We're here at the ITU Plenipotentiary Conference 2014 in Busan in the Republic of Korea, and I'm very pleased to be joined by Mr. Hesham El-Alyli, who is Executive President of the National Telecommunication Regulatory Authority of Egypt. Mr. El-Alyli, thank you very much indeed for being with us today. Thank you, Max, for your invitation. I'd like to start off by talking about the mood that there is at the moment and the time, the challenging time with the ITT industry, a time of great opportunity, but also a time when issues like financing of new network capacity is becoming critical. In a fast-enabling environment, what do you think needs to be done for everyone to get the access that they need? Infrastructure is key, and of course the cost of the infrastructure is huge. That's why I think the trend should be sharing the cost of the infrastructure. And this is what we are doing in Egypt, where we are encouraging and we are putting the framework of the regulatory framework to issue a license for a new infrastructure company based on sharing the cost of the infrastructure, which is key because you would allow to deploy the infrastructure much faster and avoid duplication and based on sharing costs. So the cost will be much less, so you will be able to provide affordable services, which is key in the region. And what are the particular priorities for Egypt in the next four years to the next plenipotentiary? Egypt has a clear vision, which is really transformation toward the digital economy. But to do this, there is a lot of, I would say, there are a lot of roadblockers that we really need to remove them. And so mainly the infrastructure, we need to develop the infrastructure, so that's why we are putting this infrastructure on the sharing, the cost of the infrastructure. Of course, we have to put the regulatory framework to allow competition based on same level playing field for all operators and encourage the quality of services and innovation. And of course, as well, we need to remove what we call the E-frictions in order to transform into the digital economy. For the industry, as an example, the skilled laborers, the skilled resources are key. The available capital for investment is key as well. For the part of the information, the information, the content, how to digitalize the content, how to work on the e-content with the government, e-hills and education, these are very important programs that we are developing now, as well as, which is the most challenging one, the individuals. We have to change the culture of people to let them more ease to use the Internet, trust the Internet, to use electronic payment through the Internet. There is some of cultural transformation that needs to be done as well in this area. And in terms of ICTs, do you think that ICTs are sufficiently recognized as a key development catalyst? And do you think that ICTs should be part of the future UN Sustainable Development Goals? And if so, why? I think that our key, ICT is key, is it sufficient to recognize or not? Perhaps I would say it should be better and more recognized. So I think it is very important to recognize the ICT contribution into GDPs. The GDP, today our ICT contribution into GDP is about 4% in Egypt. What we are looking for is to double or even to go up to 10% by going to the digital economy. We have seen in that, in most of the countries that they have followed and they have been transformed into digital economy, that contribution to GDP is at least 8%. And this is our objective. And of course it has to be part of the sustainable part in the UN, because this is key. 10% of GDP is one of the major sectors that need to, we need to focus, we need to work together to further develop this sector and make its contribution much more and more important into the GDP and into each country. And do you think that's achievable? It is, because more and more people understand now the importance of the ICT. Before maybe people saying, ah, this is technology and et cetera, but more, you have tangible results, you can see there is a real contribution in the GDP, there are real investments. And nobody now can live without internet, nobody now can live without mobile and without broadband and et cetera. So people are started to understand that it is key and it is very important and it facilitates their life. It allows them to work more in more efficient way to improve productivity and as well to reach a better level and reach beyond the boundaries of the country to reach everywhere in the world. So this is key, I think. Mr. Eleanor Lylee, thank you very much for being with us today. Thank you, Max. Thank you.


Hello, good morning. Thank you for coming. Let's start. My name is Ivan Pedratas. I work at Docker as a principal engineer. I've been doing distributed systems and Kubernetes and lastly more focused on understanding complexity and YAML. This session today, it's a best of feather. So I hope that you all can contribute. Now we have a microphone and if you can get a little bit closer to everybody, it would be easier for me to handle the microphone. Thank you. So I have six slides and then we can just talk with the point. What is the platform? This is a definition I really like that Ivan wrote and is about these service APIs and tools and service and the two things that usually people measure the knowledge and support. We can go over what we think is a platform. I think that right now, so I was at KubeCon in Valencia and there was a lot of talks about platform and platform engineering and it's the new SRE and I think that there's a lot of questions that we need to answer and we don't have many of those answers, I think. That's why I thought that doing the session would be good. Try to see what the real feel for platform engineering is. I think there are two things that are very important right now in the platform engineering. I think to baseline the language like backstage as this framework to create developer platforms and team topology is with the different team information like the platform team, the streamline, the enabling thing and blah blah blah. Speaking of backstage, at four o'clock there's a talk by Susan, so if you're interested in learning more about backstage, you can do that. What else is the other thing that happens is the cognitive load. It is not complexity, it is perceived complexity by the person and you have these three kinds of knowledge and it's important to understand that this one, that I will not pronounce because I cannot, is the one that it's basically the throw away knowledge. There's a thing that usually you cannot take away with you if you change context because it's how we do deployments in Docker is different than how you do deployments in new organizations. The constraints of the context are different. Patterns might be the same but and that's it. I really hope that you all contribute. I ask Brian, I don't know if you know Daniel. Mr. Brian put this straight and he's been very active asking about platform engineering so I asked him if he could give us a few questions. I was hoping that he was going to come but he did not want us to come. These are the three things that he's been asking. I don't know if we want transits now or not. This QR code will send you to this HackMD that I think that we can use to put all the questions and keep them as our lock for the session so you can use a QR code and access that. Who wants to start? Who is building a platform here? What is a platform? What are the pains that you have in your organizations? We have the microphone so like I can't repeat your comment. If you want to make a comment I think it's easier if I get the microphone and just hand it and then you talk. Who wants to start? Do you want to start? Come on. I think one of the biggest issue is trying to sell the internal platform. If you just created even the PLC platform and integrated with your internal APIs, different tooling, is to sell this to your developers. That's one of the biggest issue we're struggling with and upskills them. We're building, we're spending the time currently even on the way learning go so already for a few years I would say our team is the seven engineers at the moment so that's one of the biggest things. Yes. Another thing I see and that's another question that I would like to highlight and maybe to discuss with someone else is every single company they create their own platform. Every single company and it would be nice to define some standards around it. I know maybe sounds the awkward but would be nice to just that well so that developers could easily to be imported to this internal platforms no matter where they're working. That would be nice just to define standards maybe inputs maybe UX as well maybe like common API for them. But a standard and interface different right? Yeah. I think that that is like we suffer from not having a very well defined grammar or language like when you talk about standards and you think about interfaces is different. Like these self-service APIs who has built those service APIs here? Who is wanted to build those service APIs? What is one of the first things you have to think when you are doing this? Define internal standards. So they're like you have you have the API that has to do whatever it has to do right like that's a given but but I am the consumer I'm going to use your API I need to do something I need to know if I can use it so I need to have certain observability around that service if you don't give me that it's very hard and and this is by the way it's really difficult like I don't remember which coupon it was it was in in Copenhagen I was there and my classes were not building I was going in GK to create my class it's not working it's not working and it's because they didn't have capacity and I didn't have a way of checking that there was capacity available for me to do it right since that moment when I have to build an API that you're going to do anything creating this or creating that I will I will let you do things like can I do it do I have the permissions to do it do I have the capacity like do I have the the money or the machines or whatever resources do I need right it is it is a thing like oh I didn't I didn't think about that because when we're building the interface or we think about what we have to do and usually we forget about the UX the user experience right yeah importance to define your internal standards and in those inner source culture as well so that you know not one single team working on this internal beautiful API but maybe several different teams and they could collaborate so many other questions so as as anyone read this this read it right no it was it was at some point it came and like oh wow and it it's a classic problem that we have that we build something and then people do not adopt it right why is that there's a whole thread of people talking and then it it drills down to if you do not ask your customer what do they need then you will build something that might or might not be what they want right and this is the bit that that it's important to understand when we talk about cognitive load where is the cognitive load thing I don't know here here there right like cognitive load is what people know right and and the more that they don't know how it gets right it is I have a graph you can you can see like like it behaves a little bit like this like like a logarithmic function right like okay this is my time this is how much I can learn at some point you get saturated you cannot learn anymore right there's there's different strategies and and team topologies helps with this right like when we talk about these teams it helps like like this is this is my life complicated right but you have these stream align these people are building something and now they come the enabling team and the enabling team is going to do something right like for example if we have this model this is how my team is going to to be able to learn I can shift it right now I bring the expertise that we need to deliver whatever right but but it is very important to understand that delivery is one thing and upscaling the team is different right because this is going to help with delivery but but when these other team leaves you will be again here even worse because the team has got used to have this as a really or this person who knows and now when they leave boom that's that's the void of I don't know how to do it and this or the guy was doing it and now he is not here and I'm in trouble and all the time that he was here I was very busy so he was doing stuff and I was doing my stuff right so you have you have to understand these these kind of models right talking talking to the to the customer is very important because what is very important is that they understand what you're going to do like this there's something which is the golden path right like where's the golden path here right have you heard about the golden path no golden path is basically the pre-defining these these ways of doing things we're going to do deployments in this way we're going to do building my images I'm going to deploy to kubernetes I'm going to create this static website in this way I have to go to my portal and I have a very easy way of doing it but that does the whole point of backstage is having this system where people can go there and access to all the information that they need to do my job but so it's just not having a dashboard it's not a wiki we're like okay we have confluence we have jila what else do we need that it's not the point but then and and one of the things that happens when you adopt backstage right like this is this is a little bit like the model I put this line because this is the bit that people means a lot you have in your company you have all your services to do all these things now you're going to bring them in into into a portal you have two options you can couple it here when you create your plugin or you can create a proxy to do the couple the platform from the from the service you have to bring the tools you have to bring all the things here like a service catalog of all the stuff that you might need can be here right so one of the things we have a docker is that we have teams and we need to have a dashboard that that can show you that the pull request right now pull request by team is something that you can try to categorize like like backstage with with this service catalog has a way it's like okay you are this team and like what happens if you team has to deal with a repo that does not belong to them okay it's not going to be in my dashboard so we need a way of being very flexible here now you build a service that is going to populate all the pull requests for your team and your team says yeah but half of the pull requests are in these other repos that we don't is like okay now now what is this the disk owner we have what they're asking and where we build sometimes he's not aligned because constraints and things think about about that like bringing you services bringing you tools to one place right so in backstage I can go to backstage I think I think there are demos here that we can I don't want to work but I know that there's a demo somewhere it's because if I put my glasses I cannot see you and if I don't have my glasses I cannot see the screen so this is backstage right like like and here what happens you have you have the catalog right you have your components and then you have your apis right and then you say oh you I can make it bigger if you want a little bit bigger right so like okay the api the pet store api and the tech dogs of definition right and and now it's it's like the whole point of this is to understand how things are related right and oh it's not loading this let me get another one so you can you can see this kind of thing so I I'm a new person in your team I come here I say okay I have all these things and you can you can do things like this is the CICD this is the apis and my dependencies my documentation to those whatever plugins you need to do right like all these things are plugins and same thing here like like you're basically building the system that you need for your organization we will need CICD we will need managing dependencies but the way that you do it and the way that we do it is different doing the standard probably doing it common interfaces yes right and that's the point of you can you can try to use the the catalog definition of backstage if it maps your organization if not it's okay you can create the proxy that transform that into the backstage backstage or whichever system you use right that that's the whole point of this is now the cognitive load that I have when I join a new team is where it's more because everything is here but then and you can have ways here of like seeing your application in this corner of this plaster or these application in in this or that cloud right and then you have the templates when you come here where it is a new thing explore yes there's one option that you can create new components and and the whole point of these is that you can create these templates that it's going to go to GitHub and create the project with the different artifacts that that they need right and they have to wire up Terraform for example let's talk about Terraform right so you want to publish a static website right like the user experience can be I come here I go to my template I click in the button to create a new a new static website it asks me a few things name and and no much else and that thing goes and creates a github repo and creates a service going to the pull request into the the repo where we have our Terraform right that's that's a model that you can have doesn't mean that you have to be like this you can be completely like I have a way of calling that or creating a a github ticket for the infra team to do whatever they have to do under the point is that the user comes clicks the button and that's it so you you are simplifying the process what else and how many of you struggle with with the red reddit problem like I build these people are not using it people don't know how to use this people do not understand I am nobody understands what is the most painful thing that you have in in in your day today not with your team but with the others so um I really uh can identify every of the points described on the reddit post in my company so um the the idea of I guess the idea of of these new platforms is just to make the things easier but uh yeah but but I feel that the the complexity of creating automatic flows for everything you need to do is really high so I mean every of us are starting from the learning to the developing to deploying and so on but this flow change and the complexity of having everything in sync is high so if the I don't know backstage at all but if you are not able to synchronize every step in the right way that would be also a problem and what happens if that change are you able to to deliver like both behaviors so this is my main concern about that so I understand that we need to do something okay but I'm not sure if that is the the right path sounds like dependency yeah sounds like a common dependency issue and versioning as well of your of your internal APIs and that's something we we're also struggling with yes if you create the platform you also have to support different versions and abstract this in your internal platform somehow that's one of the biggest issues yes another one something I see from developers they don't understand our back and authentication and that's in the secret in the secrets management that's a completely completely usually even having the brown box actions Katie for specific teams it's really tough something something really really hard to abstract and I'm not sure how to we're trying to do that but that's a that's a difficult challenge so like like with secrets for example who's just struggling with secrets if you don't raise your hand I don't believe you so one of the issues that we have is that like this shifting slash pushing left like like we are basically giving the keys and the locks to the developer and say now you manage this and you have to put the right locks in the right keys in the right places and of course they should not have to do this right like why secrets is a developer concern it shouldn't be the idea it should be open ID and OIDC and what we end up with managing our back here and there true but that's slightly different because we're like you will need to have secrets but you have to define the key as a developer you define the key this is the key that I know my application needs I'm going to consume this information through this key that's it that's that's that's the interface that they create I like that this is how I consume information what happens is that then historically we say now you own the process of managing the keys and the locks so from development to production it is your problem and you have to do it properly and they do not understand all the constraints all the different environments because it's a lot right it is it what's happening with the shift left is that we're pushing so much information and concerning into one place that the logarithm thing like it saturates and like yeah whatever right so you have to start thinking slightly different the golden path is not going and building all these things it's going to them it's like okay where where are you pains like but when Danny was in like what are you pains not my pains right but like it's it's not about me writing telephone is about what is the problem you have and then they will say doing this is very slow or I don't understand this it's tricky because people usually do not like to say I don't know this right they will not tell you directly unless they're very comfortable not knowing like me I'm very happy to tell you my life and unless they're very comfortable they will not do it so you have to be aware of these you know you cannot ask like do you know this that's why we're trying to abstract these things providing the internal platform exactly but you have to abstract it in a way that they can understand right this is like if I take you to a to a restaurant where I was born right like I took a friend of mine speaks five five languages not the one that the people in the restaurant understand so it doesn't matter how much he knows he's not going to order food because you cannot speak the language I'm like okay now this is this is the situation like oh this guy is very smart speaks five languages yeah but the one that is important is missing you can do a lot of very funky things I'm sure that these people did really awesome stuff but they miss the point is like your users cannot understand you right and and the team topologies tries to tackle this right like like this enabling team isn't everything helps to help people and facilitate right like it's about it's about learning more than delivery right and in the in the curve that put earlier it's not about delivery it's about people learning and feeling comfortable with not knowing right it's super tricky now we go and try to build a golden path based on what and what they and like we know what they need to be able to set the needs you need to do something like you you need to build a darker image you need to have the helm chair you have to have the helm release because we're using guitars and you have to do these poor requests etc like we know but but we miss the point is that they don't right and then we were like how many of you have been in decision like developers need to learn Kubernetes how many and what was the reaction of of the developers this is like crying crying quietly towards the bathroom they just flip the table usually they don't like it why too many information just a lot of information a lot of kind of objects okay that's that's an option like like that's who these gentlemen would have to say because they don't find it interesting at all exactly they don't like it sometimes even darker is too much for some developers yeah they're like that I want I want just to to focus on my code right yeah good why I need to know how to build uh write this cluster right like well because your application is using brevis yes but it doesn't mean that you have to be an expert building these things right like what I usually say is like being a very good cook and knowing how to run a restaurant two different skills sometimes you have no choice you are a cook and and we wear many hats right and then let's talk about scaling knowing how to run a restaurant and knowing how to manage a chain of restaurants different as well right so it's very different and now we're asking them to do things that actually maybe they are not the right candidate for this what happens historically what happens with dev and ops and then we create the develops and like what happened like devs will not understand operations and all is like I don't know what your application is doing I cannot do it you and then the interface that we had was very crud document let's put this document let's let's try to agree on this and that the reality is that if we had a way of exposing the information that the other party needs that's it because the thing is that you do not need to talk with the other team if what they offer you if you have enough metadata to make this and the exercise that you have to do is to approach one of your teams and say I'm going to automate something for you whichever is the most painful thing I'm going to automate it and then look at what do you do when you're doing it you're going to go and try to understand what is the process has to be done and what are the things like you need to have certain information to do the automation right that is the key understanding that this is the interface between you and them now you're creating this this automation or abstraction right and now life it's easy Monzo has a tool that the deploys and developers use that tool to deploy but they don't need to know how the tool works that's a platform thing job they say okay look this is your command that's it now you run this boom I have I have a docker file that when you build a docker file it generates your helm chat and your values file you don't need to know anything right so the only thing they have to do is docker build and boom they have a helm chat right like it's it's understanding like like what we're doing with this model is trying to remove that thing that they don't like to to create the helm chats I don't think that anyone likes to create the helm chat but it does that's the model that you have to think any comments any yeah maybe I just wanted to say that a few years ago we tried here to build like this multi-cloud platform for developers and the first mistake that we've done is like uh automated the sandbox server service for them so they would have a sandbox to play in right okay but in essence they didn't care about that because well we were told by public cloud providers that developers should learn public law services but in reality it does not work that way we don't care so they want the end result right so then we shifted our but yeah back so you have you have a sandbox system right and and this is interesting because when you have a system like this what you're doing is changing completely the constraints of that context I don't talk about the environments I talk about context right like it can be in production it can be this and you can have three classes in production that's a context for me but like the constraints that you have there constraints and dependencies you have there are different from everyone else and that and that's not how we learn when we learn is like things work like this right when when we are learning things it's like okay if if I'm writing my bicycle and leave my hands I just have an accident if I'm walking in my house and I close my eyes I usually walk or step on the dog or something worse right and you you learn this very quickly and now if you do the same thing in an open field you can walk with your eyes closed no problem the only thing I don't is to change that context so what you are learning it's completely useless in the other one and then the other thing you have to think is why why do they need to learn this why do they need to learn how to get an S3 bucket because for the developer the S3 bucket is just a location like I put my my things there that's it it's a bucket right and that's the issue is like no they don't we have a problem which is we we're not enough to be able to do all the info that needs to be done all the ops right so what we have to do is to accept that it's either us building a platform and building these abstraction and automations or just hiding track of the people right then and in this model in this mode this is what happens you bring this team right this team gets embedded in the other one now it's delivering now the organization thinks okay I sorted this one what I have to do is to replicate this model I'm going to have more people like these ones and put them in the teams now my delivery is much faster and now we're hiring and hiring and hiring it creates another another kind of problem because we're not solving the real problem the real problem is basically what I said earlier just this one you're trying to shift but you are not right you you build it you run it who thinks it's a good idea nobody come on why not so do you think it's a good idea I think you can run it but you shouldn't for example you should own it not definitely run it okay you own it yeah okay into the like let me ask these gentlemen I'm I'm I'm sort of trying to construct an answer with with the thing that you're saying because I'm from a slightly I've been developing for a good 30 odd years and when I started developing you had to know everything you had you had no choice and as I've grown through my career I've continued to want to know everything and I find it difficult when I meet junior developers that are coming out of college and they want to focus on one thing and one thing only and they don't want to know how everything hangs together and that concerns me because I'm an electronic engineer from 30 years ago so I understand how things work at an electronic level and I it worries me that that our college students don't want to know that so I'm I'm of the opinion that you should try and know everything like I get the point of the cognitive load but each individual you know we have an untapped resource in our brains where we can take on an awful lot of information we've proved that many times throughout history so are you saying that we should just keep developers knowing a small piece of information now what I'm saying is you need to help them you need to help them to learn now and this is a tricky bit that usually people don't like when I say it's it's team is different it's person that is different the cognitive load that I have and the cognitive load that you have and the cognitive load yeah different because I want a situation is different right so the way that I'm going to learn Kubernetes goal rest lambda doesn't matter what is different than the way that you went to it because you know certain things that I don't right so you don't have a unified way of like everybody's going to learn like like this now you have these people have to go there and help them to learn and what they need to do that the enabling thing is to understand where the other team lives right like this is what they know these are the caps gap analysis right so we're going to do this exercise to learn yeah so as an engineering manager I have an approach of culture that I develop within my teams and one of those cultures is continuous learning and development at a team level so everyone within the team is responsible for helping everybody else on subjects that they don't know about so I think what you and I are talking about in this case is very similar but for me that's a cultural thing why you approach that oh yeah yeah so like like an organization has these three three dimensions right like like people tools and processes right and and and you cannot you cannot do one without the other you can look at that like you can flat three dimensions in two and we have the cube you can look at it and like now it's a square or now it's right but the red is that you have these three things and they're interrelated and changing one thing has an implication in the other ones changing a tool by itself is not going to solve your problem and in backstage it's not going to solve the problem the problem that these people in in the red threat hat is not about the tool like the issue here is is they're not speaking between them like these people did not talk to them like what do you need what is your problem how can I help you they didn't they're like oh you're doing these things what you need is all these bunch of terraform or services or whatever I'm going to write all these pulumi code and now this and then the developers are like I don't know what you're talking about right I started quite quite a while ago right like I did something like like I wrote assembly code and and Fortran at the university I'm I might do it older than look but now people engineers that that join the company it's like yeah but when you started it was much easier there was no so much to learn now there's too much to learn like the saturation comes much faster and that's okay it's not about how much you have to learn it's about choosing what is important and we're not helping them can you pass the microphone we have like three minutes yeah I wanted to maybe get back on what you just said and I have an electrical electronic background also I'm an electronic engineer and I like to understand pretty much all the layers that that makes up an application but I think it's it's not the case of everyone and we are I mean if we get back like yeah a bit like you said like 10 20 years ago the stack was much easier you did not have to bother very much about the infrastructure because it was pretty much manual handle back someone else or you just created packages that you you deploy and that was it I'm currently working as a consultant in a company that made the shift from this old waterfall way of working all the way to DevOps in a few months so developers that has been working like 20 years just developing code and creating MSI packages all of a sudden has to learn CICD pipelines, infrastructure code, hand shots, hope those communities works and all those things and it was very overwhelming for them they decided anyway to to to proceed in that direction but it it turned out to be a real mess because they just get back to the old habits what was automated was then manual and and and I'm here trying to move forward and I think platform engineering is a very good answer for that yeah there's there's something you have to understand because when you were talking it's like yes it is true that now the architecture that used to be there like that the constraints that we have now are different from the concern we had 20, 30, 40 years ago we didn't have much memory our CPU were not very powerful we were constrained in different ways now we have now we have big machines with a lot of memory and and so on right like so the constraints change right but but the problem is always the same we're trying to build and solve problems right and I think that that is the key it's like try to look at things slightly different like okay it is true now now I have more because I have all these latency and networks and blah blah blah and I'm not but if and we are not comfortable with these things whether you have to balance with yourself I'm not comfortable with networking I don't know much right that's okay the constraints are different like the same way that that we spend a few hours trying to understand how to reduce the the memory that that the mastermind had to do to be able to do it it's something how do I have to do to to map the network in this way right and I think it's very interesting that the whole space the evolution and platform engineering is it has a place and we need to finish sorry and thank you very much for coming if you want to to to talk about these things I would be in the booth in the docker booth you can reach out or you can ping me in twitter my twitter handle is here no it's not it's here thank you thank you for your time


Hello everybody, Andrea Maesdi here. It's really sunny coming through here So I hope the video quality won't be too bad. So I apologize in advance But what I want to talk to you guys about today is if you're thinking about starting your own dental hygiene practice But you're nervous because you don't know what to do Where to start you don't know anybody who might have their own or you just don't know who to talk to and it just probably seems very Overwhelming and very daunting to you But let me tell you that those are completely Normal if you weren't nervous if you weren't concerned if you weren't worried about Following the rules and doing all of the right things and that wouldn't be normal I had started my dental hygiene practice about a year ago in November. So November 20 What's the year November 2018 and Let me tell you I didn't know anything. I have not opened up my own practice. I have not Had any reception experience or like business manager experience none of that I was a dental receptionist back when I was a dental assistant at age 19 But that was so long ago, but I don't really consider that any experience But I just started it because I want to now granted You probably have to have that personality where you're motivated to just do it because if you don't Then you likely won't be able to get started and move past all of the hurdles that you will have to do and by hurdles I mean having to realize how much it costs to open up your own business Whether you want a mobile practice where you go to people's homes or you have your own Dental hygiene office in your own home like I do Plus I do have a mobile one also But or if you want to open up at a storefront somewhere So all of those have different hurdles if you think about it if you have a mobile practice That's probably the easiest way to go hurdle wise because you don't have all the additional Expenses of a physical location, but it's not easy because you have to go to people's houses You can only see a certain amount of people per day because you're going to other people's houses You you need to plan your time accordingly. So you're not you know going all over the place And just hopefully staying in one location or two I talked more about my mobile practice and how I keep that organized a lot of mistakes And I did make at first because I had nobody to talk to but I talked about all of that in another video So we don't have to talk about that now, but this is just mainly talking about I want you guys to just go for it Like I want you to be inspired to go for it I get many messages like many messages every single day from people saying I am so Jealous basically of what you do you do because I would love to do that and I say well Why not go for it if you need help? I'm here to help you, you know, I'm not perfect diet trust me I Still don't know everything insurance is one of them I had started direct billing Maybe like three months ago. So I'm dealing with all of the insurance stuff now and trust me I have so much to learn every day. It's so much work Mainly because I don't know what I'm doing. So I do ask a lot of questions But did that stop me from opening up my own dental hygiene practice? No, the fact that I don't know anything about insurance Did that stop me from not being able to bill out to the insurance companies and make more money in the long run? No, because initially I was seeing patients where it was cash only But people don't have that kind of cash. So they would go somewhere else Once they they knew that I could submit it to their insurance first They were all for it and I started seeing patients like crazy So many patients where I've had to say I'm booking a month out, you know, which is pretty good for somebody who just started, right? So just do it you guys if you want to do it But having that said it depends on where you live because not everybody can start their own dental hygiene practice Which is sad, but thankfully where I am we can so I took full advantage I hope this helped you. Please let me know if you have any questions But if you're thinking oh, I don't know if I can do it Just do it. Just do it if you're really that nervous that of course do some research first, you know See, well, can I afford it? If I can't how do I take it alone? How do I plan to pay off the loan? How do I plan to get patients all of that? Think about it Do the research if you need help? I do have a course to help you called Mobile RDH Academy where I go through everything literally There's no stone. That's not turned over where I talk about everything From when I had first started even just thinking about my own practice. I I actually talk about my Thoughts through the whole thing. In fact, I do have a video where I had just got Done a meeting talking to a dental company rep to order a Sterilizer a piezo all kinds of things and in the video. I was kind of like oh my god, you guys I think I'm gonna throw up like that's how honest I am Okay, so that course will help you even if you're still not sure if this is for you Take that course and then you will have a pretty darn good idea afterwards the good the bad everything you guys I share it all and I continue to do updates inside that course because there's so much To learn so many new things are coming up. So thank you guys so much for listening if you haven't yet Please make sure to click like Like so I know people are actually watching and click subscribe as well because as of today We have ten thousand two hundred subscribers, which is kind of cool It doesn't mean anything for me like I'm not making any money off of YouTube or anything It's just kind of neat for me to see that people are actually watching and listening to me So have a have a have an amazing day and I'll talk to you guys very soon. Thanks so much for listening


Welcome back, continue to your feel-good-break-for-show. This is Expressa only on SAPC 3. We're talking some property right now and it's rather unusual not to have Simon Bray the CEO of Private Property with us in studio, but that doesn't mean that we're not gonna catch up with him because currently he is in Spain. Simon good morning. I mean what takes you there apart from the lovely the lovely European summer at the moment? Yeah I mean the weather is beautiful here, sunny hot just like home but we're actually here in Spain for an annual workshop that we do with some of the top European property websites. We meet and we discuss business issues, strategy, we're lucky enough to have been part of their setup for about six years now. Some of those websites include you know the top Spanish portal, Idealista, Emobilienska 24th from Germany, Emoska from Switzerland, Irish portal and right move from the UK. So you know a number of these businesses are huge businesses in property marketing. They multi-billion dollar businesses in the case of right move and Emoska in Germany. So it's a very exciting opportunity for us to sit and work with these guys on ideas and share some of the successes we've had in the last year and vice versa. Unusual but a great opportunity to share. Absolutely my man, but as you say what an amazing opportunity to kind of learn and develop new ideas. What are some of the exciting trends you've seen in property marketing while you've been there so far? Well I think some of the very exciting things for us has been around content marketing. A lot of these businesses are focusing on more than just the listings. Right move said it quite interestingly. They said it's not only the listings stupid, it's a lot more than that. And I think that's what we learned in particular. Idealista for example the Spanish portal have got a full blown property news section they looked at as the property newsmaker in Spain. So that's fascinating you know it's more than just advertising properties online. It's connecting with people around property on a lot more ideas. And that's one of the reasons why we're talking to you to express so we want to be a lot more as a property business and just an online listing website. So that was one of the key things that we took away from our workshop. The other is how hard all of the businesses are working to build relationship with their estate agents that advertise on their platforms. So you've got guys that are really pushing this idea of partnership. They're building tools, they're building interfaces, they're building reports that really make their estate agents look like experts in their field. And I think that was quite interesting for us. We want to do a lot more of that back home. And I think another thing that's exciting is every single one of these businesses is becoming a big brand in their market. They're becoming a consumer brand. I mean wherever I go in Spain I see these idealistic billboards or buses that come past. So there's a lot more of traditional media being utilized than just online media. And that's one of the reasons we're here in Spain is we're trying to grow the footprint of private property as a brand. We're supporting the South African women's hockey team and we're here in Valencia for a big international tournament that they're involved in right now. Oh, there we go. And you also mentioned the hockey team. I believe you are, like I said, there to support the SA Women's team in Valencia. How is the team looking at the moment? Yeah, team's looking good. You know, I've seen a couple of their training sessions already and the girls are looking sharp and fit and really motivated for the tournament. So I think that they're going to have a good time. But the competition is stiff. You know, this is the semifinals of the World League and you've got some big teams here. They start off against Ireland. We're hoping they do very well. And I'm sure they'll make us proud back home. I would encourage everybody, you know, watching to support them. Maybe check out our Facebook page. We'll be keeping people updated through the Facebook page during the tournament and, you know, hop online and show them your support. They're certainly working hard to make us proud. Absolutely. They definitely are making us proud. Now, even though you are traveling all over the world and enjoying your European summer, we can't go without your tip of the day. What can you share with us from all the way over there? Well, I think it's exciting, you know, the workshop and the South African team that we've got here is really all about teamwork. It's about sharing. So make sure that you are around innovative people, people that can drive you towards success. I think that's key in this very dynamic world. Thank you so much, Simon. That was Simon Bray, CEO of Private Property. We're catching up with him. He's all the way over in Valencia, supporting the SA women's hockey team there as


The long-awaited Samsung Galaxy S8 has arrived at Appalachian Wireless. Get yours for the introductory price of just $149.99 with a two-year service agreement, better service, bigger savings. That's today's Appalachian Wireless, an East Kentucky network company. The Pikeville Police Department hosted the third annual officer appreciation ceremony today at the East Kentucky Expo Center in Pikeville. The Pikeville Police Department was joined by Kentucky State Police, commercial vehicle enforcement, the Pike County Sheriff's Office, the Kentucky Department of Fish and Wildlife, local officials and state officials. We do what we do because of our community and we are afforded the liberty to do what we do by our community. They play a huge role in the decisions that we make. They also play a huge role in how we police. Organizers say events like this provide an opportunity for each department to come together as one. If you see some of the signs that were decorated on Main Street that were put up by not only the businesses, the city of Pikeville, one of those signs says to some this is a thin blue line, to others it's a family crest because truly we are one family. Immediately following the officer appreciation ceremony, the Pikeville Police Department hosted a fallen officer memorial at the Pike County Fallen Officers Memorial Statue just outside the Pike County Courthouse. Loved ones as well as community members were able to lay roses by the statue in honor of those who have given their lives. It lets us all know that our heroes are not forgotten. I lost mine a long time ago and that's why it's so important to come back to things like this, especially in our hometown where he worked to know that the guys that come through here and do that job every day like he did. Remember, remember him and his sacrifices and all of the men who have lost their lives and their sacrifices that they made. The ceremony is hosted each year during National Police Week. Reporting in Pikeville, I'm Shelby Still for EKB News.


I thought you're gonna give me a kiss. No, I don't want salmonella There's a guy out there with a last name Manila in the first name sound paging mr. Manila mr. Salmonella Corbin brick the false For 90 years Yeah, I'm looking forward to the day I do that in my dentures fallout They already have Today, what are we doing right? I don't know but Betty whites almost a hundred years old good for her today We were reacting to a video And this is I guess fitting because the Oscars just were over. It's called why India should send better films to the Oscars This person I'm guessing doesn't think a gully boy was a good choice. All right you know our view and I still hold to that view that it was a good choice. I think the Oscars just Maybe didn't watch it Or potentially care. Yeah, who knows but I could also see the argument of Why well a certain feel like kumbala G nice. Yeah, we've talked about that We've talked about that would have been a better choice as far as its artistry is concerned Yeah, but not it not as in terms of the amount of financing they have to promote it correct Because you know the amount of because in order to do the Oscars you have to be able to Promote your film and campaign. Yeah, there's a lot of things. There's a lot of just this is a good film That's not enough. No, sadly. It's not no because if it was Lighthouse would have been nominated for more than just the cinematography. Yeah, it's just It's you have to have a film that's good enough And then you have to have people behind it willing to spend enough money to say we want the award bad enough Yeah, so so maybe all smaller industries like malolium. That's gonna be tough. It's gonna be tough But not saying it wasn't a great film. You know, we love that film But yeah, and I wonder as well taking nothing away from parasite because it totally deserved all of its accolades But you've got to know that the fact that someone like Quentin Tarantino is a big fan And has been following that director for a long time at the moment He saw that film if Quinton's telling people in the industry to pay attention to a film That has a lot of weight behind it. Yeah, it really does. So, okay, I'm interested to see what they have to say. Here we go Korean movie just made history at the Oscars by winning the best picture Our family boy and didn't even make it to the nominations. That's a cute In fact, I absolutely love that film It is a very important and well-made film by one of the best directors of our time But sending it to the Oscars. Well, you know, I'm not saying that just because it's a mainstream film It would be bad It's not at all important that we are only supposed to send artsy films to the Oscars If you look at the nominations this year joker was one of the most mainstream films of 2019 That's the highest number of nominations Other nominated films like once upon a time in hollywood four versus farari marriage story the irish man They were as mainstream as they could be but these were also some of the best films that were made in 2019 The thing is we can't say the same about gully boy. It is not the best film that we made in 2019 All your efforts will agree with the fact that gully boy followed a plot which was similar to eminence eight mine So why send a not so original to the Oscars? It's not like we haven't seen deserving films in the past 2018 made india sent an asany's film village rock stars to the Oscars in 2017. It was new to in 2015 It was chat in a tamhanya's coat. So what exactly went wrong this year? Asana Pali bar new wire does that bara may india sent barfi as an official summation Even after blatantly copying charlie champion films and a climax which was directly picked from the notebook How did an unoriginal film like barfi make it to the Oscars? Just to refresh your memory, in 2012 we had much better options like khani, shanghai and gyanso wassup These films are a good filmmaking example, but these were also 100% original. These are just hindi films that i mentioned Iske lawa kithna saara Tamil, Telugu, Bengali, Malayalam, SME cinema ho gha, jo equally deserving ho Some of you might think that bagi aur debangthi jaise films ke beech mein we are expecting too much from india And that gully boys are only ho but before you come to that conclusion Let me tell you about the films that could have been a way better option for oscar's this year Tumbaad What a film Story production execution Sapkujana solid tha, that i think it was more original Amarai corporation ka chance to pakkha tha Super deluxe This time it was one of the best films that we made last year. I don't know Oscar people would have understood that Well, and i just agree that it was because i got some as you know Things that the acting that i really didn't like Performances the writing the direction everything was so bloody good in this film It derives its narrative from caste system, gender inequality and patriarchy Everything positioned in such a way to make the audience uncomfortable kumbalangi nights in this terrific in film Madhu Narayana turns masculinity and patriarchy That would have been my choice Topic in indian cinema into some issues If we saw before I'm personally a fan of dark cinema So when i got to know about this asemis film, i was quite excited But theater mein jaane se pehli itna mindfuckone wala hai, iska idea nikha Without a doubt, this was one of the best indian films made last year These films might not be a commercial success But they were surely some of the best films that we made in 2019 There was a time when mother india was nominated for the Oscars This was the year 1957 The next nominations that we got were for Meera Nair, Salam Bombay in 1988 and Ashutosh Gaurikar's Lagaar in 2001 It's been 20 years and we haven't gotten a nomination since then Now there might be lobbying or some internal politics at play here Or it might just be plain ignorance which we don't consider in hs cinema Kustu har baad aaya In the winning speech, Bombay on who shared his struggle story of how he used to study Martin Scorsese's cinema in his college days And today he was nominated alongside him To be very honest, some of you might think that Parasite is also not deserving enough to win the best picture But it was deserving enough to stand there with the rest of the films And believe it or not, this is something that actually made it win A chance Who knows, if we send the right film, we might actually end up winning something this big Or at least get that deserved recognition With this extremely important win, the academy award just opened its door to world cinema It's time for us to send in the right films Let me know what you think in the comments below And for more such opinions that nobody wants, subscribe to India Times Parasite and kumbology nights, I think kumbology nights, was a better film than even Parasite And I thought Parasite was a really good film Agreed But Parasite did something phenomenal, and something I'm very happy for And I'm hoping it helps propel other industries And the Oscars actually gets rid of their foreign film category Because it should just be film in general Not because the fact that they won foreign film in film is kind of a Especially since we have a 10-picture category now And they don't nominate 10 films They've never done 10, even though they have 10 So I agree It's great that they changed it from foreign film to international film But I agree, I think the world is small enough And we should be open to everything That it should not just be a Hollywood-focused Which is what was so beautiful about this Oscars Is that it really opened the door and made everybody recognize That cinema is a global enterprise That should be recognized, not just from out of Hollywood I'm hoping it's changing because over the past couple years There's been at least one a year Like basically one a year That has captured people in certain ways The first one was Roma I mean technically if you include Guillermo's films Yes Technically some of those could be considered foreign Even though they're not But some of his films could be considered that But you got Roma Which Gumballigino says way better than Roma Way better This is Parasite But there was that and then Parasite So you're getting these foreign films that people are excited about But there's usually only one They can't digest more than that So I can almost guarantee you Most people saw that Parasite was in foreign And didn't watch anything else And so it could have been that this year The Gully Boy could have stood a chance They just did like, now it's Parasite You're not gonna know what's gonna be Parasite It's gonna be beginning Everyone was talking about Parasite But it opens the door And kind of one of the things that Bong Joon-ho said In his Gold Globe speech He said if people can get past that little one inch barrier On the bottom of their screens They open themselves up to a world of cinema Correct As we know We hope they can Gumballigino, I think would have been a great submission But also you run into He said there might be political stuff There's only political stuff at play for the Oscars Yeah, and I think the Academy possibly Took through word of mouth the fact that Parasite is not a safe film It is a metaphor for some things in society That it makes a pretty strong statement about About what's wrong Gully Boy doesn't make a strong statement About something wrong in society And so from the Academy standpoint I think that's one of the reasons Why I didn't make it to the short list Was because there wasn't a social message That was commiserate to some of the other nominees You then have to look at What is the criteria for the people in India That make the determination As to what they're gonna submit to the Oscars Because that I don't know Because that I think is the larger thing Right now Is it's not just the Academy But why is it that Indian cinema Has been so underrepresented at the Oscars For so long And why the only, the last time We ever heard bells and whistles being rung Was for a film that most Indians Don't like called Slumdog Millionaire That one best picture Yeah, it was an American film though Correct, filled with Indian creators So The people behind it were Indian And the people in it were Indian But it was an American-made film So I don't know what the criteria is We had said, and I still agree with this That one of the things you need to look at Is the marketability of a film and the acceptability But yes, ultimately What the Academy is gonna want Is with most of the films That they pay attention to internationally They look for movies that have statements About something that needs societal change In the country from which it's coming Especially foreign You are judged much harder In the foreign category Than you are in the The American film You need to say something if you want to see it at the table I disagree actually with what he said As far as the What was the word he used As far as the films that were nominated And then he cited Irishman and Joker That they were mainstream is what he said I consider mainstream To be the Marvel films And the Star Wars films And Joker isn't the mainstream film In fact, a lot of people had a problem with Joker Because they didn't consider it to be mainstream A lot of people thought it was too dark and too twisted But the thing about Joker is it had a message About society in it That was pretty powerful And if you look at most nominees from international film You look at the message of the film That the country it's coming from And most of the time if the Academy pays attention to it It's because the film was dangerous It said something that that country Probably doesn't want people talking about or knowing about That's often what happens And it also needs to be digestible And understandable for Americans One of the reasons I think Super Deluxe would have been eliminated Especially if a bunch of Americans Had never seen Indian cinema before They wouldn't understand a lot of it Part in it that you either love it Or you're going to hate it and cut it off And that's one of the great things about Parasite Is it has a universal message That's digestible to American audiences Especially American audiences That like dark comedy And like movies made by Quentin Tarantino We're even fans of Deadpool Where things take a really dark twisted turn But it's funny Parasite is digestible To an American audience Though it's dealing with some pretty specific But also factors Bong Joon-ho did have the Luxury of also being already known He's done some English films And he's done some English films And known by powerful people in Hollywood So there's that Known and respected So he did have an advantage there So there's a bunch of stuff But I agree There's a huge under-representation It's true When you consider the quality of films That come out And the number of films every year India should be a player more often And I'm hoping it's changing With the fact that a foreign film Has finally won the best picture At the Oscars Which is huge Something we're very, very excited about And also opens the door for every country Including India Yeah, and it helps As you said He was known among some movers And shakers already So I think what it's going to take Is it's going to take some people Who've already made a name for themselves here It's why I've consistently brought up Priyanka Irfan Yeah If Priyanka were to get attached to something That has a social message That is touching and tapping into something That is very much a Controversial subject matter Coming out of India That has global relevancy That's when you're going to And has artistic merit that's high I mean, guys The criteria, sincerely For movies to get nominated It's pretty high It's pretty high Yeah It's even harder for a foreign Yep, it's even harder for a film That's not being made here Yep, sadly Yeah, great video I liked it a lot Let us know what you thought Down in the comment section below What film do you think should have been sent? I know a lot of you think there's a bunch That we thought that should have been sent Let us know down below


Hey, turtle! Hey, what? Give me a beat! Okay! Got a song for you! Yes, you know, that's very true! Cesar's got the tools for you to show the things you can do! Ha! Cesar makes my learning sing! Hello! Hey, that's how to get on Cesar! Yeah, let's do that! Cool! You're just gonna love Cesar! First, we need to open it! Oh! On a tablet, I click the Cesar app. Oh! Or, or we could do it on a computer! Oh! I type app.cesar.me in a web browser. Open CesarMe! Nice! Then I click, I am a student! Because we're students, right? Oh, yeah! Our class uses email addresses and passwords to sign in! Oh, goodie! I just memorized my password! Nice! Keep it safe! We'll do! The first time I sign in, I type a join code that my teacher gave me. Then I click, go! Go, go, go! Then I very carefully, no typos, enter my name, email address, and password. Then I click, create account. Woo! Haha! Do I always have to enter the code? Nope! Just the first time! After that, it's super fast! I just click, I'm a student, and very carefully type in my email address and password here! That's great! Ta-da! Yeah! That's it! Oh, yeah! And we're in! Yep! Let the fun begin! Woo! Get ready to show your learning turtle, my friend! Hey-ho! Let's go! Hey-ho! Let's go! Hey-ho! Let's go!


Now, up to the content, the story itself. How do we design a story? How do we create it, form it? A good point to start is to learn about the difference between story and plot, as defined by famous film theorist David Bodwell. Even if anybody is invited to form and discuss their own definition of storytelling in this course, the following definition is what I would like to base this course on. David Bodwell describes a story as a causal chronological series of events. So to speak, all the events in the original linear order first A happens, then B, then C. The plot on the contrary is defined as the order and duration of events as they are presented to us. That means information and story parts can be left out or even switched in this presentation. This can be easily seen for instance in the feature film Memento by Christopher Nolan from 2000, where the chronological order of the story is broken up and fragmented and the story bits are even presented in reverse. If we talk about the dramaturgy of a work, we therefore refer to the plot and the way the story information is assembled, not the linear story that might lie underneath. We've linked several books on the topic in our reading list in case you'd like to dive deeper into this topic. Now up to another interesting question, how is a story structured? Which means do we have to discuss the smaller and bigger parts of a narrative?


A centralized government also centralized government Oxford spelling is one in which power or legal authority is exerted or coordinated by a deep facto political executive to which federal states, local authorities, and smaller units are considered subject. In the national context, centralization occurs in the transfer of power to a typically sovereign nation state. Menes, an ancient Egyptian pharaoh of the early dynasty period, is credited by classical tradition with having united upper and lower Egypt, and as the founder of the First Dynasty dynasty I became the first ruler to institute a centralized government. All constituted governments are, to some degree, necessarily centralized, in the sense that a theoretically federal state exerts an authority or prerogative beyond that of its constituent parts. To the extent that a base unit of society, usually conceived as an individual citizen, manifests authority in a larger unit, such as the state or the local community, authority is centralized. The extent to which this ought to occur, and the ways in which centralized government evolves, forms part of social contract theory.


So I haven't talked about this in a while, but it's official Elon Musk is now owned by Twitter now to commemorate His reign as the emperor of Twitter. He carried a sink into Twitter HQ and he tweeted let that sink in Absolutely brilliant stuff here folks now What he's trying to do is he's trying to change Twitter to make it profitable because currently Twitter is not profitable And I understand that he paid a lot of money for Twitter more than he should have probably and he wants to make money off of this very Irresponsible investment, but his ideas aren't very good so far So he's trying to get people to pay money for a product. That's already free Right now. That's not inconceivable to be clear because YouTube has been a free service It's free to subscribe, but YouTube introduced YouTube premium now Why would people pay for YouTube premium? Well, because if you use the service enough it lets you bypass ads I for one pay for YouTube premium because I don't like watching ads So it's not inconceivable that somebody would give money for a product that they already use for free The problem is how do you make that worthwhile when it comes to Twitter? So his I guess idea currently It's not official yet But he's proposing that you remove features from the website that already exist And you force people to pay for said features to get them back Not necessarily something that's gonna go over too well If you're not just improving the site and you're stripping features away from people Nonetheless, one of those features was as the Hills headline reports here that they may begin charging $20 for verified users per month to maintain verification status Now reacting to this news a legendary author Stephen King tweeted out $20 a month to keep my blue check Fuck that. They should pay me if that gets instituted. I'm gone like and Ron. Yeah, and I agree with him I'm not going to leave the site if he begins charging $20 per month for verification. I Just wouldn't be verified. It's just not that important to me It doesn't make sense to pay $20 a month for internet cloud I mean the verification badge is there supposedly so that way if you are a public figure Then you know, it stops others from impersonating you They know that you're the real account holder of this thing, but it's not that important overall I mean $20 a month for verification status. It's just it's a really bad idea And I can't imagine anyone with the exception of Elon simps would give him $20 a month for verification now Elon Musk Responded to Stephen King and he tried to negotiate with Stephen King with a little bit of a guilt trip I guess he said we need to pay the bill somehow Twitter cannot rely entirely on advertisers. How about $8? I will explain the rationale in longer form before this is implemented It is the only way to defeat trolls and bots Twitter's got to make money somehow, but also. Oh, no, no It's not about the money. It's to defeat the trolls and bots Mmm, that doesn't seem like the best way to do it So it's already like he's just been the owner for like a week or so It's already not necessarily going very well use of the n-word has increased by 500 percent Because Elon Musk's fans feel emboldened that they feel as if oh well now This is a free speech platform and we could do things that we couldn't do before But really nothing has changed with regard to policy just a bunch of racists feel emboldened Now that a so-called free speech warrior is the owner of the website So look if he destroys Twitter, let me just say this. I don't care that much I use Twitter and I would prefer to have Twitter Because it helps me as a political commentator It kind of aggregates all of the news for me So I don't have to go to website after website to try to figure out what's happening and what I want to talk about So it's nice to kind of be able to keep in touch with people that way But in the event Twitter goes the way of the dodo. It's not the end of the world for me In fact, I think that my mental health would improve if Twitter went away and I didn't feel compelled to use it So, I mean, I'm not necessarily going to shed any tears if he destroys Twitter I'll be a little bit disappointed probably admittedly, but at the end of the day, it's not that big of a deal This is something that isn't Necessary for me as a content creator, right when I share my Twitter videos the conversion rate Isn't that high like I'm get maybe 50 to 100 views per tweet when I share my videos So I mean, it's just not that important at the end of the day to me Anyways, perhaps it's more important to independent journalists and whatnot who share their work that way But at the end of the day, I don't care that much now He did explain in a lengthier thread It was relatively short, but he tried to explain the way that this model would function and the proposed benefits But it somehow made less sense in the lengthier thread where he is offering clarification He writes Twitter's current lords and peasant system for who has or doesn't have a blue check mark is bullshit Power to the people blue for $8 a month You will also get priority in replies mentions and search Which is essential to defeat spam and scam ability to post long video and audio and half as many ads So first of all whenever a billionaire invokes lords and peasants and they pretend as if they're on the side of the peasants That already is just hilarious But to combat the current lords and peasant system What Elon Musk is proposing is that people pay eight dollars per month for Twitter and then they'll get boosted by the algorithm and priority in replies and The peasants are definitely gonna want to pay for that and therefore you're defeating the lords in the peasant system It seems like you're creating a lords and the peasant system by forcing people to pay because the peasants Aren't going to be able to afford to pay and a lot of the lords i.e. the blue check marks Why would they pay for this because verification again is just not that important It's just really it seeing this and seeing his rationale as you kind of like Vomits this up into Twitter in this thread It makes me think he's just not that bright all of this talk of him being a brilliant businessman I mean, it's all a facade. He's not that bright. These ideas are terrible. Are there ways to make Twitter profitable? I don't know but perhaps this isn't the way that you go about it and he's pretending as if Twitter ads are already like Too much. I really don't feel bothered by the ads. I see them from time to time They're not that common not enough to really inhibit the overall experience So it just feels like he doesn't have the best ideas and maybe billionaires aren't smart, right? Now he also adds that this is going to be a Boon for creators because this will also give Twitter a revenue stream to reward content creators So by charging content creators for verification Twitter will now have a revenue stream to pay content creators Pay them for what what additional content can content creators provide that warrants $8 per month I mean additional tweets who gives a shit. I am a huge fan of Ethan Klein of H3 for example I'm not gonna pay $8 per month to see special tweets if anything Maybe I'll pay for his YouTube membership for $5 per month so I can get access to behind-the-scenes videos But special tweets just not that important to me So he's trying to make Twitter seemingly more like YouTube and patreon, but it's just not the format for that like the platform doesn't fit It's incompatible with this format, but he's trying to find a way to make money and People in the replies to this were just like oh my god. It's amazing content creators would get paid Why would you believe that he already admitted that this is about making money?


From New York, it's theCUBE. Covering Big Data New York City 2016. Brought to you by headline sponsors, Cisco, IBM, NVIDIA, and our ecosystem sponsors. Now, here are your hosts, Dave Vellante and Jeff Frick. Welcome back to New York City, everybody. This is theCUBE. We are the worldwide leader in live tech coverage. Jeff Frick and I are pleased to have Amit Walia here. He's the executive vice president and chief product officer at Informatica. Good to see you again. Good to be here. So, we had Ronan on earlier this morning and talking about some of the themes that you discussed at Informatica World this year. Sort of the evolution of data management. One.o being tied to applications. Two.o we all know well the data warehouse and now this new sort of horizontal layer of data management across cloud and hybrid and so forth. So, maybe we could build on that but first of all, tell us what's going on here at Strata. I mean, Strata is big for us. You know, we've been here a couple of years last year, we were here as well with you guys. I mean, it's great to see how it's evolved. 10 years of Hadoop, first of all, right? I mean, that's a big accomplishment. I think the one difference I see coming here so many years is that and I think if you guys walk there is, you know, five, six years ago, it was a very tech speak. You could see the denim and the sneakers and the t-shirts, polo shirts and you do see now business because, you know, it's gone mainstream Hadoop, big data is driving business value. It is now business is looking at it and you can see by the folks that are coming here are looking for, hey, and the business speak is there. I think it's, to me, it's a maturation of a technology and getting mainstream is what Strata has become. It's good. Well, and you know, the hoodies didn't get there alone, right?  Would you agree? Oh yeah, I mean, look, obviously any new technology starts in some ways, you know, it starts on its own, there is some groundswell and then needless to say, customers need some level of scalability, maturity, automation and that's where software comes into play. So yes, of course, I mean, we, it's a joint effort in this case. So talk about your vision. Let's build on that sort of evolution of data management. We talk about 3.0, what is 3.0 to you and where does it go from here? Yeah, so 3.0 for us, I think it's, our vision is based on where we think customers want to go. I mean, we talk to customers across the globe, right? So to us, the fundamental difference is you articulated 1.0, 2.0, we know it's the app and then the data warehousing, 3.0 in my mind is the democratization of data. Where now truly data is driving decisions for companies. I mean, look, every company, whether they understand that or not, but if they do not leverage their data, if they do not democratize their data away from databases, applications, they're going to die. And if you look at the world today, think of the world of cloud. When we do use cloud apps, what do we do? We rent those applications, they're not our applications. It's kind of like living in a rental house. What do you own in a rental house? Your couch, your chair, we, what do companies own? The data in that rented app. So data is the only asset we all have going forward and the companies that can connect the dots between the data they have, they're going to be the winners in the future. And you see, we used to use the word born in the cloud. They're born with the data companies. I mean, what is Uber? What is Facebook? What is Amazon? They're born with the data, born in the cloud companies. When I talked to chief data officers and asked them, all right, what do you recommend? How do you get started? These particular financial services in healthcare and public sector, a lot of CDOs, but now as that role starts to move into more mainstream, they say, look, there's a couple of things you have to do immediately in parallel. You got to form a partnership with the line of business. You have to develop new skill sets. Okay, that's a simultaneous thing, but they say there's something that you have to figure out with your data, and it's sequential. You have to start by understanding how you make money. Not how you make money with the data necessarily, but how the data can support your monetization strategies. And I think a lot of people early on in this big data mean made a mistake, how can I make money with data? And then it's like, ooh, that's hard. Versus, how can I support my agenda? And then the second step was really what are the sources of data? Where do I get the data? Is it internal? Is it external? And then that gets to the really important part, was I got to be able to trust this data. There's a data quality issue. There's a governance and provenance issue. And that's, well, I guess you really come in in two and three, right? Is that fair? I mean, you touched a lot of good things. So I would say you're exactly right. Where big data got its hype cycle and it failed a couple of years ago, where people were doubting it because, as you said, it was a technology solution. People said, well, I'm going to play around with it. I'm going to put it in a box. And then suddenly people said, oh, it works. How can I scale it out? And it failed because it couldn't scale out because you just cobbled something together. And then, of course, it didn't have the governance. It did not even have the right business case behind it. That's changing now. It all has to start with some business value you're going to deliver, right? Are we solving marketing analytics, like cross-sell, upsell valuation? Are we solving fraud? What are we solving? Are we solving operational effectiveness in a, think of a shop floor, be with BMW, whether it's robots running around. You got to understand that data. So to me, that's where now the industry is. And then work your way back and then to your point, now how do you bring this all together? You got to bring data from so many places. Make sure it has the right quality metrics to it. It can be governed. It can be compliant. It can scale. And it's usable. And my belief is there are three principles where we are helping our customers with. First is consumerization. Big data was a technology speak. You need to consumerize it and make it easy for customers to consume. And I'll give you some examples of that. Second is it has to be agile. It's not necessarily just a big bang implementation or just an on-premise, on-premise, cloud, start small, but have the ability it can scale. The third one is at the end of the day, it has to be at enterprise scale. I mean, governance, compliance, scalability. Those are all enterprise features that look, they don't go out of fashion. Customers still need it. And those are the three attributes to me that are critical for success. And that's what we have been investing a lot. I mean, a great example of that is, for example, carrying this book today, is while we make infrastructure software, we make this data lake product, which we've been talking about here, where it is out of the box for the business analyst. All of the technology that we talk about is integrated. So our customers are not in the system integration business. They are in creating business value business. So now all that complexity has gone away. You can out of the box, use a very simple for the business analyst product that has everything that we want to. We're getting data from anywhere. High quality, full governance, ease of search. Yet, you don't feel the pain that it's a six month project out of one year project. Right. You know, there's a lot of companies that have been making money on data for a long time. At an advanced level, you think of like CPG companies that are very sophisticated in their analytics. I mean, banking is data, right? There's no money, there's no branches anymore. I mean, it's basically numbers on a page and models. So for those types of companies that have a historical precedent in playing in data and using data as a competitive advantage, how do you see that in them changing and really grabbing onto this kind of next wave of data-based competitive advantage? I mean, it's a very relevant question because I think when I look at our customer base, well, I look at customers across the globe, I think I would say that 50% of the customers are still trying to grapple with what is this data economy. About another 30, 35%, I would say, have at least are very aware and they are figuring it out as to what, how do they even play in the data economy? And I'm being very obviously harsh because everybody feels like they have a data initiative. Another 10% are well underway. They have at least thought through the business, critical business drivers and how to pivot. And 5% or less probably have figured out in the right way. And a great example, if you take in banking, what is fintech? Fintech is disrupting banking, in which way? The banks own the customer, they have all the information on our customers and everything, but the banks have probably, where they're struggling, they have not given the new experience to their customers. They have, and all of that is nothing, it's not like they don't know the customer. They just haven't thought through a new business model leveraging the same data. They're consumerization. And they have the data. They know everything about it. It's very obvious to them, like the millennial does not go into a branch. They don't care for a branch. You know it. They're not even allowed. But now, are you in the 50% that have no idea you will not look at that data? Or you're in the 5% that have looked at that data and are proactively working to reach out to the millennial. And I think that customers who are aware, and their customers who are still coming to grips with it. They're two ends of the spectrum. And our job is to help educate our customers because we see the value, this spectrum, that to go to the 50% and say, look, this is what you can do. Otherwise somebody will disrupt you. Do it too huge. So as the head of products at Informatica, how are these concepts getting into the products and out to the market? Yeah. I mean, three fundamental things that we are innovating, I would say. One is, we are hyper-innovating in the context of cloud. We want to make cloud, obviously that's the agility part. Clouds make it easy for customers to write out of the box, get ready, start small, go big. So we are basically everything cloud, right? We are the leader in the cloud market. I mean, we were the leader in the traditional market. Started 10 years ago, and we are the market leader in the cloud and I pass market today. So we were fortunate that, unlike a lot of companies established leaders, we invested way before the curve. Second for us is consumerization. I personally believe enterprise software has to get easier and easier. No, we sell infrastructure software, but we are invested a lot in business-focused solutions. The data lake is a great example. We're talking about here at Strada, our security source solution for security is an out-of-the-box solution for a business user, a CISO, the true analyst, our data governance solution. So consumerization of the offering, make it easy for use. And the third one to us is agility. Agility is real-time, all kinds of data, real-time data, right? And making sure that it can be seamless, hybrid, right? You can run a workload here and if you have some peak workload, you can flip it over to AWS or you can go to AWS and spin up our big data solution there, do some dev work there, bring it back. So consumerization, cloud, agility, and those are the kind of spare things that we are working on in the data 3.0 world because we know we have to work with customers who are business, NIT, batch, and real-time, cloud, and on-premise. And to be by the way, big data is nothing else but big data started on-premise, big data is going to cloud much faster as well. So when I say cloud and on-premise, we cover big data on both spectrums. So whether it's EMR, HD inside, cloud era, Hortonworks, we think customers will go and do everything. Data is kind of the way you want it and you're comfortable with putting the data in the cloud because you have a unique differentiation, you're not as worried about some of the other players. And our job is to help our customers be comfortable. Our job is to make it easier for them to feel comfortable to drive business value. That's the data platform then, right?   Your data, you own nothing else in the world of cloud. You rent everything else. Only thing you want is data. You're going to get an analyst down here. Data's got to get on the balance sheet. It opens up a whole new discussion about data as capital, data value, but unfortunately we don't have time. Sir, thank you very much, Amit, for coming on. My pleasure to be here. Thank you very much. All right, our pleasure. Keep right there, buddy. We'll be back with our next guest. We are wrapping up day two at Big Data NYC. We'll be right back.