This is Orson Welles, speaking from London. The Black Museum, a repository of death. Yes, here in the grim stone structure on the Thames, which houses Scotland Yard, is a warehouse of homicide.  Now here's a champagne glass. That's a familiar object, long stem, delicate curve, shining crystal. This fragile object belongs to New Year's Eve, to weddings and anniversaries. Funny about things like this, Sergeant. Funny, sir? I'd say that one was loaded. I meant funny in a philosophical sense, Sergeant. Funny how human beings can take an article meant for happiness and use it for tragedy. Now anyway, that champagne glass can be found today in the Black Museum. From the annals of the Criminal Investigation Department of the London Police, we bring you the dramatic stories of the crimes recorded by the objects in Scotland Yard's Gallery of Death. The Black Museum. Oh, here we are, the Black Museum. Scotland Yard's Museum of Murder. This place echoes with violent death. Voices are hollow here, whether the hollowness is caused by the high-volted ceilings or by the reaction of the human mind to the atmosphere of this room. The effect is the same. Everybody who comes here learns a sense of fear. It's natural because here lies death. Death, cruel, unnecessary, vengeful, greedy. Still the kind of death brought by one man or one woman on another. This is a record to be studied, not merely by criminologists, but by every student of man's inhumanity to man. Here's an iron skillet. It's heavy in your hand, the kind of kitchen utensil your grandmother used. Well-balanced, quite suitable for frying eggs or veiled chops or for bashing a skull perhaps. There's little doubters to be used which brought this particular skillet. Here. Here. And here's the champagne glass. It's well-designed, graceful. You could place it with a companion on a silver tray, as Colonel Harry Reid did. You could pop a cork and then fill the glasses, as Colonel Harry Reid did. I'd say, as the dapper Colonel did.  I wish I could bring to that whole heart at the very, very I do. Well, why not, my dear? You've been released. That said exactly. I've been released. Not merely sent home from hospital, so to speak. After all, the hospital I was in had bars on the windows. Oh, I insist, my dear, that you touch glasses with me and drink it once. That's no way to talk. But Harry... No buts, Elizabeth. Many people have had nerve breakdowns and the vast majority of them have recovered. Very well, Harry, dear. But not to me, to you. The most patient of husbands in the world. So they drank the champagne and all was well. It was very pleasant, very relaxing, reassuring. The world is always too much with us, and the Colonel finally had to say. Now, you rest until dinner, Elizabeth. Have a beef up on my... I won't be long. And the Colonel kissed his wife, and the Colonel went off to his appointment. It's six months now, Reed. One way or the other, the matter ought to be settled. I assure you, Davis, there's nothing to worry about. These things take time. There's been plenty of time. Look, Reed, if you don't want to complete the deal, return the 500 pounds. But it's not up to me. My client... Your client indicated willingness to dispose of the property. My client paid the deposit in good faith. We considered a binder on the contract. We waited six months. Your 500 pounds is quite safe, Davis. You can reassure your client. And on my side, we'll go through with the deal as soon as everything is clear. Well, I certainly hope so. My people want to take possession. And they shall. They shall indeed. And soon. Meanwhile, there's no reason for misunderstanding between us, is there? After all, we live in the same small town. We see each other constantly. You know, John, I've often wondered why we don't see more of each other. Oh, socially, that is. Rather a changeable fellow, the Colonel, isn't he? There were other changes ahead. More serious ones. They first came to somewhat public notice. The night our Colonel called Dr. Ashley to his home. Ah, Dr. Ashley, good of you to come so quickly. You made it sound rather urgent, Colonel. Is it really serious? Yes, sir. I'm afraid, Doctor. Really afraid. It's my wife. Has she broken down again? No. She complains of terrible pain in her abdomen. I'd better see her at once. Yeah, this way, please. If you can, Doctor, yes? She seems to me to be as much frightened as she is in pain. Oh? What exactly do you mean by that? Frightened that, well, that her pain is in her imagination. I see. Oh, very well. I'll bear that in mind, Colonel. Ah, in here. If you wait outside, Colonel, please. Oh, must I, Doctor? I prefer it. Very well. Now then, Mrs. Breed. Can you hear me, Mrs. Breed? The good Colonel waited outside the door. Up and down, back and forth, he paced. Almost as if he were once again on guard duty. Grim-faced, tense. He waited. At long last. You'd better come in, Colonel. Quick, Doctor. Is she? I'm afraid so. I've done everything I can. A few moments later, Elizabeth Breed was at rest. At last. Tears streamed down the Colonel's cheeks. But he was silent. There seemed nothing to say. The Doctor led him away and told him gently. It was acute gastritis. And her heart. You'll want the minister, I assume, and the mortician. I'll send the certificate over. Natural causes. A little high in tribute to the Colonel's position in the town, as well as to the memory of his wife. And then the Colonel resumed his life. Somewhat more lonely, but still active. Bearing himself in military fashion, as he went about his small real estate business in time, drifted by. One month, two. And then, one day on the main street. Good morning, Colonel. Ah, Davis. Good to see you. I hesitated discussing this. Your recent bereavement and so on, do you think we need to close our deal, Reed? Oh, yes. Yes, of course. Well, that is, I'm rather by myself these days. Would you care to join me for tea or get something stronger one afternoon? You say when, Reed. I'll be glad to. Excellent. Then, shall we say tomorrow? Fibish? Why not? Your place or mine? Mine, of course. Delighted to have you. Have a scorn, oh man. Really excellent. My Husky bear has quite the touch. Thank you. I will. You were a pair of elderly ladies. Tea and scorn. Two gentlemen somewhat past middle age enjoying tea and scorns and making ready to discuss business. In fact, they did discuss business. A 500-pound deposit in the pending deal. And John Davis went home quite satisfied. John Davis went home and a little later called Dr. Ashley. I don't understand you, Doctor. My stomach's like cast iron. Always has been. Now, suddenly, this. Ah, none of us are quite as young as we used to be. Even cast iron can wear thin with use. Eating anything out of the ordinary, John? Today? Yesterday? Oh, no, nothing. Had some scones for tea. The butter may have been a bit rancid, but tasty, perfectly fresh. Oh, but Colonel Reed's. Eh? Reed's? Yes. That's why. We had a little business to discuss. He asked me over. Seemed quite lonely since his wife passed on, so I went mostly to keep him company. Oh, nice of you. Well, just take the prescription I'm leaving you. Rest a day or two. You'll be all right. What's wrong, Doctor? Oh, nothing. Just a quirk of memory. Oh, how so? Your symptoms and Mrs. Reed's rather the same. Nothing serious about it. Just odd. That we should have two similar cases in such close juxtaposition. A town like this, a doctor gets to know most of the illness. As the doctor said, nothing serious. Just an interesting coincidence. And in the day, I saw John Davis was up and about. Aside from a slight tenderness and his abdomen, he felt no after-effects. All was well. All was quiet. Everyone was his courteous self, including Colonel Reed. Well, no. Candy. And from the Colonel. How decent of him. Here it is, Doctor. The same wrappings it came in. Nice looking box. Don't you care for Candy John? You haven't eaten much. No, I don't. I did offer a piece to the Charwoman at the office. You see, one's missing. The Charwoman, eh? Is that the way you treat a gift? With the hope you are sufficiently recovered to enjoy this, Harry Reed. Oh, the decent of him. That's what I thought, until the Charwoman was taken with pains and reaching an hour after she ate the candy. Are you suggesting anything, John? That would be slanderous at this stage, wouldn't it? There's nothing to it, John. He did rather well following his wife's death and her will, you know. He never had any money of his own to speak of. The former military men rarely do. Yes, it might be interesting. I've done practically no laboratory work of my own for some time. But I have a little equipment. Shall I try my hand at a bit of chemical analysis, John? I'm curious about the contents of that box of candy. You seem to be as well as I. The Doctor was methodical, to say the least. He took his time setting up his equipment, preparing reagents, making ready for his private little tests. Meanwhile, John Davis ran into his friend the Colonel on the street. John, good to see you. How are you, Harry? You're looking fit. Well, I try to keep that way. Carter joined me for another attack of indigestion, and... Well, today, the champagne glass we've been talking about can be seen, as you might expect, among the other exhibits in the Black Museum. The Colonel and John Davis parted quite amicably on the street. Davis watched the smart military walk the ramrod straight back as the Colonel paraded into his office, under his head. Somehow it didn't seem quite plausible that this man might... just might be something quite different than what he seemed. The next afternoon, the telephone rang in John Davis' office. This is Harry, yeah? Oh, yes, yes, of course. How are you? Very well. And you? Quite well. No more summer gigs. And how about this evening? Sorry, I can't this evening, but perhaps in a day or so. Too bad. I'll be speaking to you. Goodbye. Davis had a previous appointment with Dr. Ashley. He's makeshift laboratory. This little operation here is the Marsh Test. Arsenic. Interesting. Yes, it is. Particularly since I found that every piece of candy in your gift box had arsenic in it. Good Lord! You see, it's a cumulative poison. Personally, I have a tolerance for quite a lot of John Davis. It usually fails to pass through the human system. It accumulates, and bit by bit the fatal dose is built up until one day the victim dies. Dr. Ashley explained all this to John Davis. Finally, John grasped the significance of the facts. Each piece of candy would never bother the ordinary stomach or the cast iron type such as you both did you have. Most people could eat a piece of two-night meat. You had eaten most of the candy yourself. Well, you follow me, I gather? Follow you? Doctor, I must step ahead of you. But exactly what that step is, I'm not sure. I think we need expert help. The local constable? I said expert help. The CID. Scotland Yard. It is a clear, cogent letter assigning the situations Dr. Ashley and John Davis knew it. It was addressed to the home secretary, the gentleman and the British government responsible for the police force in general. In due course, the letter reached the desk of Inspector Charles in Scotland Yard. Following the set routine, Inspector Charles showed the communication to his immediate assistant, Detective Sergeant Hatch. Well, nothing else for it. You and I will have to take a small trip to the country. Frankly, I want mine. I can use a touch of country air after all. They came into the quiet town unobtrusively. Two men on a walking tour. Vacationists. They put up at the end. Toward sundown, they strolled about the town quite casually. They turned in at the gate with this little sign announcing that Dr. Ashley had his dispensary there. Once, however, within the doctor's office. Now then, Doctor, perhaps you'd let Sergeant Hatch and I have it from the beginning. Well, my entrance into the situation came shortly after Mrs. Reed returned from the sanitarium. She'd been ill? Mentally ill. Nervous breakdown? Rather more than that. She'd been certified insane. She was discharged as being quite stable once again. And you were called in? In my professional capacity. I found her past help. A cute gastritis. Although it seemed at the time. But it doesn't seem so now? You understand, Inspector? I have no facts. Now, on that side, I nearly analyzed the box of candy received by John Davis. Shortly after he'd been taken ill. Doctor, would this Colonel Reed benefit from Mr. Davis' death? There'd been something about a real estate and a despotic pay. Quite a large sum, I believe. Mr. Davis can give you the details. One final question, sir. Who had Mrs. Reed committed to the institution in the first instance? Why, I believe the husband did. But the records will be available to you, of course. Of course. Well, thank you, Doctor, if we need you. By the time they left the doctor's office, Inspector Charles and Sergeant Hatch felt they had heard an interesting and circumstantial story. Their next stop, naturally, was John Davis' home. You've no idea, gentlemen, what a relief it is to have police officers of your caliber on the job. Thank you. About the candy and the card in the box. Do you have any definite reason to believe the Colonel wants you, well, out of the way? There's the matter of 500 pounds. He either will not or cannot explain. And, um, Dr. Ashley mentioned Mrs. Reed's will. Yes, curious about that. There was one will made out entirely in favor of her children by her first marriage. The will which was accepted and executed was in the Colonel's handwriting but signed by Mrs. Reed and produced subsequent to her death. You find that interesting, I take it, Sergeant? I expect you do as well, sir. Quite. Mr. Davis, do you think it might be possible to exhume Mrs. Reed's body without the matter of becoming common knowledge in the whole town? The men from Scotland Yard accomplished the almost impossible. Armed with the proper papers, plus tools and dark lanterns, they supervised the removal of the body at night with no one the wiser except the necessary officials. This feat completed. They waited quite, quite patiently. The government analyst was called in. The report was brief. Inspector Charles read it to Dr. Ashley. The examination reveals the presence of four grains of arsenic, more than a fatal dose, and the largest amount of the poison I have ever found in human remains. Well, that's it, Doctor. And I didn't recognize the symptoms. Acute gastritis, I call it. Why should you have recognized them, sir? I dare say a murder of any kind is hardly a common occurrence in your practice. Well, Sergeant, the trial warrant is all in order. It begins to appear that a search of Colonel Reed's premises may be next on the agenda. Now the pretense of the walking tour is completely discarded. It was Saturday, and the sleepy little village was just about bestowing itself. The inspector and the sergeant walked for short. It was from the end to Colonel Reed's place of business, almost directly opposite Davis's office. The sergeant tried the door. Not locked, sir? A locked door in these parts would arise more suspicion than not. One file cabinet, one desk, telephone, chair for visitors. Can't do much of a business. I dare say not. Let's get to it. The search was quite thorough. The desk was emptied of its contents. These were replaced in an orderly fashion. Nothing extraordinary here, sir. Well, what to make of this, sir? Champagne glass. The rear of the file cabinet. Todd. Shall I hold it aside, sir? Yes, you may as well. During the trace of sediment, apparently it was never washed. After it was used the last time. Anything else in there, sergeant? Oh, what's going on in here? Colonel Reed? Yes, more to the point for you to identify yourselves and your business here, if any. Inspector Charles C.I.D. My identity card. This is Sergeant Hatch. I see. I assume you have a warrant for this search? We do. May I ask why you were keeping the champagne glass in the file cabinet? I meant her to my poor wife. We drank from it. That is, she did about a week before she passed away. A nice gesture, if I may say so. And still with the trace of the sediment at the bottom. Careful, sir. It'd be a pity to have the glass break after all this time. Oh, sorry. Awkward of me to brush against it like this. Yes. Wasn't it? All right, sergeant. Let's draw the canal just closed and see what he put in it. But you said you'd finish your pardon, Colonel. I've had quite enough of this. These paper packets weren't in here a few minutes ago, Inspector. How many? Look here, I wouldn't have 20 of them, sir. I'll take one. Thank you. White powder. Well, this wouldn't be arsenic, would it, Colonel? Not only would be, it is. Really? Well, as you can see, I'm wearing my gardening coat. Ordinarily, I do not come into the office on Saturday. That's something came up. I've been planning an experiment in my garden. Hence the arsenic. A garden, an experiment with 20 packets of arsenic? Yes. My lawn is plagued with dandelions, roughly two dozen of them. I plan to drill a small hole at the root of each weed, pour in the arsenic in each of those packets and kill each dandelion individually rather than take the chance of ruining the whole lawn. Sorry, Colonel. It's a good story, but rather far-fetched. Particularly since you tried to rid yourself of the packets before we searched your person.  But this is ridiculous. Someone is present. Keep that champagne glass safe before Colonel Reid succeeds in smashing it. Yes, sir. Colonel Reid, you are under arrest. The charge is murder. I must warn you that anything you may mistake... I will not stand. I'll be acquitted. You'll see and then I'll have to leave here. A trial that will make quite enough, Colonel. You've made several mistakes, not the least of which was your attempt on John Davis with the glass. A sentimental gesture, but rather silly. My bet is the sediment in it will turn out to be arsenic. You must have been very sure of yourself, Colonel, to leave this glass unwashed. Very sure of yourself, indeed. Bring him along, Sergeant. I think he'll come quietly now. And today that champagne glass can be seen in the Black Museum. Orson Welles will be back with you in just a moment. There was no doubt about one facet of Colonel Reid's character. He was a man of great pride. His behavior at the trial was exemplary. His bearing military. He repeated his story of the separate packets of arsenic for separate dandelions, and he sound as if he'd made a good case of it. At least for himself. But not as it turned out for the jury. Colonel Reid accepted his sentence as if it were an order from a superior officer. And one morning, at the traditional time of eight o'clock, Colonel Reid marched to the scaffold as if he were on parade. And as for the champagne glass, now it remains in its customary place as I told you in Scotland Yarn. And now until we meet next time, in the same place, and I tell you another story about the Black Museum, I remain as always obediently yours.


What are you arguing? What's your question? But what side are you arguing are you arguing that the law changed society or the people change society? Okay, so if that's your argument that's the evidence you need to look for How people change society so when you're reading your document look for the strongest piece of evidence that will back up your opinion? Because you just can't say I think people changed because there's no evidence to back that up Because they didn't like They protested peacefully without any incidents happening is that Mm-hmm look for better information. I'm not gonna tell you yes or no look for better information Oh, yeah, I agree with you. Why would they do that because of a color? She didn't do anything Okay, so now go back to the the question. Did the law or did the people? Because there's some people who disagree with the people who hate her so that's your evidence, okay? But be specific in what piece of evidence, okay? Like don't just say people give the exact piece of evidence that backs up what yours what you're saying, okay?


Um, not so much on the rebranding, but the process again. Um, I-I-I will stick to the process and accountability. Um, I didn't go to South Burlington. I went to Rice. Uh, we went through that when we had the Little Indians to the Green Nights, um, for s-not-not even close to the same type of reasons, but it made sense. Um, personally speaking, rebels, wolves, uh, the name itself, I-I'm not attached, emotionally attached to any of it. I understood the argument. I think the argument to change the name was valid. I think every student should feel safe. Uh, I think every student should feel welcome. I think every parent should be proud that they go to South Burlington. Where I had a problem, and I wrote, and this was published in the free press, and I did write to the board, is the process. You did have 700 plus, uh, residents, taxpayers, asked the school board, uh, to at least discuss the issue. In a form. There was a motion made. It wasn't brought up. So there's a difference between listening and acting. So you could sit in the audience and say what you wanted to school boards, but nobody was re-it-it didn't feel like anyone was real-the decision was made, they weren't going to do it, and that's not a fair process. That's not a process that led to civil, uh, disagreement. It led to accusations, it led to things that's not really reflective of South Burlington. So I just think they mishandled, uh, that particular issue. I think the board should have had a second, had a discussion, and if they decided not to bring it to a vote, fine, then that would be their decision. But not to actually have that discussion and be on record, and not for Bridget and the rest of the members to second that motion. I think they mishandled that, and I think they did a disjustice to those members of the community.


optimizing your website for search engines. This module is made available to you through a joint initiative between the Legal Services National Technology Assistance Project, the Legal Services Corporation, and IdealWare under a Creative Commons by-license. The information and structure of your website affects a lot of things.  But it also affects another important consideration. It affects how easily people can find your site through search engines. In this module, we'll look at how to optimize your website content, so it appears more prominently in search results. What does that mean? What is search engine optimization? When someone looks for your organization in a search engine, like Google or Bing, you'll want your organization to appear as a top result. That's the main idea behind search engine optimization, that if someone types in the name of your organization, or a phrase that relates to what you do, your website will pop up higher in the search results. The words or phrases that people type into search engines are called keywords. How do the search engines use these keywords? This graphic illustrates what's going on behind the scenes. Each stack in the diagram represents a website with its own pages and sections. Links connect the sites. This is how a search engine sees the web. Search engines use an automatic tool to click on every link it can find. This tool is often called a web crawler or a spider. The spider crawls all the links that it can find and navigates from one page to another. As it crawls, it stores information about each page it finds in an enormous online index. This process is invisible to you. You can't actually look and find a written index, but that is conceptually what's going on. The spider collects a URL and notes the keywords on the page, as well as how prominent they are. It also notes other sites that have linked to yours. Continuing our example, if I type a particular keyword, like eviction, into a search bar, the search engine consults its index for references to that keyword. It will find the pages that have prominent mentions of the word eviction and that also have a lot of other sites linking to them. These pages will show up first in the search results. The exact algorithm each search engine uses isn't publicly known, but they all follow this general concept of tracking the frequency of keywords, their prominence on the page, and the number of other sites that have linked to that page. So, there's a lot of factors to consider here. Links, keywords, where you put those keywords, and more. We're going to walk through them step by step. First, we'll talk about creating a great site that's worth finding. Then, how to get other people to link to your site. We'll then dive into keywords, how to choose them, and what to do with them on your site. Then, we'll talk about a few technical things to keep in mind to ensure your site is SEO friendly. Finally, we'll quickly touch on Google Grants. Step one is creating a site worth finding. The more complete and well-organized your content is around the most important ideas for your site, the better your search engine rank will be. Search engine optimization starts with great content. You want to make sure that your website has a lot of great content that people will want to read. Great content will naturally include a lot of effective keywords and will inspire people to link to you. That, in turn, will get you more publicity, and more publicity will also encourage more people to link to you. Having more supporters will help you deliver on your mission and will help you create more great content that will support the main purpose of the site for you to get more clients or supporters or volunteers. It's a positive feedback loop that starts with great content. Without good content, search engine optimization can go very wrong. If you somehow manage to achieve a high search engine ranking through tricks instead of actually creating a good site, people are going to be annoyed and irritated when they get there. So you'll gain nothing. Creating strong content is the main thing you need to do to achieve search engine optimization. You also want to think about how often you update your website content. Regularly posting new information will get that content included in search engines faster. If the web spider notes that new content is posted daily, then it will generally return to index that content every day. If you only update on a monthly basis, however, it won't return frequently, and there may be a delay of several weeks before your updated content is even noticed. A blog or a feed of current events with a lot of good keywords that are relevant to your mission can be really helpful for this. The next step is getting people to link to your website. Links from other sites are one of the key ways a search engine understands your importance versus all the countless other pages on the internet. If your site is sitting alone in the world, then it is unlikely that search engines will even find you at all. If you can't find your site by searching on obvious terms or in key search results, the first thing to do is make sure that you're included in the index. You can do a quick test for this. Search Google with the term site colon followed by your URL. Make sure that there's no space between the colon and the www. It won't work if there is. This will pull up all of your pages that the search engine has found and indexed. It's not unusual for a large site to have some pages that are not indexed, but you should make sure that all of the important pages on your site appear by performing this quick test. If you're not in the index, you need to get more people to link to your website. At a high level, links from places like great nonprofits or Google Maps or most any site that provides useful content to someone can help you get indexed and help your ranking. You're probably already listed on great nonprofits because they pull in guide star listings, but they will not have a link to your website unless you provide one. For Google Maps, you can simply submit your organization and your physical address, and it will create a link that it will include in its own index, and that counts as a link to your website. But to push yourself higher in the results, you want to turn to organizations that are related to you and your subject matter. One of the best ways to get links is to simply ask your partners and allies to link to your site. Membership organizations, like state associations of nonprofits, link to their members' websites. For legal aid organizations, stateside legal lists agencies by state for veterans and their families. Links from sites like these can improve your search engine ranking. Ask yourself, what do we have on our website that our partners would be interested in? Do we have a free training or a resource that is relevant to them? Can we create something great that will inspire people to link to it? For instance, this Pew Internet site has so much great research that it's widely linked to all over the place. You'll probably need to reach out to relevant organizations to let them know that your resource is there. Maybe local community organizations or national organizations that are interested in your topic. Oh, and by the way, if you were to search link colon and then your website, you'll be able to see the incoming links that you already have. There are services that claim that they'll submit your website to dozens or even hundreds of search engines. But there's no real reason to do this. First, there are not likely to be hundreds of search engines that you would actually want to be in. And second, there is nothing that these submission services will do that's actually worth paying for. That's not to say that there aren't really good SEO consultants because there are. But any good consultant should focus on helping you through the steps we've talked about. Great content, links, and keywords. There are no quick fixes. And anyone who is promising them is taking you for a ride. Onto our third step. What are the keywords that people use when they search for your organization? What keywords do you want to focus on? What are the high priority keywords for your organization's website? First, there's your name and any variance on your name. Here, the organization name is Arkansas Legal Services Partnership. You would certainly want to include both the official name and anything people often call you in shorthand or in error. For this instance, a variation like Arkansas Legal Aid. Then think of phrases that people might use to search for you like Arkansas Law Help or Arkansas Law Assistance. Should also consider the names of programs like Arkansas Helpline or the names of key staff members. How many keywords should you focus on? You could potentially come up with thousands of keywords for your site, but you should start with just a handful for your homepage or a few other key pages. Eventually, you might want to think about different keywords for different pages. Sites like Good Keywords or Word Tracker will show you predictive traffic on a certain keyword. For example, if I type in chocolate, it will brainstorm alternatives and predict the effectiveness of each suggestion. In Google, you could actually use their ad buying tool to research the effectiveness of a keyword without even buying an ad, and that will give you access to statistics as well. Don't get overwhelmed with keywords. Just stick with a finite amount that are most important for your organization. As you think through keywords, you need to balance the desire to use popular ones that get high traffic with more specific but less common terms that better describe your services. For example, many people might search for the term housing, but it would be difficult to show up high in the search rankings for that, as you'll be competing with real estate firms, college housing, and other sites. It will be much more practical to instead optimize for more specific keywords like New York City Eviction or Eviction Free Legal Help that are more tailored to the areas for which you specifically want to be found. Lastly, focus the most on the keywords that will bring people to your most important pages. Logically, you have to think through what those are. Your homepage is likely a priority page, perhaps your high-level category pages for each legal topic as well, or maybe your page with information for pro bono attorneys. All right, that moves us to step four. Where should you place your keywords once you've developed your list? There's no direct way, but there are several indirect ways. You should incorporate the keywords into the text on your pages. The more times and the more prominently, the better. So a brightly colored large piece of text, like a header, will count more to the search engines than a miscellaneous mention towards the bottom of the page. Shear quantity does help, though. If you look at this page, it lists hunger, hungry, child, children, feed, families, food, lots and lots and lots of times. Note that the words in an image, though, don't count because the web spider cannot crawl images. Of course, you need to balance the desire to repeat keywords over and over with your goals to actually communicate something to people. A page full of keywords and nothing else won't get links, won't communicate anything, and will annoy your constituents. If you have the ability to control the technical filenames used by your web pages, use human-readable URLs and try to include at least one keyword. For example, feedingamerica.org slash Faces of Hunger slash Real Stories slash Louisiana is much more effective than feedingamerica.org slash 853B6578. Including your keywords and your URLs can be a very powerful way to optimize your website for search engines. Another thing to check on is whether or not your content management system allows you to include keywords in your metadata title or metadata description. Metadata is information that's coded into the page, like this piece of code we're looking at here. The metadata title shows up in the header bar in your user's browser and in search results, while the metadata description will only show up in search results. Both are great places to include your keywords. It's worth trying to figure out how you can update these fields. Many content management systems, for instance, will give you fields to edit the page title and page description, and those almost certainly update your metadata. Last but not least, think about including your keywords in the text you use to link to your own internal pages. This will strengthen your search engine optimization and, hopefully, make your links crystal clear as well. Also, make sure to refer to your own programs or resources consistently. For example, Illinois Legal Aid Online launched a mobile app, Illinois Legal Aid Mobile App. To optimize that name as a keyword for search engines, they need to use that full name every time they refer to it, and they should encourage their partners to do so as well. They can do this by providing them with the proper link text. What can you do to ensure that your site is successful when the WebSpider visits? The WebSpider can't pull keywords from drop-down menus or navigation menus powered by JavaScript. If your site relies on these types of menus, you can get around this problem by listing all of your pages in a sitemap and linking to that on your homepage. Search engines give higher priority to keywords within the page title, H1, and the main header, H2. So make sure that the headers on your pages use the standard tags. A good programmer or content management system should do this automatically.  But repeat after me. I am not smarter than Google. It's almost certainly a bad idea to try to trick the system. The people who program the search engines have spent a lot more time thinking about these things than you have. Things like adding keywords in white text on a white background or setting up a secondary website that just links to your main site at the very least are really unlikely to work. But the worst-case scenario is that they could get your site thrown out of search engines. In addition to all the things we've been talking about, consider Google grants and paid promotions to put your site in front of more eyes. So far, we've focused on ways that you can optimize your site in order to be listed for free on any search engine. There's another way though to be listed prominently in Google's search results. Google gives away free search engine advertising through its Google Grants program, which provides $10,000 in in-kind ads per organization per month. These ads appear at the top of the search results for specific keywords. If you're approved for the program, you can place text ads that show up each time someone enters key phrases into the Google search box. The grants often offer enough free advertising to allow you to place ads for hundreds of keywords. The application process for Google Grants is really easy and streamlined. It's worth doing for any organization. Keep in mind though that it will likely take a few weeks, if not months, for Google to get back to you as to whether you're approved. Most people are approved, though Google does sometimes turn down organizations that they feel are too religiously or politically aligned. Google Grants isn't a replacement for the steps we talked about here. It only affects Google and not other search engines, and many organizations find that an ad to a page doesn't bring nearly as much traffic as a link to that page from the traditional search results. However, it's a straightforward process that can bring your organization more visibility when used in conjunction with traditional SEO techniques. So, to wrap up, search engine optimization isn't a particularly short or easy road, but it's important to take on at least some of the basic steps. For instance, ensuring your site is linked to from a few well-known websites, and including some of your most important keywords in page titles and headers. Search engines don't respond to changes overnight. In fact, it may take a month or more to see the results of your efforts reflected in the results. Don't give up hope. Keep including keywords in new content and asking other organizations to link to your resources. Once you do see some results, don't rest on your laurels. The Internet is a dynamic place, and new websites, new articles, and changing search engine priorities can affect your placement. Check in on the search results for your keywords at least every month or so to help maintain your position and continue to enhance your strategy. When your new donors, volunteers, or clients mention that they found you through a Google search, you'll be glad you took the time. These resources can help provide more background and best practices for your own website.


For our purposes, we define work as the integral of force with respect to displacement. In a past physics class or something you may have described work as the force times displacement itself, but that's only true if force is constant. If it's constant, it comes out of the integral and we're left with force times delta x. For our purposes, we have to account for the fact that the force might be changing, and our work will be changing as a result. We don't just use force times displacement. But we can approach it from this perspective in a couple of different directions. We could apply our definition of work to a problem, or we could use a couple of shorthand simplifications for specific purposes. Those shorthands include electrical work. In electrical work, what we are describing for our purposes here is actually electrical power. And electrical power we are saying is the voltage multiplied by current. Now yes, there's a conversation to be had here about power factor, but for right now we are saying the voltage times the current gives us electrical power. And then because we can relate voltage current and resistance to each other with Ohm's law, we could write that in a couple of different ways as well. We could say, since voltage is IR, we can write this as current squared times resistance, or we could say voltage divided by resistance squared. And if we really wanted to write this as a work, we can always remember that power is going to be work divided by time. Across an entire process that would be work divided by duration, in which case the electrical work could be written as electrical power times duration. And we can come up with this equation by looking at the actual forces involved, considering coulombs and whatnot. But for our purposes here we are just going to use this shorthand, which comes from our definition. The next shorthand simplification we'll be encountering is shaft work. For shaft work we start with our definitional work. And we recognize that for displacement what we are really talking about is a rotating shaft crossing a system boundary. This might be attached to say a propeller, something like that, maybe a fan. And instead of displacement, we really would rather talk about revolutions. And as this thing is revolving, the displacement that is effective here is going to be the perimeter multiplied by how many times it's gone around. So we could describe that displacement in terms of revolutions per second and the radius of the effective shaft. Furthermore, the force is a little bit more useful if I actually talk about torque. We describe torque as force times our radius, therefore I can write force as torque, which I will just shorten to t divided by radius. And if the torque is constant and the radius is constant, then force would be constant. It would come out of our integral and we'd be left with force times displacement. And I could substitute in torque over radius for force and instead of displacement I could describe the perimeter of that shaft, which I will describe as pi times the diameter, but instead of diameter I want radius, so pi times two times radius. That's the perimeter and then I will call number of revolutions N. Now my shaft work simplifies because the radius cancels to two times pi times torque times number of revolutions completed. And since again I'm probably more conveniently able to write shaft power, that's going to be two times pi times time times number of revolutions divided by time. And dt I could just wrap into N and write this as two times pi times torque times number of revolutions per unit time, which I will write as N dot. Does that make sense? So this is just a simplification, a shorthand that we use for describing shaft power, and this is the torque applied multiplied by the number of revolutions per second. So if we're talking about shaft work coming off of an engine, if it has a torque of 200 foot-pounds and I'm describing 2,000 revolutions per minute, I could figure out how much shaft work is actually being applied here. Our next shorthand simplification for work is spring work. And spring work is useful in describing springs, imagine that. And for our situation here we are only describing one type of spring, a linear spring, where x is measured as some sort of displacement from its initial resting position and the force associated with expanding or contracting the spring is written in terms of a coefficient that we call k times that displacement. That k value is the spring coefficient, and then our spring work is going to be the integral of that force, k times x, with respect to displacement. k comes out, I'm left with the integral of x dx, which is going to be 1 over x squared evaluated from x1 to x2. So I can write this as 1 half times the spring coefficient, multiplied by x2 squared minus x1 squared. And note that these two x values are relative to the initial, the resting position of the spring. Then our last shorthand simplification for work is called boundary work. And boundary work is the form of these that we are going to encounter the most often in our class here. Boundary work is the work associated with a moving boundary. Like for example if we had a piston cylinder arrangement and the piston moved down, expanding our volume, there is a work associated with that. That expansion process is described as occurring with a work and we call that associated work the boundary work. And like with shaft work, this is really just a matter of simplifying the definition of work so as to be more convenient for the sorts of parameters that we're going to have access to in this sort of problem. So I'll start with the integral of force with respect to displacement. And then I will consider what I'm likely to have in a piston cylinder problem. If I probably don't actually care about the force itself, I will probably more conveniently have access to say pressure. If this was a gas, I would probably be able to describe the pressure of the gas. And I know that the pressure of the gas is going to be the effective force applied by that gas divided by the area of effect. Therefore I could write the force applied by a pressure as being that pressure multiplied by area. And this boundary work, pressure times area times displacement, can be simplified a little bit further by writing area times displacement as d volume.  In this case, a little slice of cylinder that is infinitesimally thin going all the way down from X1 to X2. Even in a situation where our area was changing, say instead of a piston going down, we were blowing up a balloon, that work associated with the expansion process. That's actually kind of a bad example because there's also going to be spring work associated with the resistance of the elastic. But depending on how you define your perspective on the problem, you could consider that as either boundary work or spring work. But the work associated for the expansion process would be written out as an area times displacement, or rather pressure times the area times displacement integrated, and the area would change with each step. So for each value of dx, as you're going out in the expansion process, you're going to have a different area. But your volume, d volume, is encompassing that. So even if area isn't constant, grouping them together as the volume differential is still the most convenient way to represent that expansion process. Therefore we write boundary work as the integral of pressure with respect to volume, and that gives us our fourth shorthand simplification for work.


Hey gang! I hope everyone's having an awesome day! I support the way anyone would like to eat vegan, vegetarian, carnivore, otherwise, as long as it's done properly for optimal health. One of the biggest factors is biochemical individuality. This means that your body metabolizes foods differently than anybody else's body. Your body is constantly getting rid of old cells, creating new cells. We want the new cell to be like very structurally sound, thick walls, really difficult for this cell to be invaded by a free radical, which is anything that can damage or kill a cell. We need complete protein in our diets. When we have all nine essential amino acids in the right quantity for our bodies, we end up with very well-structured new cells. We pair these with healthy fats and healthy carbohydrates, and your body then has everything that it needs to have to make you optimally healthy. Let's go over my favorite breakfast. Grains aren't necessarily the healthiest thing for us to eat. Certain grains are much healthier than others. Let's talk about the almighty oat. This is my favorite well-rounded breakfast. I'm going to take you through it. Now your body would have its own amount of protein that you would need, its own amount of healthy carbs, its own amount of healthy fats, and your body would also have a language. Our bodies give us very clear signs and signals from one to three hours after we eat anything. So learning the language of your body and what your body thrives best on is absolutely ideal. But let's talk about a breakfast that would be wonderful for most people. I say most people because I do add an egg. Some people can't have eggs. I do add oats. Some people don't do well with grains. It is best to make sure that they are wheat or gluten free. Every time oats are processed in a facility that also contains wheat or gluten, they are definitely contaminated. This is my favorite brand. It's called Bob's Red Mill. Yes, it's a little pricier but you know that it's going to be much better for your gut. That's worth the cost. One very quick note about organic foods. Organic foods are very important. A lot of people talk about how they're so expensive. I get it. I made a YouTube video on the absolute best way to eat optimally healthy in the least expensive way possible. If you are eating organic food, it is so nutrient dense that your body will need 30 to 60% less food than it used to. Okay, let's get into this delicious breakfast. Here we are in the kitchen. I'm going to take you through all of my ingredients. One thing that's very important to know is that the food we eat directly relates to brain function. The gut brain connection is so much more important than a lot of people realize. The brain uses tons of energy compared to the rest of the body. So it's really important to fuel your brain with foods that help it combat stress and damage, which is exactly what this powerhouse breakfast is going to do. Green apples. They are the lowest on the sugar scale when it comes to apples. Super high in vitamin C. Great for the immune system. They reduce the risk of heart attack or stroke, fight cancer, good source of fiber and vitamins, high in potassium, and they help you feel full. Next, we've got the humble egg. Make sure you're going free range with eggs. Free range means that the chicken is out there running around able to eat what it's intended to eat, which makes the egg healthier for you in the end. Berries can help guard the brain against damage and improve long term function. Older adults who ate the most blueberries and strawberries had the slowest rates of cognitive decline. Raspberry's are an excellent natural probiotic. Berries can help delay cognitive aging by up to two and a half years. These are very potent free radical scavengers. They're also very seriously going to help protect against the effects of oxidative stress and inflammation in the body. The brain really needs certain chemicals to protect itself. When our diets don't reflect that, it's where diseases usually start. This is a very gut healthy meal as well. It helps get rid of candida overgrowth that's already there, and this creates an inhospitable environment for parasites, which are a lot more common than most people think. Next, we've got my favorite two spices for oatmeal, cinnamon and nutmeg. Oh, and let's not forget cumin. Make sure that your spices are all organic. Non-organic spices go through a process called a radiation, which renders them as good food for the gut bacteria that we want to starve out and keep at a healthy level. Our friend cinnamon has been shown to help regulate blood sugar levels and improve our heart health. Well, its buddy nutmeg is a great source of antioxidants, which can help protect our bodies against disease. Both also have anti- inflammatory properties, which obviously will help remove inflammation in the body. Third wheel over here, cumin contains antioxidants, has anti-cancer properties, helps control blood sugar, fights bacteria and parasites, has an anti-inflammatory effect, may help lower cholesterol and aids in weight loss. You can add it to anything and it works to help prevent fat accumulation in the body and to get rid of fat. One of my absolute favorite ingredients, almond butter. You want to make sure that your almond butter contains just almonds. I've seen a lot that contain things like cane sugar and other additives we don't need in almond butter. It's a good idea to steer clear of peanuts and cashews, especially if you're concerned with your gut health. Peanuts and cashews and also pistachios tend to grow a type of mold in between the nut and the shell that can contribute to harmful gut bacteria overgrowth. Almond butter is super high in monoinsaturated fats, which helps lower bad cholesterol and raise good cholesterol. Many other properties in almond butter also help improve heart health and it's chock full of healthy fat. Nuts like walnuts are rich in vitamin E, which is known for its brain protective quality. Pack the most ALA, which is a type of omega 3 fatty acid than any other nut. They also have higher levels of polyphenolic compounds, which is a type of antioxidant. Both compounds help lower oxidative stress and inflammation, which are two causes of serious cognitive decline. Pumpkin seeds are one of the only nutritional sources that are both healthy fats and complete protein in one. I like it to be creamier, so I like to use almond milk unsweetened to help keep the gut in check. It still tastes great. This brand also does not contain carrageenan. Carrageenan is a hormonal disruptor. It's terrible for us. It's found in a lot of dairy-free products. Please steer clear. Excess glucose can be very detrimental to the brain. Maintaining steady glucose or blood sugar balance is essential to our overall health. I would stick with rolled oats or even oat groats instead of quick cook. Quick cook oats digest very quickly. They turn into glucose much more quickly. Heart health is so interconnected with brain health. There is a serious heart-brain connection that I will be talking way more about on this channel. Your heart sends blood through vessels all over the body, including the brain, and damage to those vessels leads to serious health conditions. So oats are overnight oats containing blueberries, walnuts, and all the other things we spoke about are going to keep you happy and healthy. Enough chatter. Let's get on to actually cooking this. Half a cup of oats, half a cup of almond milk, and half a cup of water. Put it on high heat and we stir. It's good to have your apple chopped ahead of time because when you put it into the oats as they're cooking, you get a really apple pie type of vibe. Right about now is when you want to be putting the egg in. Turn it down a little. Dur, as the oats are cooking, you never know it was there and it lends a really nice texture to the oats as well. Let's put this all together. This is what we ended up with. And it's also cleanse friendly.  I love cleaning out my gut. It's so important. You can get rid of IBS, psoriasis, eczema, mood disorders, brain fog. The list is endless. If you thought this video was helpful, informative, or entertaining at all, please give it a thumbs up down there for me. And if you want notifications of when future videos are coming down the line, hit that notification bell down there and you will be sent a notification each time I upload. Please subscribe. Subscribing is really where the support comes from for all of us creators here on YouTube and it's free. There's a lot of videos coming down the line in the future. I'm gearing up for a Q&A. So if you have any questions, let me know. I'd be happy to answer them onwards and upwards always. Like I always say, have super amounts of fun in your life and have super amounts of fun nourishing your body so that we can experience the best life we possibly can. See you next time, guys. Bye.


So we're here at the World Chip and I'm checking out with Sorry, I'm checking out over here. This guy is doing a kid's tablet So let's do a tour of the company right here. So hello. Hi. So who are you? My English is my English name is Cici Cici Wang. What's your job? My job is project project project manager and hello Who are you? I'm on John miss John miss John. This is this is our solution that you're doing right now What is the CPU? I'll win H8 H8. Okay. Let's go around. So hello. So who are you? Yeah, I'm the vice president of the people and people is what is B pop? is I Don't know we're doing kids education. Yeah, and kids education Product like kids tablet. Also, we're cooperating with them. We're doing VR product or air products So this is like a world Yeah, we're going to Upgrade this area and Let's go around here Hello So what are these these guys what they're working on? Yeah, they're doing the OVC business. We're always having our product in Amazon. And this is your office right here Yeah, can you show what I what do you do? I'm doing some design and also 3d animation. Oh, so yeah It's really animation. Yeah, so that's kids Electronics for kids. Yeah. Yeah is kids game kids. Yeah Learning courses and games and like a tablet like this. Yeah for kids to have fun Yeah, the contents with animation. Can you show this one? It's the same same one same one to monitor everything in 3d. Yeah We also doing TV episode and we are going to have some movie in China. Maybe next year Yeah, cool. All right. Let's let's walk around the world chair. Let's go around here So how many engineer you have? About 60 okay, let's go here. So Here we have the The world chip headquarters So working also. Yeah, this is a tablet tablet right here For the kids to have some fun cool and Over there as a PCB PCB designer Hardware Hey, and this what is this? This PCB also And hello, yeah, this is a software. Is it Android? Is no Android What is CPU here? CPU C500 C500 C500 C 500. Yeah, all right So we go around here. Oops so all these guys are working on all kinds of Some some hardware some software also here. Hello. This is a This Chinese software. All right Here Yeah, so how about these guys over there what they work on? They work on the on the VR Okay, let's go over here Hello, you know Hey, this is VR You can see here. This is the PCB With all the different things happening. This is the all-winner H 8 VR the full solution right here You have a price for the PCB how much or the What's the price you you can say or the customer can contact you to to know the price This is a PCB design right here Okay, let's go around We can go around here working all kinds of stuff Here we have Something happening with that Doing some special product with the Right tablet engineer Hello, you know this is Linux. Oh, yeah, Linux Android Linux There's some C++ Some serious hacking going on right here. So how many how many PCB you ship every year? Many millions many many pieces many many many pieces Yeah, what is this? This is camera. Yes, this is a not a 360 camera. It's just a camera camera solution TV out Right. This is the kids tablet So it's right here This is a eight inch Eight inch display, maybe Can open the back Right here on the table BB POW how many BB POW you sell? Many yes also many okay Okay, that's good Profit is good Profit is great. What's he doing? Sorry. I'm just dropping in checking what they do. Let's check these guys over here Hello, hi, you speak English. Yes. Hi, so so who are you? Hi, I'm I'm Sri Kai. I'm a Joy Joy engineer driver engineer. Yes, what is the project you do now? It is this is a projector. So you do a smart projector. Yes Smart projector is right here. Yeah, and All the software is running on there and you have some colleague here and here. Yeah, what does guy do? Hello This is this is our hardware Hardware engineer. All right, he make it good hardware is good. Yeah, no problem very good. Yeah, how about this guy over there? Yeah, he may maybe go to Thailand. Okay, and he we check his code All right, so how soon is finished? How soon is ready? One week almost one week one way really. Yeah, all right So it will be stable The end of the month you will have smart projector also So many many different projects you do with VR smart projector tablet kids tablet OTT yeah, and more and more in the future and the severe box three severe box Some more box some other box speaker speaker box speaker box. All right. Cool. That's great


Live from San Francisco, it's theCUBE, covering Micron Insight 2018, brought to you by Micron. Welcome back to the San Francisco Bay, everybody. We saw the sun rise in the bay this morning of an hour, so we're going to see the sun set. This gorgeous setting here at Pier 27, Knob Hills up there, the Golden Gate Bridge over there, and of course we have this gorgeous view of the bay. You're watching theCUBE, the leader in live tech coverage. We're covering Micron Insight 2018, AI, accelerating intelligence, a lot of talk on memory and storage, but a lot more talk around the future of AI. So we got a great discussion here on the auto business and how AI is powering that business. Jeff Bader is here as the corporate vice president and general manager of the embedded business unit at Micron, good to see you again. Jeff, thanks for coming on. And Simon Enrigger is the vice president at BMW and he's also joined by Vijay Nadkarni, who's the global head of AI and augmented reality at Vistion, which is a supplier to automobile manufacturers. Gentlemen, welcome to theCUBE, thanks so much for coming on. Thank you for having me. Thank you, thanks. So you guys had a panel earlier today, which was pretty extensive. And just a lot of talk about AI, how AI will be a platform for interacting with the vehicle, the consumer, the driver interacting with the vehicle. Also talked a lot about autonomous vehicles, but Simon, why don't you kick it off? Your role at BMW, let's just start there. We'll do the same for Vijay and then get into it. Yeah, I'm responsible for the research portion that we do globally, which is represented here in North America. And so obviously we're working on autonomous vehicles as well, as integrating assistance into the car and basically what we're trying to do is to get use AI as much as possible in all of the behavioral parts of the vehicle that users have an expectations towards being more personalized and having a personalized experience. Whereas we have a solid portion of the vehicle that is going to be as deterministic and aesthetic as we have it before, like all of the safety aspects, for example. And that is what we're working on here. Now, Vijay Vistion is a supplier to BMW and other auto manufacturers, is that right? Yes, we are a tier one supplier. So we basically don't make cars, but we supply auto manufacturers of which BMW is one. And my role is essentially AI technology at Vistion and also augmented reality. So in AI, there are basically two segments that we cater to. And one of them is autonomous driving, which is probably our biggest segment. And the second one is infotainment. And in that, the whole idea is to give the driver a better experience in the car by way of recommendations or productivity improvements in such. So that is, so my team basically develops the technology and then we essentially integrate that into our products. So not necessarily self-driving, it's really more about the experience inside the vehicle. That is the infotainment side. And then on the autonomous driving side, we of course very much are involved with the autonomous driving technology, which has to do with detecting objects and also making the proper maneuvers of the vehicle. And we're definitely going to talk about that. Now, Jeff, you sell to the embedded industry of putting automobile manufacturers. We hear that cars have, I forget the number of microprocessors, but there's also a lot of memory and storage associated. Yeah, I mean, if you follow the chain, you have Simon representing the OEMs. Vijay representing the tier one suppliers. We're supplier to those tier one suppliers in essence, right? So we're providing memory and storage that then goes into the car, as you said, across all of the different sort of control and engine control and computing units within the car, in particular into that infotainment application and increasingly into the ADAS or advanced driver assistance systems that are leading toward autonomous driving. So there's a lot of AI or some AI anyway in vehicles today, right, presumably. Yeah. David, who did a wonderful job on the panel, he thought he was outstanding, but he kind of got caught up in having multiple systems like an Apple CarPlay and your own system. I actually have a BMW, kind of a BMW, I have a Mini, because I'm afraid it's going to be self-driving cars and I just want to drive a car before they take it away from me. But you push a button if you want to talk to Siri and you push another button if you want to talk to the Mini, I mean, it's going to use it for different use cases, right? Exactly. Is that AI? Yeah, AI is also about adaption and it's also about integrating. So AI is coming with you with the devices that you have with you anyway, right? So you might be an Alexa user rather than a Google Assistant user and you would have that expectation to be able to ask to chat with your Alexa in your car as well. That's why we have them in the vehicle. Also, we have an own voice assistant that we recently launched in Paris Motor Show, which augments the experience that you have with your own assistants because it factors in all of the things you can do with the car. So you can say there is a solid portion of AI already in the vehicle. It's mainly visible in the infotainment section. Right, and of course, I remember the first time, I'm sure you guys experienced too that the car braked on my behalf and that kind of freaked me out. But then I kind of like it too. And that's another form of machine intelligence, right? Well, that counts for you that has not necessarily been done by AI because in let's say self-driving, there is a portion of pretty deterministic, rule-based behavior and exactly that one, like hitting an object at parking, you don't need AI to determine to hit the brakes. Right, and there is no portion of AI necessary in order to improve that behavior. Whereas predicting the best driving strategy for your 20 mile ride on the highway, this is where AI is really beneficial. In fact, I was at a conference last week in Orlando, it's the Splunk Show and it was a speaker from BMW talking about what you're doing in that regard. It's all about the data, right? And learning about it. And turning data into insights. Into better behavior. Into better expected behavior from whatever the customer wants. So, Vijay, you were saying before that you actually provide technology for autonomous vehicles. So, I got a question for you. Could an autonomous, could today's state of autonomous vehicles pass a driver's test? No. No, would you let it take once? No. Right answer, it depends. I mean, there are certain companies like Waymo, for example, that do a lot, but I still don't think Waymo can take a proper driver's test as of today. But it is, of course, trying to get there. But what we are essentially doing is taking baby steps first and I think you may be aware of the SAE levels. So, level one, level two, level three, level four, et cetera, and level five. So, we and most of the companies in the industry right now are really focusing more on the level two through level four. And a few companies like Google, Waymo rather, and Uber and such are focusing on the level five. We actually believe that the level two through four is the market will be ready for that, essentially in the shorter term, whereas the level five will take a little while to get there. So, everybody, of course, wants to know when we're going to have autonomous vehicles. I'm not going to ask you that question because it's like a spectrum of self-driving. But I want to ask you the question differently. And I'll ask each of you. When do you think that driving your own car will become the exception rather than the rule? Well, I'd rather prefer actually to rephrase the question maybe to where, not when. Because where, on a highway setting, this question can be answered precisely in roughly two to three years, the functionality will kick in, and then it's going to be the renewal of the vehicle. So, if you ask where, then there is an answer within the next five years, definitely. If we talk about an urban downtown scenario, the question when is hard to answer. Yeah, well, so my question is more of a social question than it is a technology question, because I'm not giving up my stick shift. Well, I will say, again, just an example, getting my 17-year-old to get his permit was like kicking a bird out of the nest. Right, get a drive. They don't care. He has a permanent driver on staff, basically, with me, right, so why? But, I mean, when I was a kid, that was freedom. 16 years old, you were racing out the door. And there is a large generational group growing up right now that doesn't necessarily see it as a necessity, right? So, not driving your own car. I think car share services, ride share, Uber, the so on and so forth, are absolutely going to solve a large portion of the transportation challenge for a large portion of the population, I think. But I agree with the earlier answers of, it's going to be where you're not driving as opposed to necessarily when, I think. Have we heard today, of course, talk about, I think the number is 40,000 fatalities on the roadways. In the U.S. In the U.S. Yeah. Everybody talks about how autonomous vehicles are going to help attack that problem. But it strikes me, talk about autonomous cars. Why don't we have autonomous carts, like in a hospital, or even autonomous robots that aren't relying on lines or stripes or beacons? One would think that that would come before an autonomous vehicle. Am I missing something? Are there systems out there that I just haven't seen? Well, I don't know if you've ever seen videos of Amazon distribution centers. Yeah, but they're going to school on lines and beacons and they're not really autonomous. That's fair, that's fair, yeah. So will we see autonomous carts before we see autonomous cars? I think it's a question of what problem does that solve necessarily. Yeah, sure. Amazon, for example. It's just as easy for them to know where something is and to paint a line so they, right? You think about Micron's fabs, every one of our fabs is completely automated. There's a material handling system that runs up and down around the ceilings, handling all the wafers and all the cartridges and wafers. Moving it from one tool to the next tool to the next tool. There's not people anymore carrying that around, or even robots on the floor, right? But it's a guided track system that only can go to certain places. Well, the last speaker today, too, was talking about it. And I remember when robots couldn't climb stairs and now they can do backflips. That's right, yes. You know, you think about the list of things that humans can do that computers can't do if the list gets smaller and smaller every year. So it's kind of scary to think about. On one hand, does the concept of Byzantine fault tolerance, you guys familiar with that? Does that come into play here? Do you guys know what that's about? I don't know what it is exactly. So it's a problem, and I first read about it. It's the Byzantine general problem. If you have nine generals, four want to attack, four want to retreat. And the ninth sends a message to half to retreat or not, and then you don't have the full force of the attack. So the concept is, if you're in a self-driving, both within the vehicle and within the ecosystem around the city, that you're collectively solving the problem. So these are challenging math problems that need to be worked out. And I'm not saying I'm a skeptic, but the more I read about it, the more hurdles we have. There's some isolated examples of where AI I think fits really well and is going to solve problems today, but this singularity of vehicles seems to be a ways off. We have a highly regulated environment. Obviously public transportation or public roads, right, are a highly regulated environment. So it's different than curating playlists or whatever, right? This is not so much regulated. Traffic and legislation isn't there yet. So especially, and it's designed for humans, right? Traffic, cars, roads are designed for humans to use them. And so the adoption to, the design of any legislation, any public infrastructure would be completely different if we didn't drive as humans, but we have machines drive them. So why are robots and cars not coming? Because the infrastructure really is designed for humans. And so I think that's what's going to be the ultimate slowdown, is how fast we, as a society that comes up with legislation with acceptance of behavioral aspects that are driven by AI, on how fast we adopt it. Technically, I think it can happen faster than you believe. Yeah, it's not a technology problem as much as it is. The public policy, insurance companies, I'm sure are going to weigh into this. I mean, if you think about, one of the events you could think of from a, let's say, even level four capable car on a highway is platooning. Yeah, right?  That sounds great until Joe Blow with their 20 year old Honda, starts to pull into that lane. So you either say this lane is not allowed for that or you create special infrastructure, essentially, that isn't designed for humans or is more designed specifically for the machine-driven car, right? How big is this market? It feels like it's enormous. I don't know, how do you look at the TAM? We can talk for the memory, I can talk the memory storage part of it, right? But today, memory and storage, all the memory storage for automotive is about a two and a half billion dollar market that is going to triple in the next three years and probably beyond that, my visibility is not so good, maybe yours is better for sure, but it's then really driven by adoption rate and how fast that starts to penetrate through the car OEM lines and across the different car OEMs. And Vijay, your firm is, when were you formed? How long have you been around? Oh, I've been around basically since around 2001. Yeah, okay. Relatively new. And then Ford spun out Whiskey on that at point. Right, okay. So, all right, so that's innovation.  But it's Greenfield for your group. Right. Whereas BMW, this is transitional, right? So, is it, are you trying not to get disrupted or are you trying to be the disruptor or is it just all sort of incremental business? Well, as a 101 year old company, obviously people think about you as being ripe for disruption. And I think we do quite well in terms of renewing ourselves coming from an aeroplane business to a motorcycle business to car business, right? It's cause you're cool. And so I think the answer is, are we fast enough? Are we fast enough in adoption? And on the other hand, it's fair to say that BMW with all of its brands is part of a premium thing. And so it's not into the mass transportation. So everything that's going to be eaten up by something like multi-occupancy vehicle, mass transportation in a smaller effort, right? This is probably not going to hurt the premium brand so much as a typical icono type of boxy car. Exciting times. Gentlemen, thanks so much for coming on theCUBE. We got a run. Appreciate it. Thank you so much. Thank you so much. Okay, thanks for watching everybody. We are out from San Francisco. You've watched theCUBE at Micron Insight 2018. Check out siliconangle.com for all the published research. theCUBE.net is where you'll find these videos. Wikibon.com for all the research. Thanks for watching everybody. We'll see you next time.


Now we're on the bright state. All right. So there's a lot we can talk about. We can talk about how to build great companies. We can talk about taking companies public. Probably talking about how not to take companies private. But instead, what do you want to talk about? Well, I figure first talk of the day here, we should talk about why we're all here. From my understanding, this is a startup conference. It's my first slush. Very happy to be here. Good to see you all. And really what I've been thinking about lately is why startups. Why do we choose to do the things we do? Yeah, anyone building startups here knows that it's crazy, and you've built a bunch of them. So that means you're like repeat crazy. So maybe we should, to get to the why, maybe we should go back a little bit to the beginning. All right, you're from Nebraska, which is like the Lapland of the United States, or at least it's far away from a lot of other things. How did that shape the why for you? Yeah, so I grew up in, if you're not familiar, Nebraska is the middle of the United States. I grew up in rural Nebraska, which is even more middle. And I literally grew up in the cornfields on a farm. And so which I hated at the time. But I appreciate now, because I was very bored. And I think that boredom, as well as the sense of independence, my dad was a farmer, his dad was a farmer, is really entrepreneurship. It was what do you do when you are infused with a sense of self-responsibility and independence, and you're really bored, is that's a perfect setting to become a founder, I think. And I guess you were bored in college, because like a number of other great founders you dropped out and went West.  Yeah, so I had never been to California, but I got into computers. And so I grew up without the internet and I'm old enough to remember those times. And what's amazing now is being here in Europe and in Finland, and the incredible representation of startups and countries here is that really Silicon Valley in the early internet days seemed like the only place. And I started an internet company in Nebraska and no one, before anyone knew what the internet was. So I realized I just felt that draw like a lot of people to Silicon Valley at the time. And so was there a moment when you knew I am a founder, I'm doing this and I'm gonna do this for a long time? I always assumed that I would start companies. I don't know if I use that term, but I remember, and I'm not sure why, I never, I just assumed I was not going to work for people. I specifically remember driving my hot wheels around and making a little sign that it was my empire and it was EC, see my middle name started to see, EC Industries was like my, at some age 10 or something. I was just imagined that I was building.  Yeah, I'm gonna have an empire, I'm gonna have cars and trucks and engineer things. And did you know then that you were gonna try to do things that really mattered, that had a lot of purpose or did that come later? No, I think honestly, that was later for me. I think people approach entrepreneurship very differently. For me, I had a desperate need to just succeed at first and I wanted to create, I'm inherently, I'm gonna create things and I wanna succeed and I wanna create things that are good, but it wasn't like I wanna change the world in this particular way. And I think that kind of developed over time and as I got more opinionated about what kind of changed the world needed. But I think like a lot of entrepreneurs, there's just a, for me, there was a big hunger to prove myself, to get out of the area I was in and that came first for a long time. So you knew to prove that competitive nature and to drive to succeed, you knew you needed to be in the Bay Area, so you went West. And just maybe walk us through the founding stories there what happened next. Well, I had a job for a short time, but again, I was always assuming I would start my own thing. So I started a company called Blogger. Well, the company wasn't called Blogger, the company's called Pyro. We were doing something else. Blogger was a pivot before we really used that word pivot. It was a side project. And that was really the first thing I did that ever turned into anything. That was, I started that in 1999. And that was really scratching my own itch. Was just one of the big lessons for me over time because it was, I had this other much more complicated product that was project management, sort of an enterprise in the cloud thing that to use today's terminology. And it created Blogger really because I wanted to post to my own website. I had a personal website. I wrote some code to make it easy to publish to the website. And that was an epiphany. And I thought, oh, this is cool. Maybe other people would like this. But my assumption was that it wasn't a business. It wasn't, there wasn't a way to make money from it. But it was fun. And it was scratched my own itch. And the people on my team, there was only three of us liked it. And so we just followed that thread. And for a long time, we thought we needed to pay attention to the thing that had much more of a business case. And then eventually realized, actually this simple fun thing that we did for our own interest is what resonates with people. Seems like a thread throughout their career, especially the big wins, the more you focus, the more you narrow your focus, the more successful you were. That's true. But it's focused in a specific way. What I've found is the focus, to me, the compass is always what is the thing that I wanna put in the world? Mostly because I'm selfish and I wanna use it myself.  And that's the motivating factor rather than I just want to, I want this to exist. Right. So you want it to exist for you and hopefully for others. And that narrow focus let you make things that mattered.  What was that decision about where you went back out there to take all those big risks again to try to be a repeat founder, which is a tough decision to make? That was not for me tough at the time. I was still young enough. I still had a lot of energy. I still felt the need to prove myself. I was very happy to have landed at Google with Blogger. I was honored to be there. Smartest people I'd ever met. This was Google in the early days or hundreds of employees. And, but then I was in a company that I, you know, I wasn't even at the top of the company. I was just, it was someone else's thing. And so I knew immediately that I was gonna stay as long as I wanted to get Blogger on the right track. I really cared about what I had built and then I was gonna leave. But then I kind of fell into things too quickly. And so the next company was Odeo, which is a podcasting company. And that was a big lesson for me because that really didn't come from that desire to put something in the world.  Blogger invented the concept of blogging and Odeo really invented or was one of the early pioneers in this thing that didn't have a name yet on podcasting. So maybe you could share that story because it didn't end in the way that you thought it would. Yeah, I mean, both were very early with emerging. You know, we weren't the only ones in either case, but Odeo, this was 2005. So Odeo podcasting was very, very emergent. And it, a friend of mine who was my neighbor at the time named Noah Glass who later helped to start Twitter, he was doing audio things. And I left Google with the intention to take a break and he just kept coming over to my house. And so we ended up co-founding Odeo together when podcasting, before there was iPhone. So from the name comes from the iPod and no one listened to podcast on the iPod, but we built a product for that. And to me, the lesson, what it wasn't as internally driven as I said, and I kind of fell into that because there was within a certain tech community a lot of hype about podcasting at that time. And I mapped it to what we had done with blogging. I thought, oh, this is, I kind of thought it would be an easy win, frankly. And that should be a red flag. Basically, I don't really believe in easy wins. And they're usually illusions. And if you're doing something because it's an easy win, it should really, even on the product level, that could be what the startup is. It could be like certain product tweaks. And it was a real struggle because we didn't have product market fit and we raised money because I was a second time founder and I was able to raise much more money than I needed. And then I was like, shoot, what am I gonna do? I have a team of like a dozen people. We don't have product market fit. We have a bunch of money in the bank and we're not doing something I'm passionate about. And it does, I mean, maybe it gets to that question of the why too. You had a very clear why in the beginning with blogging, maybe less of a why. There is another through line though, which is the reimagination of communication and media. And you did it with blogger. You did it with the podcasting. What came next in terms of that reimagination? And maybe you could talk about the inception story of Twitter and the why there. Yeah, well, yeah, so for those who don't know, Twitter was started within that company, Odio as a side project. And it actually came at a time when we were like, we need something to do something else. We have a bunch of money in the bank. This was in 2005.  And so we, and our board was like, well, do you have other ideas? And so we did a hackathon. Jack had this idea that became Twitter. He and Biz, my co-founders for Twitter worked on that. And that was a completely different thing. It was in the Odio case, I sort of intellectualized why this is a good idea. Twitter made no sense, you know, for many years, it was like, what is, that's very hard to understand. We can't explain why that's interesting, but we knew it was interesting because we felt it. And it was back to that feeling, and not terribly dissimilar from when I wrote that, that code to post to my blog, it was like, oh, this is different. We had no idea clearly where it was gonna go, but we felt something intriguing and we pulled on that thread. And a little bit of magic too, right? You sort of felt like, wow, this is something that we didn't all have before and we now have it and we can use it and it's our little thing and then it got bigger and bigger. And for you personally, what was ultimately with Twitter, what was the why?  What was the vision? Well, our assumption, I can't say there was really a vision or a mission in the very beginning. It was really a felt sense that this was new and interesting. And then it's very easy to, especially back then, to make up all kinds of reasons why it's gonna be great for the world. Now I view it much more neutrally than I did at the time, but I believe the mission described later for Twitter is something about making, letting everyone share ideas and information without barriers and instantly. Which baked into that mission is the assumption that everyone sharing information without barriers is a good thing. And now I view it as a good and bad thing, but we just thought, oh, if there's new and easier ways to share information, of course, that can be tremendously good. So we didn't really question why it was good and we didn't really know where it would go, obviously. And then you went back to the broader form with Medium. So maybe you could talk about going back to, was it unfinished business with blogging? Was it just a way to expand the conversation? What was the why there? Yeah, so Medium was more of an intellectual, sort of theoretical, it was the combination really. So I would describe Twitter was just a feeling. It was like, oh, it feels like there's something here. Audio was, there's a lot of theory, but not a lot of feeling. And then Medium was both for me personally. I felt like everything I'd learned about the internet from between Blogger and Twitter and sort of observed, not just one of my own companies was, the network is what matters. And so with Blogger, we never built a network. It was a publishing tool. You got a static standalone website. And then the whole social networking thing happened. And then with Twitter, we realized at first we thought the novelty was the 140 characters and texting. But then we realized it's really the network. And so it's publishing, but with almost no software value on network value. And so Medium was like, okay, the network is central, but we need tools for more substantive content. And all the publishing tools at that time felt very dated and inelegant. And so there was a big design component. I wanna make something simple and elegant and beautiful for publishing more substantive ideas. And I wanna build a network out of it. And that was the theory from the beginning. And along the way, you also started Obvious or Obvious was a vehicle, but you started Obvious Ventures out of that. Yeah, so that was in order to try to achieve more than one thing at once. And when I decided after I left Twitter, I was in a state that maybe some people have been in where you wanna do a whole bunch of things. And it's very hard to decide, especially when you can fund things and have money, and then you have a bunch of ideas and opportunities. And then I think a lot of people suffer as I did from just like too many opportunities and never getting past the shallow layer. And to me, it was much more satisfying to dig into something, but that requires a choice. So I was investing in all kinds of things. I incubated a couple of companies and decided to focus on medium, but I still, I had cared a lot about climate and at this time and thought I would do something there if I had any good ideas, but I didn't have any good ideas. And so, but I thought, well, I can invest. At that point, I had money from Twitter. And so our partner, James and I were talking. I was like, who's investing in climate? Who can I put my money with? And there weren't nearly as many people as there are today. So that's why we formed the firm, Obvious Ventures. At the time we expanded the focus to world positive companies. And I spent most of my time on media in the last few years, but James and our partner Vishal and you have built this incredible fund and there we are. And yeah, so let's talk about what's next. And maybe we could also for founders in the audience, first time founders, repeat founders. At Obvious we see a lot of repeat founders who like you have had a lot of success and become very intentional the second time around. They really realize like, wow, now I have a chance to, I got it right before, but really get it right with answering that question of the why. So whether somebody's in a big company thinking about breaking out and taking all the risks that you and others have taken, or they're a repeat founder coming back and trying to nail the why. What advice do you have for how to, you've done it a lot of different ways. How do you center around what's most important? What matters for a company? I think for everybody it's different. And I talked to two founders yesterday. One was a first time founder who started from what are the big problems in the world and ended up at a software solution to address something. And I'd never done that. I never start with the problem in the world. And I thought that's very impressive and she was very impressive. And then I talked to another founder as a second time founder who filled a lot of pressure as I did when you go out the second time and really feeling this, like you gotta succeed. That's very important to a lot of second time founders and it was for me to prove that that wasn't a fluke or maybe things didn't go exactly right. So people are different, but I think the most important thing, and this doesn't just apply on the what company do you do level, but really every step along the way is do the thing, make the world better in the way that you really believe. And I think everyone would agree with that at a high level. I found it's very easy to get confused along the way and do things for the same reason I did Odeo and made a lot of choices, even with Medium because there's such pressure for growth and for success. And when things aren't going right, it's very easy to lose that inner compass and then start saying like, oh, okay, well, our customers are telling us this, which is great if you agree.  Is that the thing is, and it could be, but it's so easy to start being guided by other people's compass instead of your own. One example, just very simple example I did at Medium was, you know, we wanted to grow. Like everything was going, and we wanted the numbers to go up and we had a product team whose job was to get more people to sign up. And so what they found is that if you visit a Medium page and you put a pop-up in people's face before they could read the article, they're gonna sign up, guess what? Signups went through the roof. And when I first saw that, I was like, that's too aggressive. I don't like that as a user. That doesn't feel right to me. And so they made it more subtle and said, well, maybe it's just the second time and we made a compromise. And so Signups still went up a lot. I was like, okay, live with that compromise.  And one of the first things she did was read what people on Twitter were saying about Medium. And there were all these complaints like, oh, it's spamming, it's like doing these pop-ups and paywall. And I'm like, well, that's terrible. And it's not worth it. And that, and I was kicking myself because I strayed from that gut instinct. As a user, we did something that as a user, I didn't want. And so I think that is now always the guiding compass is whether it's at the company level or the specific product or is like, just do the thing you want to exist. Okay, so let's talk about categories of things that we want to exist in the world that are move the needle, build the next. Tesla is at a $775 billion market cap. What are some of the categories where these folks might start the next Tesla? What are the big areas that you're looking for real growth in? Well, it's an incredible time. The market is tricky right now, but I think I'm a fan of when things there's not too much money and too much hype. It's a great time to build things. Wow. And so again, everyone has to make the choice for what really resonates with them. So I would hate to even say, what I think climate is the most exciting point it's ever been because it feels like a tipping point in terms of being able to make real change and obviously necessity to make real change, but sensing a lot of positive momentum. A lot of, there's rich ecosystems of solutions that are being built, a ton of cooperation. So I'm just getting up to speed in that area really, even though we've been investing for a long time. But any, whether you start with a problem or you start with an idea that pulls you towards something to make better in the world, I think everything connects. When it could be mental health, it could be knowledge, it could be what we do about climate. As long as it's something that you think really matters, I think it's worthwhile. Web three. Web three is super interesting. I've been intrigued. I think the, what I'm interested in particular is I'm not as interested in anything finance related. I'm interested in decentralization. I think the consumer web has lost a lot of the innovation we used to have 15 years ago because the major platforms suck so much attention. It's so hard to break away from them. And so I'm excited that there's actually some architectures that are emerging that will allow, my hope is a lot more innovation. And do you think some of that could impact some of the social graph and the ability of individuals to communicate and build greater networks and community power? That's the dream that we've had forever is that there can be portability and data ownership. It's been a tricky problem. And I don't know if the right solutions are out there, but I think right now there's some fractures with some of the big platforms. It's a great opportunity because now people are building things and other things have a chance. And I think from a consumer point of view, people are tired of the big platforms and there needs to be different. And they're tired of maybe the value systems driving those platforms. And people are open to new forms of expression, I think as well. I think we see a lot of that decentralization in climate as well, which is interesting. Even mobility, a lot of personal empowerment and taking power away from central systems. So it's an interesting sort of theme moving forward. We spent the last 30 years digitizing the global economy. Maybe we spend the next 30 decarbonizing it and decentralizing it. There's a lot of work to be done. Yeah. And now, unlike 20 years ago when I moved to Silicon Valley, you don't have to be in Silicon Valley. The knowledge has spread. The companies are everywhere. It's a big, and COVID obviously accelerated that. And now it's like everyone can collaborate from anywhere. Could be in Clark, Nebraska, Lapland, Helsinki, wherever. Doesn't matter. Okay, so find the purpose, stay true to your core ideas and do stuff like that. Great the thing you want to exist. Yeah, great the thing you want to exist. All right. Eve Williams, thank you very much. Thank you.