Hello everyone, my name is Katie Gumanji and alongside Carlos Bonato, we're going to give a deep dive into Cloud Street PI. As mentioned, my name is Katie Gumanji and currently I am a cloud platform engineer for American Express. I have been in this role for the past year and I am part of the team that aims to transform the current platform by embracing the cloud native principles and making the best use of the open source tools. As well, I am one of the TOC or Technical Oversight Committee for the CNCF. Alongside TenAvi Champions within the open source community, we will be responsible to steer and maintain the technical vision for the ecosystem. Pretty much we are the committee that enables and leverages projects to join the open source community and be useful for our end users. Hello everyone, my name is Carlos Bonato. I am a software developer at Matermost. In the Kubernetes community, I work in the security as a branch manager and also in the cluster API and in the various cluster API provider as a contributor. Today, we're going to talk about the cluster API and this is our agenda for today. We're going to like give a quick overview about cluster API. We're going to explain the control plane. Kate, we're going to talk a little bit about cluster ops and Argo CD. We're going to see a demo. And we're going to talk a little bit what's the next 10 planet features for the cluster API and how you can get involved with why cluster API like today we have more than 100 installation tools for Kubernetes and also the cluster lifecycle. It's very hard to deal with it. Like the day two, day one, day two of the cluster. And the idea of a cluster API is bring in a central place like an easy way to create your cluster provisioning your workload cluster and manage this cluster in terms of upgrading repair outscaling and deleting the cluster as well in the end. Today we have a lot of providers that it's like a building block for the cluster API with you can plug your provider and start using that to provision your cluster. We have, for example, today Azure, pectin, AWS and other cloud providers. You can see a full complete list of the providers we support today in the API book as you can see in the link above. And if you don't find your provider here, you can build your own we support like there's in the book you can see how you can add a new provider. Okay, how it works. That is a lot of YAML files. That's everybody likes that. And it's a declarative spec that you declare your cluster. And we have like a management cluster that you install your cluster API and the cluster API providers, and that can bootstrap Kubernetes clusters across several cloud providers including also bare metal as well. For example, this example here so you can declare your configuration if you're going to apply this to the cluster API and again create cluster for in this example we have AWS VMware via sphere, Google Cloud and Azure. You can imagine this like being AWS cluster for a team A and another one VMware for the product B and so on you can have multiple cloud providers and you have your management cluster in one place only that can manage several clusters across various cloud providers. Where the cluster API are right now, like we are part of the SIG cluster life cycle project, we have more than 200 contributors, and we are in the alpha stage where like we are most likely to in the end of the alpha stage. We had like release alpha one, which was the initial implementation and the POC to validate if this everything works. Then we got alpha two, which with solid foundations and like building the bootstrapping agnostic infrastructure. A few months ago we release alpha three with like more primitives and a lot of improvements like trying to make a little bit more stable. And now we are like aiming for alpha four with more stability like not more having a breaking changes API and supporting a lot of UX to make it more easier to make easier for the people that are going to use that and also to support the V1 beta one transition for the next year. What we want where do we want to be like the idea of the cluster API is making the managing the life cycle of Kubernetes very boring and like to be easier to people use the cluster API and create your managing your clusters. We also have a lot of support a lot of use cases like you can write your own plugin you can write your own providers and the idea is also support like security requirements and different apologies in different complex scenarios as well. Now at this stage, I'd like to give a deep dive into the control plane resource. Now in the view on alpha three release, which is the current release. This control plane resource was introduced and it provides a lot of powerful operations of how can we manage our masters. Before I move forward with this topic, I would like to introduce the customer search definitions introduced by cluster API. At the moment, there are five of them cluster control plane machine, machine set machine deployment. The cluster resource is going to contain the holistic information about the cluster, such as the networking components will be able to specify the starters for our pods and services. Control plane as mentioned is a new resource introduced in view on alpha free, and it provides an obstruction layer of how can we manage our masters or the control plane or the masters with the core components in within a cluster. Machine is configuration is very similar to not configuration is going to contain information such as the version of Kubernetes you'd like to run alongside the instance type you'd like to attach to instance. Machine set is going to be very similar to replica set. It will make sure an amount of machine resources are going to be up and running at all time and machine deployment is very similar to deployment. It comes with a very powerful rolling out strategies between machine sets. One thing I would like to mention here is that the machine resource is immutable. That means that if you push new configuration to the cluster, the instance with all configuration is going to be taken down. And the machine with new configuration is going to be brought up. There is no patching. There is only mutability. To fully understand how we can create a cluster using cluster API and how all of these resources interact between themselves. I would like to introduce kind of a higher point of view or perspective of how can you use these resources overall. Now, to begin with will require a cluster resource. As mentioned, this is going to contain the entire networking configuration for cloud provider will be able to create resources such as VPC subnets and so forth. With the cluster automatically going to have associated a control plane with it. So we're going to have a control plane resource, and that is going to manage a set of machines. Now these machines are going to be our master nodes. The control plane estimation is going to install the core components for cluster. So we're going to have the API server the scheduler control managers, pretty much all packed back package nicely together. And the last thing for working cluster is our work nodes for the data plane. Now the worker nodes is something we attach to a cluster. It's not something which comes by default will be able to attach different sets of kind of working nodes to our cluster. As such, we're going to have a machine deployment, and that is going to have an abstraction layer above the machine set and of course the machines themselves, which are going to be our work nodes. Let's look at the YAML definition for our cluster, because this is the main resource which will bootstrap our infrastructure. As you can see in our cluster we're going to have the networking specified we're going to choose select a slash 16 for our pods. However, I'd like to draw your attention towards the control plane reference. Now this is the section which will invoke a different manifest, which is going to be a declarative representation of our control plane. Be mindful here that this is actually a trimmed output so we're going to see the full YAML definition through the demo. So within our control plane, we will specify our cluster the namespace is going to reside we're going to specify information such as the infrastructure template. And this is going to be the applicable definition of how we'd like our machines or for the masternodes to be configured. So if it's going to be for example in AWS we'll be able to specify the region, the instance type, pretty much configuration parameters like that. The QBADM config spec is going to focus on how can we initialize and join new machine to the cluster. And as well within the control plane we're going to define its amount of replicas so the amount of masters would like to have, along with the version of our Kubernetes cluster. And the last section we have in our cluster is the infrastructure reference. Now this is actually going to have the information of how we'd like to define those networking components I was mentioning before. As such, if we look at the manifest for AWS cluster, we're going to have a region specified in this case is going to be a West one, and we are going to attach an SSH key to our instances, and for now it's going to be the default SSH key. Before I move forward with the demo, I would like to showcase this setup we have with cluster API and Argo CD. Now cluster API is an extremely powerful tool because it completely rethinks the way we see our manifest for the clusters. They are actually represented for YAML and if we have YAML that means that we can have in operations within the cluster on top of these files as well. For example, if you have manifest, we'll be able to strengthen and get an applied templating layer on top of them, such as help for customise. Once we have this templating layer, it's going to be very easy for us to apply changes and reconcile any changes with a tool such as Argo CD and Flux. For the sake of this demo, we're going to use a Helm template for our cluster API manifest and we're going to reconcile any changes using Argo CD. Let's look exactly how we'd be able to upgrade a cluster by using just one command or one commit for our manifest. At this stage, in the top view, you're going to see our cluster. This is a demo cluster with six nodes, three master nodes, and three worker nodes, and this is running in 1.18.8. On the lower level of the terminal, you'll be able to see all our machines. So these are going to be the machine resources. We have a cluster API. As you can see, looking at the name, we're going to have the control plane, which is going to be our master nodes, and we're going to have our machine deployment, which is going to be pretty much our worker nodes. And all of them are running in 1.18.8. To create this cluster, I have used Argo CD, and pretty much I have an application here, which is going to go and look for the Helm chart. So if you look at the application details, we'll be able to see our Helm chart, which is declaratively defined here. So we're going to have a template, fairly standard for that. And the values file we're going to use is the values.demo, which represents 1.18, the amount of replicas for all masters and workers, which are going to be free. And we can further confirm that by looking at our parameters. This is pretty much what we see here. This is going to be our source of truth that we will feed to our Helm chart. Now, we would like to see how exactly the control plane resource works in a real example. For that, we would like to push a new change to our masters. And one of the most common operations we're going to have within an infrastructure team is upgrading your cluster. And for now, we'd like to change the version to 1.19.1. And I'm just going to commit this change with a very meaningful message as well. And I'm just going to push it straight away. Once these changes are pushed, they're going to be identified by our city straight away. Because I have manual reconciliation. If I just hit refresh, we'll be able to see that we are out of sync. We have a new commit. If you look at our commit, there's the only change we've done. So we've changed our version of Kubernetes. And because I have manual reconciliation, I'm just going to hit sync button and synchronize our resources. Now, the most interesting thing is to actually look at how exactly the machine resources behave or cluster API resources behave. As you can see already have a new machine being provisioned. So one for our masters and one for our workers as well. And this is going to be pushed. Another thing I'd like to showcase. If you look for example at AWS straight away, we'll be able to see that we have two instances initializing. So we already have the new machines rolling, at least creating. Once we have a machine being ready with a new version, it is going to be added to the cluster. Let's wait for maybe one or two minutes and see if that's actually going to roll out. The full demo is already recorded as well. We'll make that available on social media. We can attach a YouTube link to that. So you'll be able to see a speed up version of the entire process. But throughout once we have a new machine with a new configuration that is going to be added to the cluster and a machine with all configuration as mentioned is going to be taken down. So there's no patching. There is only need to be able to. Now, let's see if that will progress fast enough for us. Looking back into our AWS. Still initializing. Oh, you can see we have a new machine with 1.19.1 already added to the cluster. It's not ready yet. It will be ready once the networking calico actually is going to be appropriated through. And you'll be able to see as well that a machine. This one, for example, the scheduling is disabled. It is going to move all the pods transition all the pods to a worker to a working node. And subsequently it's actually going to be removed. And this is going to be performed over and over again up to the point in the new cluster, which is going to have all the nodes within the version. So this is going to be confirmed. As you can see, this machine is in the deleting stage. It's going to be removed. So this is pretty much that deployment strategy that powerful concept of how can we really do upgrades with just only one change to our control plane. I will just leave that running for now. It's going to be around 15 to 20 minutes depending on the amount of working notes or master news you have, but pretty much around 20 minutes we're going to have a new cluster, well, the same cluster with the new version. Okay, for the roadmap for the V1 Alpha 4, we are still doing some grooming to see what is the features we're going to add for Alpha 4. But the ones we already know and we are working on that is the ones you can see in the slide right now. We are going to focus on the UX and bootstrap, like have a machine bootstrap failure detection as well. We are going to work also in order more core improvements moving away from core one object to have for us and also like upgrading the dependency like using a QBDM V1 beta 2 types and to support that as well. This aiming like to have the latest QBDM and also aiming to like have more stable and moving to beta one later on. And this pretty much concludes the deep dive we wanted to showcase about cluster API.  The cluster API has been so successful and efficient in just one year and a half because it uses the building blocks principles. It does not concern itself to bring new API importance for Kubernetes to consume its capabilities. It actually builds on top of the existing primitives and making the best use of customer service definitions. A very important thing about cluster API is the fact that it's cloud agnostic. It truly provides that one interface that allows the infrastructure teams to plug into different cloud providers, but more importantly, by reusing these manifests. We would like to have a better management of our clusters overall. And currently cluster API as you can see is under continuous development. So if you'd like to have new features if you'd like to propose a new provider to be integrative cluster API, please reach out to the team and contribute. Now is the perfect time to customize cluster API to use case. If you'd like to find a bit more information about cluster API and some of the knobs and the kind of maintainers point of view, you'll be able to watch the webinar which was provisioned while recorded with help of CNCF. The link is provided below. If you'd like to find out a bit more of how to get started with cluster API, how can you integrate a cluster API with Argo CD and how you'd be able to do this one common line one line commit to upgrade your clusters. I have written detailed blog posts medium and you'll be able to find them there and pretty much get you started on all of these methodologies. If you want to like start contributing like in the project itself, you don't need to have only like coding skill. Like if you write writing skills if you write like writing documentation, writing, writing guides and so on. Like we have a lot of places that you can contribute for that. If you have like more product skills like we can get like collect use cases and compile and do all the stuff like we can see the use cases, and then we can build and plan better features as well. As well if you have coding skills, you can review for requests and become an approver like you can search for help when the tickets are good for issues across the entire cluster API, not cluster API but also the cluster API providers as well. There is a lot of help wanted tickets that we need help on that. If you have any other skills like you can like provide feedback to us, you can make demos you can ask questions you can also join the weekly community meetings and join our slack as well. Like you can also is helping testing the cluster API and then open the issues like to explain what is wrong or what we want to see on that as well. I mentioned if you'd like to have more information about today's talk please reach out to us on social media. We're going to be available on Twitter and team as well please read articles I have on the meeting account and reach out with any questions you have. Enjoy the rest of the conference. Thank you. Thank you.


Hey, were you at the Breakout Festival at the P&E Amphitheater on Sunday, September 18th? We know there were a lot of people who either have pictures or took video of this destructive behavior. Now we're asking those people to come forward to help us identify the people responsible. Their actions put people in danger and cause significant property damage. We've created an online portal so you can easily submit video or pictures to us. We've also established a dedicated tip line for anybody who wants to call and speak to our investigators.


Hello and welcome to the session in which we would look at a leasing problem from LS source perspective. This topic is covered on the CPA exam as well as intermediate accounting. Leasing is an important topic on the CPA exam. So if you are a CPA candidate, what I strongly suggest you do is check out my website farhatlectures.com. I don't replace your CPA review course. You can keep your courses, those are yours. I can't replace them. However, I can be a useful addition. I can add 10 to 15 points to your exam score to help you pass the exam. How so? What's the value that I add? I provide you alternative explanation, backup explanation that's different than your CPA review course, which in turn it might help you tremendously understand your CPA review course. The risk is one month of subscription. The gain is possibly passing the exam. Are you willing to take that risk? Also, my courses mirror image your CPA review course. So it's set up the same way. So you can follow very easily switch between my material and your CPA review course. And if not for anything, take a look at my website to find out how well or not well your university doing on the CPA exam. I do have other courses, resources for other courses, for example, intermediate accounting, the topic that we are covering today. Please connect with me on LinkedIn if you haven't done so and take a look at my LinkedIn recommendation. People who already passed the exam using my system like this recording, share it on YouTube and connect with me on Instagram and Facebook. Let's go ahead and get down to business and start to answer these questions, okay? On June 30th, Adam leased warehouse equipment from Manufacturer Inc. The lease agreement calls for Adam to make semi-annual lease payment of $478.77 over a four-year lease term. Also the asset use for life. That's fine. Payable each June 30th and December 31st. This is when we make those two payment. With the first payment on June 30th, 2021, which is the same date that we signed the lease. Adam's incremental borrowing rate is 9%. This is what we're gonna be using. The same rate Manufacturer used to calculate the lease payment. Excellent, so the interest rate is not an issue here. All good. The first thing they want us to compute is determine the price at which the manufacturer is selling the equipment on June 30th, 2021. So notice, we don't have a price for the equipment. So why are they asking for the price for the equipment? It's because you're supposed to be able to compute this, how so? Well, although they're not giving you the price, they're telling you, you're gonna be making eight annual payments, one, two, three, four, five, six, seven, eight. One, two, three, four, five, six, seven, eight. And notice the one, the first payment is due today, okay? And each payment is $478,767. Each payment is that much. What we have to do at this point is find the present value of those payment today. So remember, this is a present value of an annuity. Also be careful, this is the present value of an annuity due. What do I mean by annuity due? The first payment is due immediately. The first payment we received immediately. Therefore, we have to go to the table where it says the present value of annuity due. Be careful. Now, how many payments are we gonna be receiving? We're gonna be receiving N8 payments. Why? Because it's four years times two, which will give us N equal to eight. Now, the interest rate is 9% annually. We're receiving the payment semi-annually. Therefore, the applicable interest rate is 4.5. Here's the applicable interest rate. And they meet at 6.8927. This is the present value factor that we are going to be using to compute the price of this equipment, the price of this equipment. Therefore, we're gonna take 478,767 times the present value factor of 6.89270, which will give us the selling price of 3,299,997. So this is the present value of the payment, almost 3.3 million. Almost 3.3 million. Okay? Rounding, let's make it. I'm gonna be saying 3.3 million. That's the selling price. So we answered the first question. That's the selling price. And basically the selling price is our lease receivable. Simply put, what we have to do, if we are preparing the journal entry, which let's go ahead and prepare the journal entry, we have a lease receivable, a lease receivable of how much? 2., I'm sorry, 3.2,999,997. And we made a sale, because this is basically a capital lease or a finance lease, sales revenue, 3,299,997, 3.3 million rounding. So this is the price. And if you want the journal entry, this is the journal entry. What amount related to the lease would manufacture a report on its balance sheet, December 31st, 2021, ignoring taxes? So what they're asking is what is the balance of the lease receivable six months later? And what happens six months later? We're going to be making two payments by December 31st. Well, we're going to start with the lease receivable of 3,299,997. And immediately we are going to make a payment. We are going to make a payment immediately of four, I'm sorry, not making. We're going to be receiving the payment because we are the lessor. They're going to be making a payment of 478,767. That's going to reduce the lease receivable. Then the let's see it's gonna, we'll make another payment December 31st. Now, first we have to find out what's the balance as of the beginning of the lease payment. So here's what we have to do first. So this on June 30th, the lease was 3.3 million rounding. Then immediately we reduce the lease receivable by 478,767. Therefore the balance is 2,821,230. This amount, it's gonna accrue interest at 4.5%, which is if we multiply it by 0.045. And that's gonna give us around 126,955. That's the interest revenue. That's the interest revenue we're gonna be earning on this lease. Remember, we have a lease receivable. The receivable earns revenue. But remember, after the first payment, it goes down to 2.8 million approximately. So therefore, what we're gonna be receiving the payment on December 31st, we're gonna debit cash 400, this is December 31st, 78,767. We are going to credit interest revenue, interest revenue 126,955. Okay, let's compute the lease receivable. It's the remaining is lease receivable 478,767 minus the interest revenue portion 126,955. Therefore it's 351812. Therefore what I have to do is reduce my balance by an additional 351812. So this balance here, 2,821,230. I'm gonna reduce it by 351812. And that's gonna give me a balance of, if my math is right, 2,469,418. So let me review this. My initial balance was this much, almost 3.3 million. I made a payment immediately, which brought my balance down to 2,021,230. This amount will accrue interest of 126,955. When I received the payment, 126,955 is interest remaining is reduction in the lease. And it will be, my lease will be 2,469,418. And that's the answer for this question. What line item amount related to the lease would manufacture a report on its income statement for the year ended December 31st, ignoring taxes, manufacturers, equipment had a cost of 2.8 million. Well, if the cost of the equipment is 2.8 million, let's find out how much profit we made on this deal. Profit from selling this equipment. We sold it for 3.3 million, rounding, minus 2.8 million. So this is the profit that we made on the deal itself. So 3,200,999,997 minus 2.8 million. So the profit on the sale itself, it was approximately half a million, 499,997. This is the profit from the sale, from the sale of the equipment, which hopefully this makes sense. In other words, we also have to record the cost of this now since we know the cost, we have to record the cost, which is, we're gonna debit cost of goods, cost of goods, 2.8 million. And we're gonna have to credit the equipment because we lease the equipment 2.8 million. So this is the journal entry when we sold it, okay? The cost is there. But the question is, what should go on the income statement in addition to the profit? Remember, we made the interest revenue of 126,955 plus 126,955. As a result, we made total profit from this deal for year 2020, 1,626,952. Part of it is from the sale of the equipment, from the lease, which is technically a sale, and part of it from the interest revenue. Now going forward, we're only gonna make profit every year from the interest revenue because we already booked the profit from the sale itself from the sale of the equipment. I hope this exercise will help you illustrate the concept that you need to know for the exam because leases is very important topic. And if you have any doubts, please take a look at my website, farhatlectures.com. Once again, I don't replace your CPA review course. I help you understand it differently. I'll give you more examples, which will be very beneficial for you. Again, your risk is one month. This is a long-term investment. Take it seriously, pass the exam, focus on your CPA career and stay safe.


The final item of business today is a member's business debate on motion number 10860 in the name of Claudia Beamish on skills partnerships. This debate will be concluded without any questions being put and I would be grateful if those members who wish to speak in the debate could press the request to speak buttons now please. I call on Claudia Beamish to open the debate seven minutes please. Thank you Presiding Officer. I'm very pleased to have the opportunity to have secured this very practical debate today. I would like to thank my Labour and cross-party colleagues for signing my motion, allowing us to discuss the value of the development of skills partnerships in Scotland. As I'm sure we're all aware, skills partnerships can take many forms and are structured to a greater or lesser degree of formality. What they all have in common however is the purpose of developing the skills of people working in particular sectors through knowledge sharing placements, courses or funding. In many cases colleges or other educational institutions work alongside professional organisations to develop the skills of graduates and school leavers. This enables geographical sharing and also the avoidance in many cases of duplication of courses. Secure jobs with a fair wage are at the heart of our future. The development of skills partnerships is invaluable in helping drive forward job opportunities, career development and transferable skills in all sectors. Although the fair wages are also driven by government commitments. There are many types of partnership focusing on a range of skills required in the working world and I'm sure members present will want to focus on particular areas depending on their own interests and relevancy to their constituencies. I want to give an overview of a selection of skills partnerships both existing ones and others that have a potential including rural, financial and hospitality. I also want to focus more closely on energy skills partnerships where a lot of good work has already been taken forward and these hold great potential for our low carbon future. Members will be aware of good work done by Skills Development Scotland. SDS works with a wide range of national and local partners to support people and businesses to develop and apply their skills and help them to reach their potential. Being able to react to the changing structure of the economy, which is the stated aim of SDS, is essential for creating skills fit for purpose and a strong skills base across Scotland's workforce in a number of sectors. Through their skills investment plans, SDS works to ensure that the future of employment demands are met with allowing the economy to grow in a sustainable way. Sectors such as engineering, life sciences, tourism, finance and food and drink are all addressed by SDS in their investment plans. For instance, the new college in Lanarkshire, which has campuses throughout Lanarkshire, is doing a fine job in developing skills through partnerships as well as working alongside Stirling University to develop potential for a degree programme in dental nursing. They are also working with SDS and the local authority on areas such as engineering through their modern apprenticeship scheme on their motherwell campus. As a regional MSP for South Scotland and a member of the Rural Affairs, Climate Change and Environment Committee, I have a keen interest in rural affairs of course. There are a number of skills partnerships aimed at developing skills in rural and farming sectors, which will help our young people hopefully not to have to leave their own communities. In Dumfries and Galloway, a recent project has been launched to help young people to work in the dairy sector. The unique partnership, which is created by Scotland's rural college, NFUS, Dumfries and Galloway employment tap and SDS, offers school leavers 12-week placements on local farms. As SRDC pointed out in their website, host farmers will have the benefit of working with a young trainee and for the wider dairy sector, this will benefit from an increase in work-ready individuals with references. Turning to hospitality, we all know that this sector is poorly paid very often and that there are poor career development paths. The skills partnership can play a major role in ensuring that young people especially are able to expand their skillset and increase their employment options. Those skills partnerships tend to be based around specific accredited courses. In Glasgow, young people are able to get into the hospitality business and can take a course at the equivalent of standard grade while still at school, which is delivered in partnership with schools and a college. Vocational courses like this give people an understanding of the various roles and responsibilities from working in the kitchen itself to front of house and also develop communication, numeracy and problem solving. Focusing on the energy sector, there are many ways in which the energy market can be organised and it can be very challenging for community groups to develop community energy plans. I've been working with Genross of the University of Edinburgh and organisations active in community energy to develop a MOOC. For those of you who don't know what that is, it stands for a massively open online course on community energy, which can be classed as a skills partnership in itself. A visit to Air College Renewable Energy Department earlier this year really highlighted for me when I met lecturers and students what great changes have been happening here in Scotland. All plumbing and electrical courses now include renewable awareness. There are roofs to fit, solar systems on and turbines to develop maintenance skills through. Air College is part of the energy skills partnership and works with the Crichton in Dumfries and with others. A great deal of work has been done on energy by SDS and the energy skills partnership. In August in a meeting in Hamilton I discussed the work that they are doing in the energy sector and was encouraged to hear of a number of funding initiatives that have been put in place to realise the Scottish Government's ambition, an ambition that we all share of a low-carbon economy in Scotland, giving real strength to new jobs. I was particularly encouraged that the work of energy skills Scotland, an arm of SDS, established by the Scottish Government in partnership with industry, is a way of simplifying access to a range of energy skills, resources and support across the public sector. This involves academia and collaborative relationships with industry, skills stakeholders and the public sector. Energy Skills Scotland quite rightly recognised the need for tailored courses and I hope that through discussing such courses today we will highlight awareness of the opportunities that exist for people who might want to diversify their skillsets. By promoting a number of different career pathways for students it is possible through energy skills partnership that Scotland's colleges can turn this sort of support into real job opportunities and this also contributes of course to the Government's energy policy ambition helping us all to tackle climate change. However, as an MSP in a largely rural South Scotland, I'm always aware of the challenges facing people living in rural and remote and inaccessible areas when it comes to accessing courses of these kinds and there is a significant potential for outreach programmes which I hope that the Cabinet Secretary today will be able to perhaps comment on developing further through Scottish Government support. While it might prove challenging logistically, this is really imperative if we are to enable young people to stay in our communities which we heard a lot about and I see that there are colleagues who are in the rural affairs committee such as Angus MacDonald, we heard a lot about this this morning and it is essential for the way forward. I hope that the Cabinet Secretary will give some reassurance on this and more broadly outline developments through skills partnerships which the Scottish Government intends to support in the future to contribute to job opportunities for young people and those transferring their skills and looking for work when they're coming back from eternity leave and such issues as even mental health and different things that will force a gap in people's employment. I hope that the Cabinet Secretary will be able to comment on this in her closing remarks. We now turn to the open debate, speeches of four minutes or so please. I call Mike McKenzie to be followed by Alex Ferguson. I would like to start by congratulating Claudia Beamish on securing this debate because few things are more important than equipping the next generation with the skills to earn a living, not just to enable our young folk to gain jobs but in order to allow this generation to secure meaningful careers as the basis on which to build fulfilling and productive lives. And few sectors offer better opportunities for this than the energy sector, but I must confess that I'm disappointed at our further education sector in not realising some of these opportunities that are offered by this sector much earlier than they've done. This was first brought home to me in 2005 when I became aware of the Eila wave bus. The first bus in the world to be powered by wave energy brought into service around 2002 had broken down shortly after its arrival and it had sat unused and unrepaired ever since. And the reason for this unfortunate situation was that apparently nobody had the skills or the ability to fix it. Back then I was meeting a lot of people that understood the theory of renewable technologies but very few who understood the nuts and the bolts of the practicalities and I'm afraid that this is often still the case. Even today, throughout much of the highlands and islands, the situation has hardly improved. Numerous small wind turbines, for instance, have developed problems and break down because repair and maintenance skills are still much rarer than they ought to be. Often these problems arise from faulty installation. Many of them are simply because the turbines aren't taught down properly onto their concrete bases. This sets up a vibration which can destroy gearboxes and bearings. This is basic level engineering and the lack of skill and the skill shortages in an industry with so much promise is unacceptable. Installation of smaller skilled renewable technologies across much of the highlands and islands is severely limited and much more expensive than it ought to be because of a lack of installers with the necessary MCS approvals. Correctness situation seems to me to be both a challenge and an opportunity for our further education sector but it's one in which partnerships with employers should predominate. I was greatly impressed by the NIG Skills Academy when I visited that earlier this summer. I'm delighted that the Scottish Government had supported that and this operates in partnership with industry and it offers meaningful and appropriate training. I would like to take this opportunity of congratulating Alastair Kennedy, the chair of that excellent facility, on the excellent work that he's doing there and applaud his ambition to expand the facility either on site or as a franchise model that can be used elsewhere. The skills taught are appropriate to both the oil and gas and the renewable sector and we're told that there are significant skill shortages in that sector. I was also very pleased to learn that the most highly skilled welders are often women and I think that that's interesting because it challenges some of the preconceptions around some of our career and employment opportunities. We need to overcome those cultural perceptions that those kind of careers are unpleasant, un-rewarding and only for men. We need to encourage our further education sector to become better at anticipating economic opportunities and developments and offer training in appropriate and relevant disciplines. We need to encourage them to work more closely with industry and employers to make sure that training dovetails more closely with actual requirements. Skills partnerships are a step in the right direction. I'm more than happy to take part in this debate, although, as I discovered when giving a few opening remarks at the start of an event to commemorate the life and works of James Clark Maxwell in my constituency last Saturday, I now have considerable difficulty in talking in any language other than what I can only call referendum speak. I'm so focused on all our efforts being, I think, over the last month that talking about anything else requires, for me at least, great powers of concentration that I hope I have, but I will try very hard not to stray from the subject, Presiding Officer. The subject of the motion and I will of course start like others by congratulating Claudia Beamish on bringing it to the chamber this evening. I want to concentrate my few remarks on the impact that skills partnerships can and indeed should have in rural Scotland. I very much agree with the section of the motion that states that Parliament believes that skills partnerships are a vehicle through which collaboration between colleges for outreach work can take place, particularly in rural areas, where courses can be inaccessible. Consider that in the case of energy skills partnerships, this approach ensures that the right skills are being delivered. Ever since I became an MSP, I've tried to argue wherever it was right to do so, that colleges in particular and indeed our universities need to deliver the skills and training that are most needed within the local economy. And while I'm sure that that will be true in all parts of Scotland, nowhere is it more so than in my own region of Dumfries and Galloway, and it's there that I believe a perfect example of the worth of skills partnership can be found. The minister will be, sorry, the cabinet secretary will be aware of this example because I know she visited it in April 2013. Scottish Power is at the start of a massive, and some would say long overdue investment programme in south west Scotland, including indeed involving the renewal and replacement of almost all of its existing infrastructure. Clearly that opens up a wealth of job opportunities for skilled engineering and construction jobs, and Scottish Power, in their wisdom, have identified that local knowledge alongside the required training could only be an added benefit to any employees in such a rural part of the country. So in conjunction with Dumfries and Galloway College, Scottish Power Energy Networks have developed a specialist 12 week course to provide a group of already semi qualified and semi skilled individuals with the necessary training to become fully qualified main overhead line contractors with automatic full time employment guaranteed on completion of the course. Now that has to be an almost perfect example, I believe, of the theory of skills partnerships actually delivering the best possible outcome in a practical way. Local people locally trained in skills that are badly needed within the local economy. It cannot possibly get much better than that. And there are many other fine examples, Claudia Beamish mentioned some, but I do suspect that there will be many examples of skills partnerships that are perhaps less effective, where it's not quite as joined up in its thinking. And there is perhaps a danger in some cases that they can become something of a tick box exercise. And I ask myself sometimes are skills partnerships really needed or perhaps needed is not the right word, but effective perhaps is the right word within the hospitality section that was sector that was mentioned or indeed within public service. Now I suspect not, but I'm totally open to argument on that. I think what I'm really trying to say just as I close, Presiding Officer, is that we perhaps should take a long hard look at the many and varied examples of skills partnerships that now exist across the country and should evaluate those that work best. In terms of delivering for the local economy and take a hard look at those that don't. As always, we should then encourage and expand the identified examples of best practice and think again about the rest. Thank you. Many thanks and I now call Margaret McCulloch. Thank you Presiding Officer. Can I also congratulate my colleague Claudia Beamish for securing this evening's debate? This is a welcome opportunity to discuss skills partnerships and their contribution to the economy, not just in the south of Scotland, but across all of Scotland. And I'd also like to add that I'm also the joint convener of the cross-party group for skills also. The college sector has been the focus of rigorous debate in this Parliament in recent years and rightly so, but just as we debate our differences, so too must we recognise innovation, progress and potential. The purpose of skills partnership, as I see it, is to provide a better level of collaboration among Scotland's colleges, training providers and specific industries. It's to map the opportunities available in different sectors, to plan the investment needed to nurture those opportunities and then to coordinate how those opportunities are made available to people who are training, progressing into work or looking for a decent start in life. Training and college learning can better reflect the realities of work in key sectors, with a greater emphasis on workplace learning and more of an understanding in the FE sector of the skills needs of industry. Both the motion before us and the Wood commission report itself draw particular attention to the energy skills partnership, and that is what I want to focus my remarks on. We can see how that partnership is making a difference in the south of Scotland. Training for overhead linesmen at Dumfries and Galloway College, the prospect of further training in joint and cabling, work with SDS, Dumfriesshire and Galloway College and Air College to develop winterbind training. The energy skills partnership serves Scotland as a whole. It must assess the demands and the skills needs of the energy sector in every part of Scotland and focus partners and providers on addressing them. In my own region, South Lanarkshire College, Fwrth Valley College and New College Lanarkshire all participate in the energy skills partnership. South Lanarkshire College, in conjunction with the local authority and Skills Development Scotland, has actually established an energy academy in their campus. Working with business, the energy academy helps to build the capacity of companies that can create green jobs in the installation of micro renewables, energy efficient boilers and the maintenance of wind turbines. The energy skills partnership ensures that the good work being taken forward in South Lanarkshire to strengthen the skills base in the energy does not happen in isolation. Throughout the energy sector, the skills partnership helps to meet the demands of employers and the aspirations of trainees. It develops pathways for progression into work or further learning and it can indeed help us to green the Scottish economy. The collaborative effort exemplified in skills partnership is essential in developing skills in the energy sector and in other sectors of importance to the Scottish economy. Partnership itself is not enough. We need to see results. We need to support our colleges, our training providers and local employers. What we have before us is not the finished article but a model and a principle on which to build. Many thanks and I now call on Angela Constance and invite your cabinet secretary to respond to the debate and if you could do so in around seven minutes I'd be grateful. Thank you, Presiding Officer. I'm very grateful to Claudia Beamish for her very practical motion and indeed the consensual debate that has ensued. She is quite right to highlight the tremendously important work of skill partnerships in south of Scotland and across the country, along with the crucial role that our colleges and our employers make. The Government has long been committed to developing a skills system that is aligned to employer and local labour market demand. Even prior to the report from the Commission for Development of Scotland's Young Workforce, we believe that it was critically important to Scotland's economic growth that we provide employers with a workforce with the right skills and expertise that will enable them to compete in what is becoming an infrastructure. We have never increased the international market and that is reflected in the Government's economic strategy and the post 16 reforms. I believe that this commitment has put Scotland in a good place. Findings from the UK Commission for Employment and Skills show that employers in Scotland are doing more to develop the skills of their staff in comparison with the rest of the UK, with 65 per cent of employees receiving training. Additionally, the majority of employers find education leavers well prepared for work, with 78 per cent of employers satisfied with the work readiness of college leavers. However, that does not mean that we can sit back. We have to ensure that employers continue to have access to a highly skilled workforce and, importantly, that our young people have the chance to start and progress in the exciting careers that can and should be available. I was pleased that Claudia Beamish spoke of the good work done by Skills Development Scotland through the development of the sectoral skills investment plans. She is right that those have been done in partnership with industry and wider partners and seek to better understand what skills and expertise employers need now and in the future, so that we can align our provision accordingly. A number of those plans have already been published for sectors, including energy and digital technologies, with further reports for other sectors due later in the year. The key benefit of those plans is that they are developed collaboratively between employers and the public sector, as are the actions that are agreed to meet the skills demands. Building on that success, Skills Development Scotland has also been working with the Scottish Funding Council, local authorities and others to develop regional skills assessments. That is with a view to help to improve the understanding of the skills and labour market demands within the regions. I believe that that is particularly important for the highlands and islands and rural Scotland. Those skills assessments will provide the valuable information and insight to help college regions and wider employability providers to understand what employers in particular regions need. As highlighted in the motion, there are a number of very successful skills partnerships operating across Scotland, including, as mentioned by a number of speakers, the highly successful energy skills partnership. Those partnerships provide a great vehicle for employers to engage with learning and training providers to allow them to inform and influence provision to better meet their needs. However, that can only benefit employers and, crucially, employment prospects of young men and women across Scotland. It is also imperative that we ensure that skills investment plans and the various partnerships that they all connect with each other, particularly with the young workforce agenda. If you like, we try to collaboratively corral the extensive work that is out there across various sectors. Ms Beamish also made the very important connections with the low-carbon economy and the on-going aim to tackle climate change, which we are all signed up to collaboratively as parliamentarians. I am grateful for the opportunity to reiterate the importance of the ambitions that are outlined in the young workforce report. As I said to Parliament earlier this year, I believe that its conclusions are inarguable, and I judge it to be imperative that we transform the employment prospects of young people in Scotland. That is why we are working jointly with local government and others, but, crucially, employers on that agenda and implementation plans will be brought back to Parliament later in the autumn. I acknowledge, as Ms Beamish outlined that, in implementing the recommendations of the young workforce commission, that we are building on an array of exciting and innovative partnerships right across the country. Both Claudia Beamish and Margaret McCulloch spoke of the good work that is going on in Lanarkshire. The importance of those partnerships to sustaining the rural economy and Ms Beamish in particular mentioned the importance of flexible and outreach courses, the MOOCs in particular. If I can give her an undertaking that either I or Mr Russell might write to her and give her a good overview of provision in that area and the plans to improve in that area, because I know that it is an area that the Scottish Funding Council has been looking at over a number of years and have established some very important learning networks. With regard to Mike McKenzie's disappointment and critique that he provided, I draw his attention to the good work that is being done with Energy Skills Scotland and the Scottish Government in terms of the massive investment of £0.5 million in the wind and marine training network. We have also made good progress with wind turbine and maintenance modern apprenticeships. Energy Skills Scotland has been successful in ensuring that there are 1,000 transitional training places in the energy sector. That is particularly important for some of the groups that Ms Beamish spoke about in her opening remarks. If I can say to Alex Ferguson that I do remember that great visit to Dumfries and Galloway College, who are doing great work with employers, significant employers in the energy sector, and I was quite overwhelmed with the young people that were climbing on those overhead lines to do some all very crucial maintenance work. That is a great example of collaboration. I think that we always have to have a close eye of scrutiny about what works. We will always learn from what works and what does not work quite effectively. The important thing about skills partnerships is that they are done collaboratively. I know that we have spoken in detail about the energy skills partnership, and I have no doubt that the success of that will be replicated in other sectors across Scotland. However, it is important—I am sure that it is a point that Mr Ferguson may accept—that we have to work collaboratively with employers, and it is not as simple as the Government tells employers what to do. Finally, I want to pay tribute to the good work that has been done with the colleges, the length and breadth of Scotland, who are outward looking and embracing change and working very closely with employers to improve the employment prospects of people of all ages. That concludes Claudia Beamish's business debate on skills partnerships. I now close this meeting of Parliament.


guys subscribe and turn notifications on leave a like and drop a comment down below get here first and win giveaway calls i will pin as first comment on some of my videos be fast and good luck what is going on guys welcome back to the channel on our parish yeah you've been here today i bring you one of a destiny 2 video and today we check out how to get new season 5 pinnacle weapons which look amazing but before we go any further guys if you do enjoy the video and would like to show you support you can by hitting that like button and if you are new around here and enjoy daily destiny 2 videos be sure to subscribe so the black armory is here pretty soon less than two weeks next week with their weekly reset we get an update starting season five with it new pinnacle weapons to earn this week at bungee covers all of them how to get them and what is special about these weapons so let's get into that season of the forge is kicking off next week with it comes a new pinnacle weapon to earn in the crucible we received a lot of feedback that you would also wanted a pinnacle weapon to work toward when pitted against the environment good news we have two for you vanguard strike missions and gambit are being added to the list of worthy pursuits with coveted trophies to be claimed they won't take as much of a time commitment as the crucible reward does but they will still require some dedication to their activities we asked sandbox designer victor and the center to give you a full rundown on all three pinnacle weapons for season five quoting victor we have heard your feedback and requests for weapons akin to lunas how to earn in non-crucible activities like gambit and to meet that demand we've created three pinnacle weapons i do hope you'll enjoy them vanguard weapon loaded question high impact fusion rifle offering arc burn loaded question unique perk is reservoir burst when the battery is full your next burst deals additional damage and causes enemies to explode on death this one went through a couple of cycles originally had a completely different perk that didn't quite make the cut we tried a version that only had damage bonus but damage bonuses can sometimes be hard to appreciate when you're using a special weapon against lower health enemies so explosions on kills were added to really sour the oomph and deal with waves of clustered enemies and we can see on the screen that looks pretty sweet i mean let me look sweet there but it just looks like your standard or fusion rifle in-game does it nut so how do you get the loaded question where you pick up the quest from Zavala so that's how you start it complete all the following objectives and it states you can earn progress towards these goals or at the same time 500 fusion rifle kills in any strike or nightfall 1000 arc kills in any strike or nightfall 40 strike or nightfall completions once you've done these head back to Zavala to receive a fully masterworked loaded question so you can do these objectives at the same time so you could just do 40 strikes using an arc fusion rifle and probably get well he will get this completed within 40 strikes but again once you've done that head back to Zavala to receive that loaded question pretty damn cool so the gambit weapon the break neck precision auto rifle kinetic break next unique perk is onslaught this weapon's rate of fire increases as you stack rampage when the plan was made to create more pinnacle weapons for a variety of activities and not just a crucible we had to think of something that would fit the activity this was intended to be a workhorse for gambit encounters we're killing a large number of enemies very fast in the name of the game for a significant portion of it so something with rampage was an obvious starting point pinnacle weapons occupy an interest of space in the sandbox where we can take what is normally a legendary effect like rampage and expand on that idea further we did it with outlaw and desperado and we're doing something similar here for rampage so how do you earn this epic looking auto rifle which you can see on screen now pick up the quest from the drifter once season five starts complete order following objectives you can earn progress towards these goals at the same time 500 auto rifle kills 100 auto rifle multi kills 150 challenging enemies defeated 40 gambit matches completed complete all the objectives and head back to the drifter to receive a fully masterworked break neck and this weapon looks absolutely amazing i'm not gonna lie at the three we will see today and learn about this is definitely the one i will be chasing first so moving on to crucible's new pinnacle weapon the mountain top lightweight grenade launcher which is a kinetic weapon the mountain tops unique perk is micro missile the weapon fires in a straight line and has a massively increased projectile speed in addition to the above benefits the projector instantly detonates on the environment instead of bouncing like a traditional grenade launcher unless you have sticky grenades selected this weapon was created for a few reasons other than the militia's birthright we haven't created any new lightweight grenade launcher since forsaken in general it's a pretty underrepresented weapon type this game was an opportunity to explore it as a pinnacle crucible weapon and add more variety to the mix of what you'll use and have used against you the feeling of getting a direct hit for that instinct kill is satisfying so the weapon was built to support it but to give it more options it's also the only lightweight grenade launcher with sticky grenades for those of you who want a more tactical approach to the crucible this thing is going to be an absolute must i mean if it kills somebody with a direct impact i mean it could be a monster i look forward to seeing how it actually plays out in pvp so how do you earn the mountain top the quest you earn this weapon lives up to the weapon's name it's going to take some dedication we did change it up this season so you can do some of these steps in a non-competitive playlist if you choose but you will progress quicker by playing in a competitive playlist you still need to rank up the lowest score to fabled in the end to claim the weapon step one reach glory rank brave within a season step two each objective earns you progress per action in any playlist and players can earn substantial bonus progress by completing these objectives in the competitive playlist in the crucible and grenade launcher final blows 750 total points non-competitive playlists kills can at three points competitive playlist kills can as 10 points so 75 kills in a competitive playlist with grenade launcher does this part rapidly defeat groups of enemies or more opponents 200 total points non-competitive playlist double plays two points subsequent kills after double players one points in the competitive playlist double plays five points subsequent kills after double plays an extra two points and calculated projectile medals 100 total points non-competitive playlists medals earned one points competitive playlist medals earned four points step three reach glory rank fabled within a season after you've reached fabled you can come down from the mountain top and return to your Lord Sharks to receive the mountain top grenade launcher so that's a crazy ass quest for sure i mean i can't use grenade launchers to save my life but i'm gonna have to try and get this i really am quite bungee again we got a lot of feedback from players that they didn't want splitting their progress towards the crucible clinical quest all these objectives user can't wide construct so players can complete these objectives on any character that's pretty cool they should give you an idea of how clinical weapons work in season 4 next week you can start earning them and see for yourself so that's pretty amazing people it really is so three new clinical weapons to farm for we have the loaded question fusion rifle we have the brick neck auto rifle and we have the mountain top grenade launcher epic so we're going to cover the bungee foundation what stated within the weekly twab the bungee foundation aims to reduce distress and suffering in children through entertainment on a daily basis this is us working with hospitals to put games into the hands of young people whose hearts need a lift there are moments however when we expand our mission to include others who also need a helping hand our hearts are with all those who have lost their homes or beloved ones by their ongoing california wildfires by purchasing the destiny to bungee foundation pin between now and the 31st of december 2018 100 percent of the profits will be donated to direct reliefs effort to support we have been proud to partner with direct relief on a variety of disaster relief efforts due to their unwavering dedication to the people they serve trump support using customized methods that specifically meet their needs of each situation and full transparency and the use of all donor funds please help us in supporting the amazing work they're doing for the residents and the first responders in california so that's definitely something you should be checking out people and i will obviously post a link that i read to this within the video description great great cause for sure lastly guys we're going to cover is a new web comment coming called kade six heroes may die but their stories are forever told and some heroes have more stories to tell than others kade six had a job to do so he gathered a trio of unlikely trial makers and headed to the reef the plan was to hunt fallen barons in the tango chore the plan was to bring outlaws to justice maybe the plan didn't go so well or maybe it did it depends on who you ask after all when someone goes looking for trouble sometimes they find it kade six is part one sets the stage for a showdown between kade six and the vile scorned barons who eventually helped claim his life kade six part one was released on 27th of november 2018 in all supported languages so feel free to check out our web comments while you can via the link which i'll put within the video description people but yes it looks pretty cool if you ask me i cannot wait to get my hands but guys that is it for another video if you want to go through the entire twab you can do a few updates and minor bug fixes which i do mention at the bottom if you want to check that out or also but i've covered the most interesting parts in my opinion now if you guys enjoyed the video leave a like really does help me out tell me down below in that comment section what the first pinnacle weapon you'll be chasing in season five but guys thanks as always for stopping by hopefully you enjoyed the video if you did leaving a like really helps out and hopefully guys i'll see you on that next one


I have a problem with this identification. I don't know where it starts. It happens quite often that I wake up and there is nothing. And then it takes a moment, two moments, I don't know how long, and something happens and there comes that first thought or picture. And then suddenly the whole universe is there. At that moment there is no identification. It's happening within a quietness of awareness, just a movie unfolding. But my problem with some of it is anger. We were talking about anger a little bit yesterday. And in these last two, three years I experienced a lot of rage, I would say, anger, rage, frustration caused by circumstances which are media and experience of political events. And I was wondering whether that is triggered in a certain way to make me part of that evilness or is that evilness me? When you wake up in the morning there is no identification and that identification slowly builds. It builds through a reconnection with the memory of the system. The thing is that that state when you wake up in the morning and there is not as yet the identification, that is actually the pure state of surrender because the system is not listening to the ego in that moment. It is simply there and it is not in a functional state of an identified being. So that is one thing. The reason why that experience of is-ness is there is because there is no ego at play for those few moments and then the ego starts to take over and then it is a question of how much do you give in to the ego or not? This rage and frustration you speak about in the terms of the neo-advaitin approach are called pictures that you either associate with or not. The thing with all of this is it's a matter of interpretation and they can be interpreted as pictures that are happening with which you either associate or you don't or they can also in very deconstructed material terms be attributed to actual waves, electromagnetic waves that are taking over the system which have as much a place in a spiritual quest or in a spiritual approach as the so called spirit does because spirit is matter. That is what is being said here. It is all matter and so when your system experiences rage to associate that rage as being something which has evolved in your system is essentially to accept ego. But if the approach is that that rage or that anger is something which has taken over the system because the system called Sudama a very beautiful name by the way has lost its surrender in that moment. You cannot be angry, you cannot be enraged if you are in surrender. So the approach of the neo-advaitin is to attribute everything that happens as a sort of an image on a screen which you either relate to or not. But the approach taken here, the aim of which is to expand the consciousness within your system. If you don't leave, if you don't detach, if you don't consider what is happening to you to be an image, then you also realize that it's a real thing. And so you take on, you become Arjuna on the battlefield of Kurukshetra.  So what if you were to say that this anger that is happening firstly is not me, it is something that is taking over this body and I'm going to refuse it entry. It is something which is collectively there in the atmosphere. I was speaking yesterday about how anger erupted about 20 years ago when the knowledge was manifesting. I was curious about this whole anger thing because it's quite something, it's a powerful thing around all the time. And what was received was that it was born out of the first and early attempts of early human beings, the Rishis at that time, all around the world to experiment with the sexual energy. And they tried to see what will happen if that sexual energy is first suppressed, then allowed to expand but then contracted again in the system.  And through those experiments in the suppression of that sexual energy, anger was born as an emotional phenomenon in the collective atmosphere. So when you are getting angry, if you see that anger as something in any way connected to you, then it becomes yours. And in other words, you're bending to the ego. But if you were to say, no, this anger is entering my system, certainly one can say these are semantics, but semantics also do influence how you live your life. So then you say, okay, I'm not going to allow this, I'm pushing it out because it's a face of the ego.  This system called Sudama is anger free. The moment when that happens, it happens because there is surrender. You cannot get rid of anger in the system unless you bend in surrender for a given moment. You're bending in surrender to the truth of your system. And in that moment that anger has no place. It's a two way sort of action. And the more you bend, the less anger in the system, the deeper you bend, the more you live in the truth, the less anger in the system.  It's a result of something inherited. You're German. You have inherited a nice, very colorful inheritance. But also it is the socialization process that propels that anger. And there is a reason underlying that. And that is that this now applies to you from what I'm sensing that there has been a lifetime of searching there. I'm finding also. And now you're sort of zoning in into actually touching the truth with your fingertips. You're sort of encircling. But that thing has not happened yet. So there is a sort of, I wouldn't call it a rage, but a deep readiness and a tinge of almost anxiety, angst in German, I would say, that this won't happen in this lifetime. So that causes all these other things to rise. And the moment you start to zone in on the truth, on the Antar Guru, on the Antar Atman, you're suddenly going to lose all of that anger and rage. It will fall away. There's no question about it if you do the practice of tuning in, you know, and the moment you feel even a small vibration of anger, it's out. It's a no because it is the ego in action, a hankar. So when you take up that practice and it'll go very fast with you, because you seem to have a lifetime of seeking and finding behind you. So at one point you also have to find it and touch it with your fingertips, you know. And if you have spent so many years detaching neti neti, I'm not this, I'm not this, I'm not this, then of course you're also not that. So now you have to go into surrender mode and tune in and touch the truth with your fingertips. That's self-realization. And it is extremely near for you. You're just there. That anger will fall away very fast. In fact, I don't see it so much in you. I think you're also over, like, you know, even a little bit of anger for you appears to be a lot more likely like that, I would say. So take up the practice and see what happens. Experiment. What do I have to do? Or what do you have to do to do that? Technically, every time you undertake an action in the beginning, especially of this kind of a practice, you're asking yourself, where does this action come from? Where does the urge to this action arise from? Is it arising from the truth of this system or is it arising from the ahankar, from the ego? And if it is arising from the ego, if you sense, then you cannot take that action. Then you step back. You wait.


Live from Washington D.C., it's theCUBE, covering AWS Public Sector Summit 2018, brought to you by Amazon Web Services and its ecosystem partners. Welcome back to the nation's capitol. I'm Stu Miniman and you're watching theCUBE's coverage of AWS Public Sector Summit 2018. Joining me for the wrap up of day one, John Furrier, Dave Vellante. So John, thanks for bringing us down. So you were here last year, we've interviewed Teresa Carlson a number of times at ReInvent, but got to start with you since of course you were here last year watching this explode. I said this reminds me of like ReInvent three years ago, how big it is, 14,500 people, wow. Yeah, so you're right on. This is definitely a ReInvent kind of vibe and in a way to describe what happened with Amazon ReInvent, their annual conference, which we were at the second year, 2013 and have been every year. ReInvent got bigger every year and just became more prominent and the solution scaled, the number of announcements and as we know, Amazon today is packed, it's the bigger than ever. The public sector market, which is defined as government, education, and global public sector countries like Bahrain and other countries is really the target. They have unique requirements. So what's happening is that that market's being disrupted and there's been similar moments in the public sector here in the United States that as well known, the fail of the website Obama, the healthcare site was won, government initiatives that have been going on. The government is not modern, right? And people are frustrated. The IT workers are living in cages, they're strapped in, it's like not good. The tooling's old, old client server, old vendors like Oracle and IBM and others that are trying to keep that business and they're not modernizing. So this modernization wave has hit the public sector across the board and what's happening is they could actually build newer systems faster and get lower costs, more efficiency done faster and this is disrupting not only their business model but how they buy technology, the role of the supplier in that piece of the equation and also just overall faster innovation. So this is driving it. The shocker of all of it is the security conversation has been up leveled and meaning it's not a real issue. Certainly the security is a real issue but in terms of a barrier that stops everything, that's not the case anymore. The CIA is really the most notable that came on and said the worst day in cloud security is better than anything we got working today. So that's a really interesting thing in the Department of Defense Jedi project is billions of dollars that would have gone to say an Oracle and IBM and all the incumbent or Beltway bandits as they've been called. That those days are over. So that to me is a really exciting thing for the country but Amazon is running the tables too. So again, this year more the same, bigger, big agencies, small partners and big all riding the wave of growth and it's a new operating model and again we'll predict it here in theCUBE as we always say and then we'll be right again. This is going to be a special market for Amazon going forward. Yeah I think the government market is definitely a microcosm of the overall marketplace. As John said, it's very bureaucratic, they're slower to move, you get a regime change every four or eight years, there's a lot of turnover. It's really hard to get, okay we're going to go strategy because the strategy is a start, stop. It's a near to midterm strategies are affected in the government. Obviously there's a greater focus on security. Cloud addresses a lot of those. We certainly heard that from the CIA. I don't think you could talk about cloud and federal without talking about that milestone CIA deal. That really was a watershed moment. It was a wake up call to the old guard. IBM as you might recall tried to fight the government and because they awarded Amazon, the CIA awarded the contract to Amazon. IBM lost that case, they were eviscerated by the judge. It forced IBM to go out and pay $2 billion for software. It was years later that Oracle really got in. So Amazon to an earlier guess point has a huge lead. The estimate was five to 10 years I heard over some of the legacy suppliers, interesting. Not sure exactly where Microsoft fits in there, Stu I'd love to get your thoughts. But the thing about cloud that we've, John you talk about being right, for years we've talked about the economics of cloud, the scale of cloud, the marginal economics, looking much more like software and that's clearly been to Amazon's advantage. And they're mopping the floor with guys who can't keep pace. And so that's played out in a big way and this seems to be a winner take all market or a few companies take all market. Yeah, the thing that I actually wanted to comment on that's really interesting to dig in here is if you talk about application modernization. Yes, it is super challenging and it's not happening overnight but have heard universities, nonprofits, they're moving, it's not just mobility and moving to the web, but talking about how they are decoupling and creating cloud native microservices environments. So I was talking to a large government healthcare organization that was super excited to show me how he was going to take his really old application and start pulling together services at a time. And he's like, I've got 130 services and here's how I'll stick a router in here and I'll start pulling them off to the cloud. I talked to a big university and said, how are they going from my data center which I'm out of power, I'm out of capacity, I'm going to use like the VMware thing but over time I'm moving to containers, I'm moving to serverless, that modernization. We know it's not moving all of it to the public cloud but that migration is happening, it is challenging and as I've said many times that many of these Amazon shows Dave and John, it's the companies that come here, they're the ones that are trying cool stuff, they're able to play in some of these environments and they make progress.  It's like, how do I leverage my data and give back to the communities I serve, help charities, help our communities and do it in cost-effective ways. And Stu, I want to say Dave, I just saw Theresa Carlson just came by the queue, we give her a wave. She's the CEO of Public Sector, that's I call her the CEO. She's the chief, she's in charge. Andy Jazz is the CEO of AWS. But again, Public Sector is almost its own little pocket of AWS. Her leadership I think is a real driving force of why this is successful so fast. Theresa Carlson is hard charging, she knows the government game, she's super nice but she can fight and she motivates her team but she listens to the customers and she takes advantage of that Amazon vibe which is solve a problem, lower prices, makes things go faster, that's the flywheel of the culture and she brings it to a home of the level. She's brought together a group of people that are succeeding with her. She leans on her partners, so partners are making money. She's bringing in cloud native kind of culture, I mean, CrowdStrike. You can't get any better than seeing guys like CrowdStrike raise $200 million today announced worth over $3 billion because they built their system to work for CloudScale. Cloud Checker, another company. Purpose built for the cloud and it's extremely successful because they're not trying to retrofit an enterprise technology and make it cloudified. They're actually built it for the cloud. This to me is a signal of what has to happen on successful deployments from a customer standpoint and I think that's what's attracting the customers and they will change their operations because the benefits are multi-fold and they're pretty big. Financially, operationally, culturally, it's disruptive so I think that's a key point. Yeah, and I think again, this is a microcosm of the larger AWS which is a microcosm of the larger Amazon but some of the things we heard today, some of the benchmarks and milestones from Teresa on the keynote, 60 consultancies that she put up on the slide, 200 ISVs and SaaS companies, 953rd party software providers, this is all GovCloud and then Aurora now in GovCloud which has been, you know, you see it lags, right? Database. Amazon Inspector, you heard a lot about database, Amazon Inspector which manages security configurations. We heard about the intent to go forward with the VMware partnership, the VMware cloud in GovCloud. So it's a little bit behind where you see the Amazon web services in commercial but taking basically the same strategy as John said, the requirements are different. I also think, Stu and John, it's important to point out just the progress of AWS. We're talking about tracking to $22 billion this year, they're growing still at 15% at that massive number. 26% operating income, their operating income is growing at 54% a year. So just to compare Amazon web services to other so-called infrastructure providers, HPE's operating income is 8%, IBM's is 9%, VMware which is a software company is 19%, Amazon's a 26% at Cisco level of profitability. Only companies like Oracle and Microsoft are showing better operating income. This is that marginal economics that we've talked about for years and Amazon is crushing it just in terms of the economic model. And they bring it to the public sector. Can you imagine the disruption for that incumbent mindset of these government kind of agencies that have been, the frog in boiling water for so many years around IT. It's like, boom, what a wake up call. I mean, this is just, I mean, if you know IT, you know what it's like. Older tools, huge budget cycles, massive amounts of technology treasure in terms of time to value. I mean, Stu, you've seen this movie before. Yeah, absolutely. And it's interesting. Some of the things we heard is there's challenge in the government sometimes moving from CAPEX to OPEX. The way that government is used to buying is they buy out of the GSA catalog. They are making that move. We actually had on the federal CTO for Cohesity came from the GSA and he said, we're making progress as an industry on this. Dave, you mentioned a whole lot of stats here. I mean, year over year, Q1, Amazon was up 49% revenue growth. So, you know, you always hear in the news, it's like, oh, well, market share is shifting. Amazon's still growing at such a phenomenal pace. And in the GovCloud, one of the things I thought was kind of interesting that gets overlooked is that GovCloud is about five years. It's actually, no, it was launched in August of 2011. So it's coming up on seven years. It's actually based out on the West Coast. They have, you know, GovCloud US East is coming later this year. And we talked in the VMware interview that we did today about why some of the lagging. You need to go through the certification. You need to make sure there's extra security levels because there's not only GovCloud, then they've got the secret region and the top secret region. So special things that we need to make sure that you're FedRAMP compliant and all of these things. And, you know, Amazon is hitting it hard and definitely winning at this stage. And they have a competitive advantage. I mean, they're running the table literally because nobody else has secret cloud, right? So Amazon, Google, others, they don't have what the spec requires on these certain, these big agencies like the DOD. So, you know, it's not a sole source deal. And we saw the press that President Trump had dinner with Stafford Katz CEO of Oracle and that Amazon, you know, people are crying foul. Make it a multi-cloud multi-vendor, kind of be fair, you know, fairness. Amazon's not asking for sole source. They're just saying, we're responding to the bid. And we're the only ones that actually can do it. John Wood, for the CEO of Tello, said it best on theCUBE today. He was like, Amazon is well down the road. Five years advantage over any cloud. Five years, he said. But there's no compression algorithm for experience, right? Right, but this is a real conundrum for the buyers, the government buyers, the citizens and the vendors. So, typically, you know, let's face it, technology, IBM, HPE, Oracle, Dell, I think I can all pretty much do the same thing if they have to. They got software, Cisco, whatever. They got their different spaces, but head-to-head, they all pretty much can do what the RFP requires. But what you just pointed out, John, is Amazon's the only one that can do a lot of this stuff. And so, when they say, okay, let's make it fair, what they're really saying is, let's revert back to the mean. And is that the right thing for the citizens? I mean, that's the kind of question that's on the table now. As a citizen, do you want the government pushing the envelope go when we begin? So crowd-strike, why go backwards? Right, but that's essentially what the old guard is saying. Come back to us, make it fair, is that unfair? You're too successful. Let the competition catch up so it could be fair. No, they got to match up the value proposition. And that, fundamentally, is going to put the feet to the fire of the government, and it's going to be a real critical tell sign on how well real, how much teeth to the mission that the government modernization plan is. If that mission would be modernizing government has teeth, they will stay on the course. Now, if they have to wait to catch up, that's great. Now, I can already hear it on Twitter. John, you don't really know what you're talking about with Microsoft, they're right there. Okay, you can say you're doing cloud, but as they teach you in business school, there's diseconomies of scale to try to match the trajectory of an experienced cloud vendor. Stu, you just mentioned that. Let's explore that. If I want to match Amazon's years of experience, I can say I'm up there with all these services, but you can't just match that overnight, there's diseconomies of scale, reverse proxies, there's technical debt, all kinds of stuff. So Microsoft, although looking good on paper, is under serious pressure, and those diseconomies of scale creates more risk. That more risk is more downtime. They just saw 11 hours of downtime on Microsoft Azure in Europe, 11 hours. Well, 11 hours, that's a massive, it's not like, oh, something just happened for a day. Here's the behind the scenes narrative that you hear from certain factions is, hey, we hire people, let's say I'm talking about Microsoft, we hire people out of Amazon too, we know where they're at. We think they've, we've narrowed that lead down to six months, you and I have both heard that. When you talk to other people on the other side of the table, it's like, no way, there's no way. We're moving faster. In fact, our lead is extended. So the proof is in the pudding, you know, and the results that you see in the marketplace. And just to build on that, the customers, Amazon has the customers, you've talked to anybody that's in these agencies, like any industry, they're all moving around. Not only the federal, but, you know, I had a great interview with Nutanix this morning. He said, this was the best collection of state and local government that I ever had. It's like, I got to meet all my customers in person last year when they came here. So the Fed kind of sets the bar and then state, local, education, they all learn there. So as you said, John, Teresa and her team have really built a flywheel of customers and those customers, they understand the product, they're going deeper on that. But look, look, Microsoft has success where it has a software state. I mean, clearly, and there are a lot of Microsoft customers in the government and they're going to do very well there. But it's really different. We're talking about the inventor, essentially of infrastructure as a service in public cloud and Amazon with a clean sheet of paper. And it- And Microsoft and Google and others, they have to catch up. So really, if you look at them, let's compare and contrast. Amazon first mover, they did the heavy lifting up front. They win the CIA deal a couple of three, four years ago. Now they're going to win the DOD deal and more. So they've got the boilerplate and they got scaled, economies of scale. Microsoft's got to catch up. So they got this economy to scale. Google is kind of backing out. We heard some Google employees revolting because they don't want to work on these AI projects for drones or whatnot. But Google's approach is not trying to match Amazon speed for speed. Speed for speed. They're staying with, they have leverage. They're Android, they're security. Data. So Google's taking much more pragmatic and they're humble of their thing.  Microsoft hasn't yet said that. They just trying to level up. I think if Microsoft takes that approach, they will do well. Microsoft. Well, you got to give Microsoft a lot of credit, obviously, for the transformation that's occurred. But again, it's still tied to the company's software estate, in my view, anyway. All right, Stu, what's your impression? What's your take? Yeah, so John, like every Amazon show I've been to, I'm impressed. I said a high bar, we go to a lot of shows and not only are there more people here, but the quality of people, the energy, the passion, the discussion of innovation and change is just super impressive. You and I cover cloud-native pretty deep. We go to all the shows, obviously the Linux Foundation and Amazon, ReInvent and others. Does the public sector have that vibe, in your opinion? Oh. What's your sense of that? Yeah, no, I've already had a couple of conversations about Kubernetes and Lambda. More serverless conversations at this show than almost any show I go to other than probably KubeCon or the serverless comp. So, no, advanced users. These are not the ones, you know, a couple of years ago, I was like, oh, I'm checking what this is. No, no, no, they're in their deep, they're using. Yeah, and they had, I noticed also, near the press room, they had the certification stickers, now levels of certifications. Just so they're just moving the ball down the field with Amazon. Dave, I want to go to you and ask you what your impression is. Obviously, you know, we've done shows like HPE, Reinvent, which we didn't do this year. That's going down its own path. We've got other shows. What do you mean discovery, I mean? What did I say? It's a reinvent. Okay. It's a reinvent in the brain. The two ends of the spectrum. Yeah. You know, there's companies trying to transform. What's your take on this show, public sector, what's your view?  And the ecosystem here is really robust.  I mean, it's quite amazing. They got to figure out the logistics, right? I've never seen a line so long. The line to get into registration was longer than Disney lines this morning. I mean, really, it was amazing. And- It's a Disneyland for public sector. It really is. I mean, and people are excited here. I think you were touching upon it before. They sort of been hit with this bureaucratic, you know, cemented infrastructure. And now it's like they're taking the gloves off and they're really excited.  So I've, I saw that last year. It's like, these are real innovators. And finally they can break away, right? And do some real good, not do shadow IT, do it legit with the cloud. So good stuff. All right, well guys, thanks for commentating, Stu. Yeah, so let me bring it on home. So I just want to say this goes up in a podcast. If you go to your favorite podcast player and look for the cube insight, you'll find this as well as the key analysis from our team from all of the shows. Of course, as always, go to the cube.net to get all the research. If you want the exclusive more detail on Teresa Carlson, go, you know, just search John Furrier and Forbes and you'll find that article. So this is the end of day one of two days live coverage from AWS public sector. Of course, the cube.net. Come find us. We've got stickers if you're at the show. So for Dave Vellante, John Furrier, I'm Stu Miniman. And as always, thanks so much for watching theCUBE.