office to be productive now you can end be somewhere else and be productive so having said that this is also true that working from home is not easy with kids and home routine being conducted all the time so there comes a situation when probably a small office home office so whole concept with you used to be there you will probably need a dedicated room in the at home or probably close to your home where you can go and work if you have to work in in a hybrid or a permanent remote manner then that probably will be required and probably you will see companies just like they used to allow the telephone allowance and internet allowance earlier now probably companies will start doling out the SOHO allowance where you can have a separate room you can rent out a small studio apartment near your house and work from there so companies will still find it cheaper to do it of course as Vinit said that if you are constrained by some logistics like you have to be physically present like doctors have to be mostly physically present to perform surgeries or perform procedures or if you have to sell something which is like clothing or something which physically sells mostly and if you have that kind of a showroom then yes too bad but if it is possible for you to do a hybrid I think companies are going to encourage it because the corporate work spaces are terribly expensive and also come along with a lot of baggage so having realized that companies can now actually you know have more savings because of the pandemic now I believe there are certain companies who have actually minted money because they were able to save rentals and having said that we have a question here work from whom will have the real estate business because there would be less rentals what's your point on that sort of why would like okay if you are saying from the perspective of co-working spaces I believe commercial maybe what he what Rithik is asking is about that like the corporate spaces there will be lesser and lesser rented if this thing goes on because quite a lot of local economies like in Bangalore Gurgaon, Pune they are based heavily on IT companies and there are SCZs where IT companies are given tax breaks and all so that kind of real estate may take a hit but what I always see is that in real estate it is quite easy to repurpose any particular property so if you have already built it and it is not being taken up by corporate ITs to use it the real estate can be repurposed and converted into something else because most of them are actually empty spaces on the entire floors so it's easier to repurpose them so I don't really think they will take a hit but yeah some kind of rework may be required perfect when it you wanted to add something here yeah so Hina I want to add two things Aalok Kejriwal who is one of the well-known entrepreneurs in India wrote on his LinkedIn post stating that games to win is now 100% remote so their team members have an option post pandemic either if they want to come and work from office they can work from office if they want to work from their home they can work from their home or if they want to work from native or anywhere they can simply you know do their work as long as they are available during the work hours and things are not getting stopped so this is something which we will see how things will span out in future with respect to commercial spaces and office spaces so I started my community building career with this company called 91 springboard which is one of the largest for working spaces around in India and when I joined them we figured out that the fact is a lot of people were working remote a lot of small teams who were renting out offices in the commercial space were not able to sustain it and they started moving to a co-working space model so with pandemic you know impacting it and once we are there on the recovery looks like the co-working space business is going to grow because everywhere we need that one to one human connection and that is found at these spaces and it after a while we really you know cannot look at screen 24 hours in a day and then say that you know we are there it's it's holistic development to state that's it that sounds great thank you so much Vinit so Abhidav sorry sorry we want to say something I just wanted to add that it's also about acceptability of such things earlier if somebody was working from home they used to be a little shy of accepting that I work from home and if a company had a co-working space and did not have a dedicated space they used to be like a little defensive about it that maybe we can't afford a proper corporate office that's why we are in you know working out of an apartment or something like that but with this thing happening it has now changed the mindset completely that wherever you are working from it is it is okay nobody is going to judge you just because you are working from home or working from a smaller co-working space true that's I believe last year was the type when everybody was worried about the whistle of the cooker of you know coming from behind the kind of noises the kids playing around that was a problem but this year everybody was accepting everything and every everybody was acceptable of these things that because we are at home this is something that we really have to deal with so we started enjoying work from home this year so Abhinav I have a question for you that's not a question I just want you to know that because we have to end the session we were supposed to do it for 45 minutes however we have already exceeded the time so Abhinav I just need you to note down a message that you would really like to give the startups okay I think I have given the message in the beginning itself that you know guys just work on your technology and traction don't go before the product it will become a tough journey for you and you will end up diluting a lot of equity and it will be very hard path to raise funds and just focus on the growth part of it and raise only if as much as you need don't raise in excess because you will ultimately dilute yourself and you have to answer thousand questions why you need extra money because investors can quickly see how much money you actually need for survival for 12 to 18 months because they've been doing this thing you know on a daily basis so they can see it so that's the only giveaway and please do not worry you know feel free entrepreneurship is an experience you know do not test yourself do not put question marks on yourself be open to suggestions and feedback because at times I've seen when somebody tries to give you and you know advice which you are not accept you know you're not open to take and you feel shattered you feel that people are not believing in you it's not like that it's like because people have the experienced entrepreneurs or founders or investors have done it multiple times they're trying to help you out most of the people I've seen in startup ecosystem and touch would are helping each other there's nobody who's trying to pull you down and fortunately people like Vinit, Dr Bhatia, Hina all of us are there to help startups is it not our all motive that we want them to help we want you to achieve your dreams we are the catalyst in your journey and if you're trying to tell you something it's just for your good and we want you to be success because your win is everybody's win it's win for Vinit it's win for Dr Bhatia it's win for Hina right so that's the only thing and I wish you all the best in case you have any doubts and queries please try to reach to your peers an entrepreneurship journey is a very lonely journey to be honest if you're working alone in a closed room with a team of three to four people it's a very lonely journey when you have doubts there are tough times you need to have a support system have good friends around you where you can talk openly do not worry about failures negative feedback it's all part and parcel of life you will be asked questions people will doubt you but you have to keep trust and faith in yourself and have an open discussion open hearted discussion with somebody don't hold it in sight because it will ultimately you know create a lot of anxiety and other things situation to founders which is not good in long run it's a long run don't read Dr Bhatia is very very rightly said ET your story shows a very very rosy picture they do not show you how hard it is to build a company it's a great journey it's a year's commitment for years not even that's for much so that's that's all I want to say that's true thank you so much Abhinav that was a real great message Dr Saurav what is your point of view here and what kind of a message you would like to give to our founders here the message I want to give is that you should know the questions that if somebody does not have an innovative product then then also should they think of startup or not so my message is around that that if you don't have an innovative product it's alright but your approach can be innovative you can use technology and have a greater possibility of exploding onto the market scene and that is what differentiates you from others even if your product is not innovative so use technology to your benefit there are there are so many things to be done and a lot of people especially reading the books from Harari say that because of automation people are going to lose their jobs and all but automation actually creates more jobs because people are freed up for doing things which require greater mental ability so go ahead use technology and use an innovative approach if not an innovative product and that will put you in the eyes of investors your traction will increase because of that and you will have a more standardized offering in the market so that is what I want to say plus yeah one more thing which is educate yourself on the startup in startup rules, regulations, laws otherwise a lot of a lot of entrepreneurs come to us who are not aware of majority of things no harm in coming and learning from people like Abhinavina or Vinith but make an effort yourself also to first educate yourself before deciding on that how much money I want to raise and this is going to be the holy grail thank you great thank you Saurabh how about you Vinith what sort of a message would you like to share collaborate and grow so build an ecosystem around your product offering and frankly speaking all of us don't have every answer but somebody will have the answers to the challenge which we are facing so just reach out and there is always collaboration and growth that's it all the best in your startup journey thank you so much when they are done that cannot say no to it so that's there every entrepreneur who has once failed is offering you failure as a service that's what we have been doing since a long time and I believe that's how we grew in our expect and how we increase our expertise and we are helping you out we are there so I will leave you with Sagoon on this note and thank you so much to my dear panelists that you have imparted so much of knowledge and experience of yours to our startup founders that was great talking to you and I believe startup founders would have learned a lot from this particular session over to you Sagoon yes thank you Nina and thank you for having us today it was a great session and for everybody groups organize these kind of events every single week almost every week so do connect with us and yeah thank you for the great session perfect thank you so much everyone thank you Hina for moderating it so well thank you Abhinav thank you Dr Saurab and thank you we need to thank and yes thanks to our dear audience for the amazing set of questions so yeah thank you guys for attending it thanks Anupam thank you everyone thanks take care bye bye thanks guys chalo bye thank you everyone thank you


And that P.M.C. song about the white girl is the right girl. And all this talk about the white girl pretty much being in the car and the black girl pushing the car. I want to be out there and I hear his story and it's like, man, what is it? White girl going to get it, get it, get it, black girl is not going to be with it.     He had that convertible Benz in that Bentley back then.  I mean, you know, of course, the 17, the 17 hoes, the white girls, I'm going to be honest with you, I heard you asking questions earlier, but I thought about what you said in your PMC song about the white girl is the right girl and all this talk about the white girl pretty much being in the car and the black girl pushing the car. I want to be out there and I hear his story and it's like, man, what is it? White girl going to get it, get it, get it, black girl is not going to be with it.     He had that convertible Benz in that Bentley back then.  I knew it was coming! I mean, what made you really just wasn't that the white girls was easier to deal with or was it? Well, I mean, it wasn't so much as that.  You know what I'm saying? Why did you attract my white girls? I mean, I'm trying to figure that out. I can tell you why. He didn't have the Jerry curl. He didn't have the braids. He wasn't sacking.   You know what I'm saying? They like a classic.  Oh, he was white collar. Well, he was a white guy.  Not like I got, you know, expensive clothes.  You can see the red up on the field like he stepped on somebody. You know what I'm saying? So he was always, you know, the distinguished gentlemen.   You know, she attracted to that. But you know, white girls, you know, at some point, once they realize they value and they start going into the hill and they start going through the crime plaza, they start making real money.  Wow. Wow. And what's your take on it? What made you that guy? Man, you know what? I never really, I never really put the two on the ten about it, man. I just was, you know, like I say, I just wanted, I set out, you know, I set out to do what I was going to do, but I wanted to be the best at what I did. Wow.  Wow. So, you know, he only had a foreign car. He had a foreign policy on the bitch, too. Yeah, yeah, yeah. You know, I had a mixture, man.   I had, you know, Asian. Asian, Malaysian, Malaysian. Oh. Puerto Rican, you know. Yeah. I had it all, man. Man, so, man, what was the most you made in one night? Well, I tell you this, on a good night for me, one night, about 11, 12,000, bad night, about six or seven thousand. So, you was upset on that six or seven thousand night? Well, I mean, like, dang, I should have did better than this. Well, I mean, not so much as that, because I know they going to try to they going to try to reach back and make up for what they came short on. But he was spending 40,000 a month just in expenses. Tell them what you made them girls do. Well, we sit down, man, in my penthouse joint, man, one day.  And what I want to do is write down every expense that's going out the door. You know what I'm saying? Regardless of his nails, phone, hair, car note, rent, whatever. But I had them write everything down on top of everything, every expense. And we told it all up at the end of that. And it all came to about 43,000. Wow. And that's what I was spending each month. 43,000. Give me something. That was a living budget, you know. What was some of the things that you was buying, though? I mean that. Some of the higher expenses. Well, see, you know, my girls had, you know, you probably didn't even notice, but my girls, they had, they had their own halls, man. They had $250,000, $300,000 halls and they named by themselves. That I got, that I had them. You made sure that it was good. Yeah, yeah, yeah, yeah. And then, of course, you know, they had top-of-the-line vehicles and whatnot.


We demonstrate a cryogenic optomechanical system with a flexible psi underscore 3n underscore for membrane in a 400-backslash-zero mk environment, observing a mechanical quality factor q-backslash-zero, backslash-zero for backslash-zero times backslash-zero 106 for the 261-backslash-zero khz fundamental drumhead mode and a cavity resonance half width of 60-backslash-zero khz. We monitor thermal motion using a heterodyne optical circuit, find that observed optical spring and damping agree with theory, and develop a phano line shape explanation for mechanical sidebands. We discuss future requirements for laser cooling the large and low frequency mechanical element to its quantum mechanical ground state. This article was authored by A. M. J. H., J. C. Sanky, K. Berkia, and others.


Hi everyone, Sean with jaspyscasebrakes.com, here doing 2019 Topps Holiday 1 Box Break Random Team Number 8, where we're giving away 5 spots in the Transcendent Hall of Fame Case Break. 30 spots, everyone gets a random team in MLB, no vet commonship. At the end of the Hobby Pack Break, we'll take 30 customer names, randomize them, top 5 names, each get a spot in the Transcendent Hall of Fame Break. So top 5. Here is the list of customers. From Will Driggers down to Daniel Ausley with Last Spot Mojo, and the teams, Diamondbacks down to the Nationals. Dice Roll to randomize both lists, 1 out of 4, 5 times, 5th and final time, Will Driggers down to Daniel Ausley, separate dice roll, separate randomizer at the end of the break to give away the spots. Yeah, I guess it just sold out Matt. Now 5 times on the teams, 5th and final time. Wide Socks down to Los Angeles Dodgers. So 5 times on the teams, 5 times on the customers, 5 times on the dice. We're not going to read through the full list, but we'll go through some of the highlights on here just so we can get the entire list on screen. So let's see. Padres, Tatees, Rookie, Opportunities for PJ, Wide Socks, Eloi Rookie, Opportunities for Will Hash, Blue Jays, Vladdy Jr., Opportunities for Will Driggers, and wherever the Milwaukee Brewers are, Keston here for Daniel Ausley, there you go. Let's print this out, and rip, and then give away your 5 spots, guys. And the break is sold out, so it'll be happening tonight. Oh, that's right. I forgot Alonzo PJ for the Mets, Pete Alonzo, Rookie's. Let's see if we can find one of the big rookie metallic or a short print parallel. I'm sure they're awake. They're probably watching. I did say I wasn't going to leave until it happened tonight, so I guess, I guess where I was right. And here is our finalist. It's true. I did. It's pretty cool.  We are, Ryan. We are. We are done. It is happening tonight for sure. Spencer Turnpole for the Tigers, David Garcia, Alex Verdugo for the Dodgers, Daniel Ausley. Right? Right, Dan? Let's do it. Orlando Arcia for the Brewers, Daniel Ausley, and Cody Bellinger, Relic for the Dodgers, Daniel Ausley, Eloy for the White Sox, Will Hasch, Patrick Corbin, Metallic for the Nationals, Will Hasch, Michael Chavis, that's going to be Tatis right there, too, for the Red Sox, Will Driggers, and Tatis for the Padres, that is PJ McDealy, and Chris Bryant, Short Print, Candy Cane Parallel for the Cubs, Will Hasch, Nick Sanzel for the Reds, Will Driggers, Jose Berrios, Metallic for the Twins, and PJ McDealy, there you go. It was a rookie cup, yeah. It was. You can always watch the replays, PJ. Get that MLB TV so you can watch them whenever on the very next morning. Cool. So that's the break now. Let's give away those last five spots. Here is the original customer list from Will Driggers down to Daniel Ausley with Last Spot Mojo, top five names after five and four nine times, ninth and final time, okay, you can already see Will Hasch, congratulations, Will. From six down to 30, thank you guys very much for getting in on this, and I really hope I can do better for you on the future filler. Special congratulations, Will Hasch, Will Driggers, Will Hasch, Will Driggers, and PJ McDealy, top five, nine times on the randomizer, nine times on the dice, PJ, Will D, Will H, Will D, Will H, top five, and there you go guys. That was 2019 Top's Holiday One Box Break, Random Team Number Eight from jaspyscasebreaks.com. I'm Sean, jaspyscasebreaks.com. Thanks for hanging out. We'll see you next time.


The study found that institutional review boards, IRBs, adapted quickly to the COVID-19 pandemic by adding new steps to their existing review processes. Additionally, the average turnaround time for convened and expedited IRB reviews was 15 calendar days. Furthermore, the study did not identify any novel ethical concerns specific to COVID-19. This article was authored by Holly A. Taylor, Kimberly Serpico, Holly Fernandez Lynch, and others.


Liptin tea and Liptin soup present in a Sanctum mystery. Good evening friends of the Inner Sanctum. Here's your host at the creaking door. Through these portals pass the world's most horrified people. What's the matter? Did my happy medium start to you? Sorry, I keep them around to get in the right spirit. Oh, by the way, if you feel a cold thin sliver of steel across your neck in the next half hour, sit perfectly still. Someone's got an edge on you. Gracious, Mr. Host, I'm afraid I'd have to move fast. Oh, Mary, you must sit still.  Well, I'll remember your advice, Mr. Host. But right now I have some advice for our Liptin listeners. You know, a teapot can't talk. But if it could, I think it would tell you the same thing that I do about making tea. I think it would probably say the most delicious tea is the tea with the most flavor. And I'll bet it would cast its vote, as so many folks do, for Liptin tea. Because Liptins has that grand brisk flavor, the flavor that's so different from other teas. The flavor that fills your cup with pleasure. You'll taste a world of tangy, full-bodied goodness in Liptins. It's tea at its tastiest. So make that next part of tea you brew at your house, Liptin tea. And now here's a little tale of horror that speaks for itself. The Edge of Death. Written by Frederick Mepho and starring Larry Haynes in the role of Ralph. We're going to tell you of a night Satan played a game of murder along a deserted strip of Manhattan's waterfront. For his sport, he chose two friends. For his victim, a woman. At the weapon he suggested, he had long ago placed in the hands of another murderer. The weapon was a long, slender, graceful rapier which first drew blood at the hand of Rasputin, the mad monk of Russia. Den! Den no breath! Open up! Den! Den! Well, come on in, man. What's the matter with you? You're soaked, no hat, no coat. Den, you're my best friend, my only friend. You've got to help me. I just got back from Chicago. I was going to drop over to your shop a little later. You? You got back too late. You could have helped me. Now, it's too late. What's the matter, Ralph? What have you done? Well, what's that in the package? Well, it's the antique sword I gave you when you were married. Ralph! The second steel always looks different. Coated with blood. Ralph, you fool! You didn't... Yes. I just pierced a woman's heart with that rapier. About 15 minutes ago. Warned you about your temper ever since we were kids. You almost killed me once, dear, remember? You warned me about my hobby too. You said I had a psych... Psychosis. That's what we psychiatrists call it. Your unnatural love of steel blades. Your worship of ancient weapons and tempered steel. Well, it's off balance. There's nothing in the world more beautiful than a piece of true hand-forged steel. It's an art as old as man. Yes, I know.  And I want to know everything that happened. It's too late, Den. I only came... Maybe I can dig something out of you that might help your defense. Ralph, close your eyes. Close your eyes and let your mind wander. Tell me the first image you get. Tell me every detail. No matter what. I see the wedding. Here at your house. The guests have left. Ingrid is blonde and beautiful and white-sat. She's standing beside me. And you come toward me with a pen. It was so good of you to make such a beautiful wedding for us. You are the best, best man ever. Maybe the best, second best man ever. Ralph was best today. You gave me some stiff competition. I've got another wedding present for you, Ralph. I waited until now to bring it out because I didn't think the others would understand. Here, open it. Do you like it, Ralph? Is it a good one? It's the most beautiful right here I've ever seen. The balance and the lines. Magnificent steel. Isn't it wonderful? It will be the very nicest sword in your collection, darling. As well as your last. Oh, yes, yes, Den. I promised Ingrid no more auctions. And he'll keep his promise this time. I'm going to change, darling. Won't take me long. All right, darling. Hurry. You really like that blade, don't you, Ralph? I like it. It's beautiful. Where did you find it? I saw it yesterday in a small, junky antique shop in the village. Little Russian fellow runs it. Did he tell you anything about the blade? I mean where he got it? No, but he said it was Russian. He said the hilt was black lacquer on rosewood and the steel was superior. He said something there. He mumbled on about wanting to get rid of it before the full moon. I doubt it.  I'll take it back to him if you like, Ralph. No, no, not on your life, Den. But, uh, don't mention that nonsense to Ingrid, will you? I remember all that myself, Ralph. I left for Chicago that night. Now, what's the next thing that comes to your mind as important? Well, about three weeks ago, I was working on some knives in the shop. Ingrid had left. I was alone. The shop door opened and she was there. She was there. Who robbed? Stasher. She was beautiful. Tall. White as marble. Dressed in black. And... beautiful. I beg your pardon? What did you say? I'm sorry. You said beautiful. There's no way. You said beautiful. There's no cause to be embarrassed, I've heard you said before. Well, what can I do for you, Miss... Kassoff. Stasher Kassoff. You own something that I would like to buy. What is it? A rapier. A Russian rapier. I saw it in your window as I passed. It's not for sale. Oh. Really? Are you sure? I will pay you well. Say, a hundred dollars. Sorry. Very well. Perhaps you might change your mind. Hmm? Here. Here is my card. Come and see me if you do. Well, thanks, but... Shall we say before the next full moon, Ralph? If it weren't for that bloodstained rapier on the table, I'd say you were lying. How could this woman know your name or anything about the legend of the rapier? I know how. But what happened then, Ralph? I've handled steel all my life. I've forged it, pounded it, tempered it, ground it to raise a wedge, and I've never cut myself. When she left, I put the rapier to the stone. And as I worked, I kept seeing her eyes in the forge fire, glinting with evil beauty. I kept hearing her voice. I turned suddenly to see if she was there. My trip, the rapier fell and I fell against the upturned point. Pull it out. Straight out. Oh, no. No, I can't do this. All right. I'll do it then. Oh, it was all blood. God's not bad. It just passed with a flesh called after birds.  Why don't you get rid of them? Well, England phoned. They cut down on me. The dead means certainly that my fate was tied to Stasia Kossoff's. The death was lunging at us with Rasputin's rapier. And I was unarmed. I told England about the woman. I told her about Stasia's offer of $100 for the blade. I shouldn't have. And to turn down $100 for it, Ralph, that's the limit. England, I can't expect everyone to understand some things about my character, but I do expect you to try. I think I do understand, Ralph. I think you didn't want to sell that thing because you want that woman to come back. That was your first quarrel, Ralph? Yes. There were lots more. Things got worse. The quarreled a lot. And it wasn't England's fault. I was changing. I kept thinking of Stasia. Her eyes mocked me. I tore up a card in anger, but I'd memorized the address. It was an old Dutch mansion on Litmus Street. I had to see her again. There was a light in the house. And oddly enough, the front door was open a bit. I rang a long time, but no one answered. I obeyed an impulse and walked in. There was a coal fire going in the high-ceiling living room. The cast dancing shadows on a life-sized oil painting above. A cold hand gripped my heart when I saw that painting. It was the painting of a man in a monk's habit. And his gnarled hand rested on the hilt of a jeweled rapier of exquisite beauty. Yes, the man in the picture is long dead. But his mad spirit is in this room. It laughs from within you, Ralph Vitkun. It has seized your body. Stasia. You know, if I were Ralph, I wouldn't be seen dead with somebody else's spirit. You can't tell what will happen to a man when the spirit moves in. Goodness, Mr. Host. That sword has certainly brought Ralph bad luck. Yes, ma'am, it can't even trouble right up to the hilt. And we're only halfway through the story. Yes, there's still a lot more excitement to look forward to. And I think looking forward to things is so much fun. For instance, imagine you're brewing up a pot of Lipton tea. Well, you know there's enjoyment ahead just as soon as that water starts bubbling in the tea kettle. The very sound of it is warm and cheerful and friendly, like Lipton's itself. And then when you lift that cup to your lips, oh, there's such a deep down satisfaction in Lipton's brisk flavor. Because it's so mellow and satisfying, brimming with lively, full-bodied goodness. Yes, all those little promises of enjoyment are completely fulfilled in your first delicious sip of brisk-flavored Lipton tea. Well, you certainly have a point there, Mary. But now, back to Ralph Vidkin as he tells his friend the events leading to the murder he's committed tonight. He's telling of his first visit to the strange house of Stasia Cutoff. So the Cutoff woman convinced you that the spirit or the ghost of Rasputin had taken possession of your body, and you fell for it. Well, I fought against believing it, Tendon. But it did explain so many of the strange promptings that had been stirring me all up inside. She say anything more about it? No. I turned to face her. She was a smiling column of white beauty.  Ms. Cutoff, how is... Stasia. Call me Stasia. How is it, you know my name? What do you know about the rapier? Does it matter? You have changed your mind, perhaps, about selling me your rapier? No, I came to ask you about it. You came because you are confused. We will discuss it. But first, let us have some tea. Yes? I examined the room while she was out of it. On the wall across from the fireplace were five oil paintings. All of them portraits of men. At first I thought the light was playing tricks. It wasn't. Each face was painted with closed eyes. Each was a study in sleep. Or death. You like my painting? Come and sit down. We'll have tea and talk. Who are those men you painted, Stasia? The five men you see in those paintings. Each own the rapier you now possess. Good Lord. Then they're dead. And the dates on the paintings. Those are the dates on which they died, Rolf. Each on a day of the full moon. Each kept the rapier beyond the time he should have. More tea? Stasia's eyes were eager and wide. My ears began to ring. I recall setting the cup down. I remember Stasia's voice. I remember Stasia's voice a long way on. This is all so fantastic, Rolf. Are you sure it wasn't something you dreamed? Something I dreamed. No, she drugged me. It was no dream. Those portraits were no dream. The painting of Rasputin was no dream. They were there when I woke. Stasia was gone. The fire was out. There was no near the lamp. It hadn't been there before. I shuffled toward it. It was a fresh painting on the easel. I stared at the face before me. Its eyes were closed in sleep. The face was mine. There was a date painted in them. It was January 15th. Yes, that's tonight. I couldn't find Stasia, so I dashed out of the house cursing like a madman. It was four in the morning when I reached home. Ingrid was waiting for me. She was crying. Where have you been? Why? What difference does it make? You've been to see that Kosovo woman. Yes, yes, I've been to see that Kosovo woman. I had to. I'm losing my mind, Ingrid. Something's trying to kill me. That woman knows about it. She knows how and when it'll happen. The funny thing is, I don't care anymore. I don't care. Troll, where are you going? Back to the shop. Back to that cursed rapier. In the shop, I tried to reason the thing out. I was toying with the rapier. It's a tiny green speck on the black hilt. But, idly, I picked at it with my thumbnail and the chip of lacquer snapped off. The hilt was supposed to be wood. But here. It was what looked like a large emerald. My heart pounding, I chipped and picked at the lacquer until bit by bit I uncovered the most dazzling and richly wrought collection of jewels I'd ever seen. Set in solid gold were pearls, rubies, emeralds, and a magnificent star sapphire. This was the bejeweled blade that Rasputin held in his hand in Stashe's painting. This was Rasputin's wrinklier. I returned to Stashe's house. Like the first night, the door was ajar. Like the first night, I walked in. I walked into the living room. I looked about. Nothing had changed. Nothing that is except that mine was the sixth painting, now hung beside the others. And the art easel already had a fresh canvas. Stashe was already painting a new portrait. The face was indestined. But the date was clear. One lunar month from tonight. I gave up and walked home with the rapier under my arm. I was drizzling and foggy along the waterfront. And I was sick and inside. I kept hearing Stashe's voice locked in my brain. Away out. Well. There's no way out as long as either of us lives. Past that little blind alley. You know the one about a block away from my shop. I decided to trick her. I stopped short. I spun around and caught sight of a woman in black as she darted into the alley. It was Stashe. And there was no exit from that alley. I tipped her to the entrance and leaped into its shadow so all I could see was a large empty carton against the far wall. She had to be behind that. I gripped the jeweled handle of the rapier until it burned my hand. Only one searing thought in my tired mind. Stashe must die. And drew the needle pointed steel back. Aimed at where I judged a heart to be. And thrust her body slumped forward. I let a match to see her face. But it... It wasn't Stashe Kasoff I had killed. I mean he did it. Killed her. A psychological masterpiece. He told me the whole story of my office ten minutes ago. He killed her thinking it was you. And now that she is gone, you are happy. You will love me and forget her then. Oh, perfect, perfect.   Oh, Denton, I am so glad. I would do anything for you. Everything went like clockwork. This rapier I found in your attic. The, the legend I made up. The faulty paintings of former owners. Your flirtation. Perfect, perfect. The perfect murder I've done it. Did my acting please, you Denton? Oh, you were magnificent, but... There's only one weakness to my plans, Stashe. What is it? When Ralph is picked up, there must be no way for anyone to find out that you and I know each other, Stashe. I know and no one will know, darling. Ralph's fingerprints are still on this rapier. He'll be electrocuted for one murder. Might as well be for two. Denton! I'm sorry! I heard everything you said, Denton. But I didn't have to, I knew. Now don't move. The gun is faster than the rapier. How did you know Ralph? Something I said tonight. No. No, something I saw. Stashe loved you. The painting I saw on her easel tonight, the one I told you she'd begun, was your portrait. The only way I knew was because, as an artist, she was conscious of the scar on your forehead. She painted that in first. The scar you gave me as a kid? Oh, you've a lot more brains than I gave you credit for, but at least we'll burn together. Sorry, Denton. I'll have to decline that honor. Ralph! Ralph, am I too late? Ingrid! Ingrid, no, you're... you're dead.  No, Denton. Your plan almost worked. I told you the truth. Except... except for the part about murdering Ingrid. You... you should have studied psychiatry, Ralph. I did, Denton. I had a good teacher. You. Going home soon, darling? You seem so far away, Ralph. Is anything wrong? No. No. I've been thinking about Denton. Odd the way things turned out. He made up that story about the rapier and its longing to Rasputin, and its owners dying on the night of the full moon. You don't believe it, do you? No.  It matches the one Rasputin held in his hand in the painting. That was coincidence, darling. Come on, now put your work away. Let's go home. It's late. Such a beautiful night, Ralph. Let's walk home. All right. You know... you know that painting Starship started of Denton, the one that gave us part away? Yes. It had a date on it. I wonder what ghostly hand guided a brush as she wrote that date. Why? The date she wrote was today's. But there's a full moon. And tonight was the night Denton was electrocuted. Well, wouldn't you say that's a story which gets down to fine points? Happy ending, too. As you get a ghost to ghost hookup between Starship and Denton, Ralph and Ingrid get an exhibit A worth a few bucks and go back to the old grind. Well, I'm glad Denton's plot didn't work. Yes, Mary. But if it had, Ralph would have had a plot of his own, you know, in a cemetery. After all, that's one of the best-selling plots I know. Nonsense, Mr. Hose. If you think that's the kind of thought we want to leave our Lipton listeners with, you're quite wrong. Here's a much better thought for folks to carry away with them. Tomorrow, when you visit the grocers, get a package of Lipton tea. Buy it, try it, and see if you don't agree that Lipton's brisk flavor gives you extra enjoyment. Oh, yes, there's a great treat in store for you. When you first taste Lipton's full-bodied zestful goodness, ask your grocer for a package of Lipton tea tomorrow. And our friends, in case you're wondering, we do have a moral for tonight's story. It's short and sharp. Knife can be beautiful. If you keep your temper and look out for people with an axe to grind, they may be trying to get ahead of you. Oh, by the way, this month's Inner Sanctum Mystery Novel is The Pavilion by Hilda Lawrence. And next week, the makers of Lipton tea and Lipton soup bring you another grisly Inner Sanctum tale directed by Hyman Brown and titled The Confession. And now, if you'll excuse me, I have an appointment with Stausea and Denton. Yes, they've got the concession for hand-forged hinges where it's hotter than the hinges of... until next Tuesday then. Good night. Pleasant dreams. Got tomorrow's meal on your mind? Well, how about letting me make a suggestion? Now, here's a real main new masterpiece that the whole family will love.  Lipton's noodle soup is prepared with ease, ready to please in just a few quick minutes. It's economical, too. It costs less and makes lots more than canned soups. So ask your grocer for Lipton's noodle soup makes. And don't forget to tune in next Tuesday night for another Inner Sanctum Mystery. This is CBS, the Columbia Broadcasting System.


I think Google pushed for, like, there's a control order that kind of thing that we deal with. I just don't think there's ever thought of, like, we're going to have to solve another problem in front of this. We're going to have to solve another problem in front of this. So, I'm going to close it. Well, there's no provision until the application, actually. Because there's a little bit of freeing. We're going to do something about it. So, nothing that... Honestly, it's kind of like a conservation of resources, too. We may have a user that creates a really bunch of lines. You never hear about it. You know, because they never know what's going on in the application. They didn't tell you, actually. I mean, there's no reason to have that life cycle in different ways. You find them immediately. That way, you realize, actually, that you need it before you find it. Now, I'll do the other thing I can think of is the slight increase in provisioning time. Where you have to wait for volume to bind and bring up the application. So, maybe it's going to take 25 minutes for provisioning to occur. And maybe it's going to occur during the application to bring it up.  Yeah, so... Maybe it's okay to like... I mean, does it... Does it even take all that long to provision, especially... It depends, I mean... Or something we don't... If it's... If you're talking about, like, a sand or something, maybe you actually... I mean, it does take a long time. It does take a long time. I mean... Are you making a fee up on the start clause? Whether this... Whether this gets back immediately upon... Submitting a claim or when the application... Well, I could see... Good afternoon ladies and gentlemen. I would like to introduce Neil Smith and his link often with Special Desk. Neil writes at Red Hat and does stuff like this for a living. So, let's hear it for him. Okay. So, I'm Neil Smith. I'm part of Jen's team in P&T at Red Hat. I work with a couple teams on AOS, the container storage team, and the scalability team. And I also work on the composer team in RHEL. What's the AOS team? The atomic open-shift team. And these guys are more... They're all cube guys, and then... So, as well, Kubernetes as well. So, who knows what lean is? Has anybody heard of the word lean? A few of you? So, has anybody heard of Toyota? Okay, so... Toyota, at one time, was almost broke. And they didn't have enough money to buy their material at, like, a normal car maker. And they came up with, just in time, ways of manufacturing. And that's sort of the basis of the lean philosophy. And that sort of started it, went into something else, called Kaizen, which is about continuous improvement. So, some people, whenever you're, like, sort of a lean evangelist, you apologize for the terminology, because it sort of gets attached to eliminating waste. But it's really about consistently improving and getting things as quickly as possible from the beginning to the end and to the customer, so you can make money. Or you can do it in many different ways. Hospitals use a lot of lean technologies to try to eliminate a lot of the waste so that they can get people in and out of the hospital and taken care of faster than sometimes they used to. So anyway, so lean copy is a way that we can run some meetings. People have been to meetings where two people start blah, blah, blah and for a long time, nobody else cares about what they're saying. And it's a waste of time for most of the people. It's a way to democratically run a meeting so that your interest keeps going and you're, you know, kept engaged through the meeting. It's using something as everybody know what a Kanban board is, basic Kanban board, so you structure the meeting in a to-do, doing, and done way of running the meeting. What we'll do first is find out what we're sort of interested in. I have several speakers here. Brad from Container Storage and he knows Kubernetes really well and containers. He knows other things that you can ask him about, but you might not want to. So Russian nesting dolls. We have Matthew Miller from Fedora.  We have Matt Nassim, who's our Rel Evangelist and knows Linux really well and also likes Process as well. We have Harold, a QE expert and also figured out how to get QE and process-wise, you know, getting QE done within the sprint, you know, real definition of done stuff working so we can talk about that. And Amanda, DevOps, open-source community stuff. So we'll split into groups if you're really technical, maybe with some of these guys or if you just want to do Process, we can all just talk about it, but it's good with groups of seven, sort of, you know, just like normal team size, right? So the first thing that happens, we'll split up. The next thing that happens, you guys are going to get some posties and depending on your group, you'll pick up some subjects that you're interested in talking about in that group. You're going to say, I don't even know what DevOps is. I'm very interested in that. Could we talk about that for a bit? Or we're trying to do the specific thing in DevOps. We can't make it work. Has anybody had experience in that? Let's talk about that. These are the things I tried. And in technical world, you guys will do something... Kubernetes storage. Yes. Very exciting. Can I amend my expertise because the DevOps community is something else. Oh, okay, what is it? Container builds, at least pipeline, tooling around R and secondary stuff. Oh, cool. Okay. So, that sounds great. Okay, so then we... So we do the voting. I mean, do the subjects. Then those go into our backlog, which is the to-do area. And then, since it's all Democratic, everybody gets two votes and they'll put their votes on those post-it notes. Then we'll look at the post-it notes and then most votes goes on the top. And we put that one into doing. One of the team members then will have a phone, get their timer out, and put a five-minute timer on it. We talk about that subject for five minutes. After five minutes, everybody votes. And they say, I don't want to talk about this or I'm mad about it or I do not want to talk about this anymore. And you follow the Democratic voting.  How do you pick the next topic? Then it's the next priority list. So you just keep going from the most voted to the next most voted to the... How do you come up with the priority list? You vote. Why don't we show how many things we have to come up with? So everybody gets like three minutes to write a few subjects that they'd like to talk about. Then everybody, the whole group, then votes on that whole list. What about things that are tight for votes? Then you just sort of put one on top of the other one. You know what I mean? Like normally you'll get like something with five votes, something, two things with three votes. So you don't really care about that.  So that's sort of how it often works. We're already seeing the technical people needle the process. So this is more container storage people if anybody wants to join that area. You guys probably don't want to be in this thing because... Oh yeah, you can. So then if you want to you can join that eight. There's other four there. Any other people want to... Does anybody want to talk about like DevOps, agile transformation stuff? Okay, why don't you guys take the back corner there. Get in a group. Any other... Anybody else vocal about like wanting to talk about Linux or REL or... What I'm talking about is we can do that. So this makes me work really hard. No, and you can talk about it. If you want to talk about what is the best thing you can check to see back, yeah, that is fine. Oh, I mean, check for public. For what you used to use the best thing that it was... All right. You guys don't have post-its? Okay. What would you guys like to do? Post-its. Post-its. Oh! Sorry. Yeah, I know. So... Okay, so groups, I'm assuming right now, you guys are all right and dead. Some questions or subjects you would like to talk about. I'll give you another two minutes to do that. And then we'll start the meeting. Are you waiting for discussion? They said we had too many times. Any questions or topics you want to ask? Any questions or questions? I'm just going to leave it at that. Good morning. Good morning. We thought you went to the background. Good morning. I love you. Hey, Dan. Now everybody's here. No, that's relevant. We need to talk. We need to talk. All right. No, no, no. We're just talking about technology. Dan. Tech. What are you doing here? I'm here for you. Q&A. Action. National Transformation. And you? Let me do this for you. Can you do that for Dan?  Is this funny? Yeah. Is this funny? Yeah. Is this funny? Yeah. Is this funny? Yeah. Right. Just make it confusing. Action. All right. So we're here to talk about brand new technology. But we're going to talk about brand new technology. So we're going to talk about brand new technology. So you'll just realize that you've been doing a lot of stuff. Right. So you can take a moment here to write down anything you want to talk about. Want to know more about technology. So all of you have a two-boat teach. Container people. Just container people have very experienced problems with technology developers. I don't know if you've had that. It doesn't matter which doctor it is. All of our speakers. That's true. So that should be a good decision. You guys should be smart. That's funny. Yeah. That's funny. Yeah. So you guys should give Dan a chance to write an idea. Yeah. Okay. Let's talk about it.  So make sure you guys pick somebody who's the five-minute timer person. Okay. We do have a like for the next couple of minutes. Okay. Okay. I'm here for those of you who already have finished.  You guys, did you guys vote? Okay. Each person gets two votes. And so sometimes you need to raise them up loud because you can't create a different person or anything like that. And also if they don't make any sense, let's start with Brad. And then you just, prior to that, just put your vote on. I'll be right to watch, right? All right. All right, so we've got... Yeah, wait. I don't know what I'm saying. I don't know what I'm saying. I don't know what I'm saying. I don't know what I'm saying. I don't know what I'm saying. I don't know what I'm saying. I don't know how any please to leave and comment. I don't know what I'm saying. All right. So when we have some- Go ahead and give a vote. Sh Were you going to get him- I don't know if they. Don't get me. I'm going to take this. Because I can'tción and it's bad. I think that is So literally, size as mass, inertia as mass. Inertia as mass. How are we going to deal with this? All right. So that's going to be a strike for a location besides pertinent and dystopian narratives. And just to be district of writing down anything. Yes? We raise two votes on the vote. And then you just vote on two dots on each vote. Two dots you get and put a dot on the third one. So you like to put one on the dot, the other on the dot. I'm just going to say to my names. Yes?  All right. Hold up. Give me one. All right. I'll throw one more. Fill with it. Is there any interest in talking about here? Mine. Mine. I've been worried about where. All right, can we start talking? Now we take the next question. I just want to make sure that it's normal and that there's room for discussion. And I'll be sure to tell you who will say that this is right and why I don't agree. Maybe not even the story. I don't know. Sorry, people can't hear me. I just want to make sure that it's normal. All right. All right, let's head off to those two votes. I know that this is right. All right, now I'm going to put this on the line. You guys are slowest. All right. I'm going to put this on the line. It's not a race vote. But if we have to do that, we can try and do it. And you can... Don't have to go in order. I'm going to put it on the line. All right. I'm going to put this on the line. I'm going to put this on the line. I'm going to put this on the line. I'm going to put this on the line. I'm going to start already. We need to clap. We need to do it right. Make something win. I'm going to put this on the line. I'm going to put this on the line. I'm going to put this on the line. you just put them in order. We're missing one. I think no. So we do order them to do book. Yeah. And you only have to do like, hold probably the ones and the twos. I mean, the threes and twos. Or maybe some of them. Don't even worry about those other ones. Yeah. So then just, you can just put that three right up to doing. That's going to be the first thing you're going to talk about. All right. So welcome to this discussion of assistant managers. Who wrote this for them? All right. So we get to start off. I'll start the camera as soon as we start talking. Yeah. So we think there should be support. We don't reply to the person that needs this. We're going to get one strap. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. All right. Yeah. Yeah. Yeah. Woo! Sorry. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. Yeah. So all right. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Thank you very much.


What's going on guys it's your boy DPJ now in this video I want to talk about my channel now from day one my channel was built around making black ops emblems and playing call of duty this is what basically popped me on the map I gained a shitload of subs doing this and I hit around 300,000 but eventually I had to move on to other games to save my channel but not move on as such but introduce new games games like GTA and watchdogs which I absolutely loved by the way and eventually destiny which revived my channel and brought it to the point we are at now 820 plus thousand subs which is absolutely insane and I love every one of you guys but at the moment destiny although not dead for me it is a little dry there just isn't anything for me to do on it until we get some new DLC I mean yes your challenge mode is now here but that's only gonna take a couple of hours a week at most we definitely need new DLC and that won't be for at least a few months most of you guys know but some of you don't but gaming is my life and well at the moment YouTube wise I ain't really gaming and while I could easily go and post in daily destiny in the form of a luty results live gameplay as commentaries and top fives I think you guys deserve more and it's for this very reason I'm looking to introduce new games to my channel until destiny picks back up I know you guys will support me in whatever I choose to do but it's more than that I want to play and post games you guys want to see now over the past month I've bought basically every new game there is from Halo 5 to Star Wars need for speed black ops and just cause which is an amazing game and I absolutely love it I really do it's crazy it reminds me of GTA but more twisted I don't even know if that's possible but that's the way it seems my question to you guys is what games do you guys want to see me play I mean yeah I'm going to continue to post daily destiny as my channel name is daily destiny but it don't say only destiny yes I will continue to post black ops 3 emblems but I do believe it's time to introduce some new games and see how they go I do get messages and every video telling me to do this so I may as well and although many of you guys still play destiny every single day there are a major part of this audience who are like me who are waiting for a new influx of content to come to destiny and are playing other games at the moment me personally I love Star Wars it's an amazing game black ops is quite good too as you can see by the black ops gameplay in the background although I only play black ops for fun I either run around sniping with a shotgun or with a knife it's as simple as that but my favorite game at the moment is definitely just cause it's just absolutely insane I will probably drop one or two videos on it and if you guys enjoy it I'll be sure to post more but guys what games do you guys want to see me play let me know down below in that comment section another majority of you guys will support me on whatever games I plan to post but still I'd love your opinion on it hope you guys enjoyed the video do drop a like I'd appreciate the support and I'll catch you guys on the next one peace out until next time