ఒ� Audience or Programm practiced very well మర్మళతౠ్టర్యినహానార్గం�యిక powiedział Tōma Kan precisa to say this who said the means to who sport cannot manage football what you see in the books!  spé которого xußen  recept  runway  y  développ  unchanged y y y y y y y y y y o o o so that at the end of the day they can come to the living store. We are taking these persons to the living store. And they will be alive. A lot of countries will be watching. We are promoting tourism. Now you are with some good people like this world. But first you didn't want to be part. Now that you have seen that we are not feigning you. Just come on board. You say I'm not interested in tourism. I don't want to be part. I'm not interested in tourism. Now you know that there are people that... If you want to see them, you have to be very kind. If you see them, you have to be kind. You have to see them, or you will not fail. When we started to go out, we used to call the police very soon. There were also police. If you asked me some people, if you were a police, if you are not so creative with the mobilizing the sources, how do we find such movements? Now we are going to come up with that intervention, very good initiative, someone should come and say why are you doing that? Why didn't you ask in general when we started this process? You are not actually going to see there a movement of how you are supposed to work We have just joined a work. So that you are going to be working together and being together with each other This is one important thing, I want you to be able to see, meet with each other and that you think have worked to physically meet on a deal, what is wrong with that? Why do you ask that there is everything we do you want to politicize? I have left the politics, I am first for those who are in the first year. I have left the politics for those who are in the first year. Sure, the environment that you have given you, very conducive environment, we don't interfere in corporations, we don't interfere in whatever you do. Now, why do you want to drag us in your own politics? Social football. Try to promote this country to the outside world. Becomes an issue. Then you are in any of this economic situation. You become an enemy. You are now trying to fix it. Where do you belong? To those that are going in this country or where? So please, spare us. Not in the night for our political and political. So I thought, don't I go to school? I should mention that most important management of sport is our prison.  They know given responsibility to others, to assist as manager. Not to go to the opposite place. That will not happen and I will never allow that. With these few words. Start with este. You are very welcome. Thank you very much. Thank you very much. Thank you very much. Thank you very much. Minister, going by what you say, I just want you to put it on record and to confirm if whether the ministry have invited the football association of Zambia from the inception when preparation for this legends match was started. And how is the situation, is the football association of Zambia on board and do you have the consensus with them? Thank you very much. We just have one. So we will go and make one night. First minister of sport. Thank you very much. Thank you very much. Thank you very much. And the answer is yes. Thank you very much. Thank you very much. Thank you very much. When people of Africa came into my office introduced the topic of bringing legends in Zambia. The first thing we did was to refer to the football association of Zambia. We refer them to the position of Zambia. Who also said they have nothing to do with it, more like social football. They can only do with competitive football. So because for us we saw a tourism being hosted and also promoting sport. Youth empowerment, because the process, we are very much interested. I think all the issues, the proceeds of this can assist young people in capota, can assist young people in Ikelein. We said okay, no problem. Let's do it. But again, even when they came from Faz, we invited Faz. I think for those that have been following us, the first place briefing, it was a program. We invited the football association of Zambia but because the president was not around, they sent the general secretary. The first place briefing. We have been there two more clips like when I was in the post office. There was a lot of violence in the post office and we can do it with a very violent person. So I just brought a clip because when they were passing, they were talking with their eyes, with stomachs. They ended up in the van, it was very difficult. It was very hard for me because it was me who was speaking that time. I didn't know what was going on. I wanted to speak to my mother and I didn't know her. They get advantage of this before my campaign. Now, I am a guy who is not from Faz, I want to speak to her personally.  క౾నా Nearby న౗ప్స Spieler waterfall న�ric. ē mĒ branches ē mĒ branches ē mĒ branches ē mČchya LakPC ē mĒ branches ē mį bĸtara ē mē lāka That's why we have to move it. We have to have a culture where it can be. In fact, don't talk about it only twenty-two. Talk about the Chipolo-Polo, the Jets. Why the twenty-two? Yes, because this is a thirty-three. Sixty-one of which are my players. We are also celebrating twenty-two. So that's why we want to bring them together. But above all, we are saying this can be to the outside world. So if someone is saying that the father has never been involved, please let me be very, very clear now, they are involved. Your politics, Kalusia, water places, Kamanga, those for me are not important. What is important is the country. In fact, our age, we are not going to smoke water.  Between the two, sometimes I take care of what, ten to one share. It does not pay. Let me tell you this. In November we say, we are not going to smoke water. Let me tell you this. It's not only in football. If you have a sport, you have a passion. Even if in your house, you are disorganized, you are not going to smoke water. You are not going to drink water.  There is no peace in your home. You will never kill. You will never kill. Because of where you are coming from. It is fire where you are coming from. So, make peace with your wife.  So even in Zambia today, my ambo appeal, as long as we continue being colonized the way we are now, especially in football, where this one is fighting, it will be difficult for us even to win games. That's why it is our time. All the worried parties should come together and make sure that we speak the same language. That's my appeal. We will never interfere in any administration, in any sport. But people need to understand that the act is very, very clear that we should also appreciate good governance in every sport. That's why I have said there are people that have been tailored in constitutions to favor their encompass. That you will know. Now, this administration because we know that we do appreciate good governance and the people of Zambia have been talking about good governance if we go to Ajambagoka today as politicians. I would like everyone even in a sport or everywhere to also follow the new government when it comes to good governance. Because we have a mandate again to question those who ever do not want to manage an important a problem. So I thought I should mention that it is important for the worried parties if they are there for the betterment of sport in the country. Please, I beg you. If you go to a man that has got peace say, one day we will never be together. I will not be sitting in this chair in any sport I will never rest. So that should be understood. If I don't perform well I will be fired. Why should I wait to be fired? I should be fired before I am fired. So everyone should know that. So a few more minutes. Another issue that I feel upon the issue is for the JZI in Kuala Lumpurangai at 22 here is one of the players I think it is Mario Garth. He is a JZI hero. I think he is a JZI partner. So if you don't bring your JZI what do you blame? So that is also another issue. For us if you play JZI it is not an issue. We can never use Cobra. We can use any other JZI. Why do you want to play in the group? Why do you want to play in the group? Why should you think you should not be fired? What is the reason why I ask you to play JZI? Here is also a lot of JZI. I got excited. That is, there is a Cobra. We are promoting. Bring it. If you first use this with Cobra गषिंक अ ग्ध्पो मो सआँखिय टीकेम टीकी रागे heavy


Updating Realtek HD Audio Drivers in your Windows 10 becomes necessary when you face frequent issues such as no sound and audio lag etc. In this video we will show you some of the simple methods to update and fix Realtek HD Audio Driver problem on Windows 10. Method 1 Update Realtek HD Audio Driver via Device Manager Open the Run window, here type the command showing you on the screen and press Enter. This will open the Device Manager window, look for the sound, video and game controller section. Expand it and right click on Realtek HD Audio then click on Update Driver. In the next window, click on search automatically for updated driver software. Wait for the process to finish. If the installed driver is up to date, you will get a message, the best driver software for your device is already installed. Method 2 Download and Install Realtek Audio Driver from OEM Manufacturer. Visit the Realtek website, scroll down and click Overview under Downloads. Type Audio in the search box and hit Enter. You will see a list of different drivers. From the drop down X to product line and select Computer Peripherals ICL. In the new windows, again click the drop down menu and select PC Audio Connect. Now download a compatible Realtek Audio Driver on Windows 10 that will work with your system architecture. Method 3 Automatically Update Realtek Audio Driver. Download and install Smart Drive Care on your Windows. You can also use the link mentioned in the description below. In the Smart Driver Care window, click on Start Scan to scan the system for outdated drivers. Once the scan is completed, you will see a list of outdated drivers. Select Realtek High Definition Audio and click on Update Driver. However, if you want to update all outdated drivers at once, click Update All. That's it. Using these simple steps, you can easily and quickly update and download Realtek HD Audio Drivers in Windows 10. We hope you liked the video. Do share and subscribe to our channel for more such videos.


Hello and welcome to another software overview. In these videos, I show you programs you may not know exist or show you Easter eggs that are in applications you may use commonly. And one program that a lot of us may use is NMAP. It is a great port scanner. Most basic use is just typing NMAP and then giving it the IP of a computer that you want to scan. And it will give you the output of open ports and a few other information on that particular server or computer that you're scanning. But if we were to go into the man file, by typing man in the name of the program NMAP and we were to search for dash O capital S, we're going to find that there is a mode called script kitty mode, which basically is the same as the command we just ran, but it outputs the text in a script kitty way where it randomly capitalizes stuff and changes S's to dollar signs. So it's not really a useful mode. It's put in there as a joke, as it says in the manual there. But yeah, so if we just OS and then a space dash we can go like this. And as you can see, it's the same output as up here but we have randomly capitalized letters and S's as dollar signs. So it's just a fun little joking mode that you may have not known existed in your favorite port scanner. So I'm just sharing this with you. So now you know, I thank you for watching. Please visit filmsbychris.com. It's Chris of the K. There should be a link in the description. And again, I hope you're enjoying these videos I'm doing on software reviews where I'm showing you little known programs or hidden Easter eggs and side applications you use. If you enjoy these, be sure to like, subscribe, comment and share these videos. If you want to support me financially you can go to my Patreon site, patreon.com forward slash metal x 1000. I appreciate supporters there, but again, you can support me just by sharing, liking, commenting and subscribing. As always, I hope that you have a great day.


I must say, good morning, good afternoon, good evening, wherever you may be across the planet around the world. My name's Greg from n5d.com. Something I wanted to cover here on Facebook. And you'll be seeing this on YouTube also I'll end up uploading it to YouTube. You know, at one point during my awakening, I was thinking, okay, every name has a meaning, right? Where do these words come from? You know, you check out etymology and you check out folklore and lineage and all that stuff and you dig deep, you find answers and that's what I did. This is the origin of month and day names because they all have specific meaning and you can find this on n5d, the links up here. I'll put it in the chat as well.  So our months should be from new moon to new moon, which is the way our Creator God designed it. It's also, it could be called, if it came from the word moon, it actually should be called moons because, and there should be 13 moons because there's 13 new moons in a year. The calendar's out of sequence. It's not in harmonic balance with nature intentionally. It's not the way they wanted it. They intentionally made certain months with 30 days, others with 31, and then here, here's February.  You know? So with it being out of harmonic sequence, it takes us out of harmonic sequence as well. We should be living in a 13 moon calendar and there's some weird names that go on with this and we'll get into that. All right, so January was named for the Roman God Janus. So we see the origin, the prefix Janu, Janus, God of doorways and beginnings. So January, the beginning of a new year. Okay, well, that makes sense. January is man's beginning, not God's. The Holy Bible reveals that God's new year is around March 21st when the spring equinox occurs. That's interesting. So then we move into the messed up month of February. Named for the Roman Festival of Purification, February, first day of the carnival season is always January 6th, which is 12 days after Christmas. This is called the 12th night, the King's night and marks the beginning of the private masked balls that are held until Mardi Gras Day. That sounds sturdy, private masked balls. Anyway, Mardi Gras Day, which is always that Tuesday is the last and greatest day of the carnival season before their 40 days of Lent. So for the shortest month of the year, that's quite a story that they have for that particular month. March, short and sweet, named for the Roman God Mars. Mars, Mar, March, who was the God of War and guardian of the state, Mars was the father of Romulus and Remus. Mars, March. April is from the Roman calendar month of Aprilus, considered a sacred month for the goddess Venus. April also comes from the Latin word apierre. The meaning is to open, referring to a spring season, opening of the flowers and leaves. Venus, yeah, April, Aprilus. And May is named for the goddess Maya, the daughter of Atlas and one of the seven sisters of the Pleiades. And you notice the spelling M-A-I-A, May, May. So maybe it should be called Mai instead of May or maybe Maya should be called Nea. But it is interesting though that there's a month named after one of the stars in the Pleiades. June is named after the goddess Juno, the wife of Jupiter and queen of heavens and gods. July is named after Julius Caesar, Julius July, Julie in 44 BC. The month originally had the Roman name of Quintillus, meaning five. Now that doesn't make sense. And we're gonna see how this gets all out of sequence here as well. That's where it began to get out of sequence and moving on, you'll see more examples of this. August was named for the Roman emperor Augustus, Augustus in 8 BC. The month was formerly known as sextillus, meaning six. Why would the sixth month be the eighth month? Doesn't make sense. And here's where the prefixes start to get out of whack. September comes from the Latin word septum, meaning seven, which was the seventh month of the calendar. Yet we use it as the ninth month. How does that make sense? Why? But yet we're accustomed to it. Everyone knows that the ninth month is September, but if septum means seven, shouldn't it be the seventh month and the same with October, November and December? As you'll see, October from the Latin word octo like an octopus, right? Meaning eight, which was the eighth month of the calendar that we use it as the 10th month. November from the Latin word know them, meaning nine, which was the ninth month of the calendar. And we use it for the 11th. And December comes from the Latin word decom, meaning 10, like deca, decade, which was the 10th month of the calendar. Yet we use it as the 12th month. So what do the days mean? All right, so now that we saw how we've been brought out of harmonic balance with the months, the months, the moon months, what about the days? So the Greeks named the days week after the sun, the moon and the five known planets, which were in turn named after the gods Aries, Hermes, Zeus, Aphrodite, and Cronus. Greeks called the days of the week the theon, hemorrhoi, days of gods. The Romans substituted their equivalent gods for the Greek gods, Mars, Mercury, Hove, Jupiter, Venus and Saturn. The Germanic peoples generally substituted roughly similar gods for the Roman gods, Tia, Twia, Tu, Woden, Thor, Freia, but did not substitute Saturn. So we're all familiar with Sunday, obviously, the day of the sun, the sun, the chosen one, right? Or is it the sun, S-U-N, right? And then Monday would be Monday, the moon's day. So you have Sunday the sun's day and Monday the moon's day. So it should be called moon day, right? You would think. Then Tuesday would be Tu, T-I-U, which became Tu-E Tuesday. And that was after a Teutonic god of law, too. That's why we have that word Tuesday.  Mars is the Roman god of war. Aries is the Greek god of war. Those in power will use Tuesdays to launch wars and these kind of things. I don't know if I can say on Facebook or not, but you can read that. They rely heavily on numerology and have access to the most knowledgeable astrologers available to mankind. Wednesday, where does that come from, right? Hump day, no, that's not it. Woden's day would be it though, which was another Teutonic god, Woden. Woden, Wednesday, I don't know how they got, that's a long stretch, isn't it? Woden to Wednesday and even Wednesday. I mean, we say it when W-E-N-D, we pronounce it like that, many of us do, but it's actually Wednesday. Who says Wednesday? Maybe everyone, maybe it's just me, I don't know. I don't, Wednesday. Actually, the D's kind of silent as far as I'm concerned, Wednesday, Wednesday. Yeah, how do you guys say it? Do you pronounce the D? Do you pronounce the D before the end? Or do you say, do you actually pronounce it phonetically? Wednesday. Okay, so Thursday comes from the word Thor, Thursday. Wouldn't it seem weird if we actually pronounced these days like Tuesday and Woden's day, Thursday, if we pronounce them from the origins? Another, so Thor is another Teutonic god of war. Where we are today, if you're watching it live or if you just happen to be watching on a Friday, Friya's day. So Friya was a goddess of love and that brings us to today, Friday. She was a Norse god and then Saturday. I found this one to be one of the most interesting ones. So you have the Sunday, the day of the sun, Monday, the day of the moon and Saturday, Saturn's day. There's a cult of Saturn. There's a really interesting article that I wrote on N5D about the cult of Saturn and it gets really, really deep. If you wanna go down the rabbit hole on what Saturn really means, the ring of Saturn, where do you see that? We see it all over the place. We see it on the Nike Swoosh. That's the ring of Saturn. We exchange rings during weddings. The rings are rings of Saturn. Saturn in astrothiology is Satan. It gets pretty deep. Now I'm not saying that anyone that got married and has a ring got married to Satan or anything like that. It's all, the intention behind whatever it is that you've done supersedes anything else, any other belief system, how you feel that's all that matters. I found that to be really interesting. Why are these days and weeks being called what they are and how does that affect us? We don't think about Saturday being Saturn day and that there's a work week and for a lot of people, Friday night is on Freya's day.  Saturday, that's your main day. If you're young and crazy, like many of us were at one point, you go out and you'll live it up on a Friday and then you do the same on a Saturday and then you really do it up on Saturday actually. But Saturn day.  And what happens when you get drunk at a bar? I can tell you this. There are entities that hang out above the door at every bar and when you get too drunk and you're walking out that door, that's where the attachment begins.  So if you do partake in a few cocktails, I would suggest that before you leave, you protect yourself spiritually and make sure that you call in all of your guides and angels to make sure that you stay safe because it's at these places of these bars and taverns that these entities, they're lurching, they're lurking above the doorways, just hanging out, waiting for the right victim, the right person to attach themselves to. I'm gonna wrap it up at that here on Facebook so I can get ready for the YouTube spirit chat coming up in about 15 minutes. If no one else has told you this yet today, if you're watching live or the recorded version doesn't matter, please allow me to be the first.  Thank you for your service to humanity. So I hope to see all of you on N5D Spirit Chat in about 15 minutes or so. On the N5D YouTube channel, put a link to that here in Facebook and until the next time, I'm Greg from N5D.com, sending you all infinite love and light. Namaste.


Hello, welcome to this weekly market update with myself, Jasper Lawler. Today is the 1st of April and we're going to look ahead at this big week in terms of economic data. We're going to split it up by region, starting with Asia. Now the interesting numbers overnight were from China, their PMI data was out, firstly the HSBC numbers which showed a contraction down to 48, below 50, showing the industry is contracting, the standard China number was flatlined but the more attention should be paid to the HSBC number. The positive spin we can put on this though is that this along with any soft data coming out of China going forward, we potentially have the stimulus effect of the Chinese government. Premier Li has said that the Chinese government have what it takes to step in and prop up the 7.5% growth needed in China to meet their target. Now flipping over to Japan, we had the widely followed tankhand survey. That was on the whole fine, the more worrying aspect though was the forecast for the next three months. Japanese business owners are clearly concerned about the upcoming sales tax increase from 5% to 8% and the interesting thing for traders going forward will just be when does the BOJ enable any more monetary stimulus. The likelihood is that it will be at the end of this coming quarter, maybe around June, so then we could expect maybe to see some action in the dolly yen and the Nikkei perhaps looking at 105 and that would be the key breakout area, perhaps starting as early as this month but most likely May. Now this promises to be an interesting week for Europe, we have the ECB rate setting meeting on Thursday. The first bit of data that we were looking at was the manufacturing PMIs. They came in largely with consensus just because it was a slight dip on the previous month because of the tensions between Russia and Europe. The services PMIs around on Thursday, slightly less impacted by the tensions between Europe and Russia and so we're expecting a continuation of gradual improvement that we've seen. Notably Spain have seen a 10 year high in revenues for the tourism so that's improving their service sector. Similar with Italy but we're expecting a slight drop in the Italian services this time. Going forward though the unemployment numbers we're out today, we saw the Euro wide Euro zone unemployment dropped slightly to 11.9% from the 12% seen a year earlier, it's basically flat and the consideration here is that really the ECB doesn't have any mandate to fight unemployment as Mario Draghi has been at pains to explain with the current state of the European Union and the way it's fiscally separated the ECB really can't impact unemployment. So that's probably a good thing for them given the complete disparity across the Euro zone. Germany is actually looking at the lowest levels of unemployment since the separation between East and West whereas for example you're saying youth unemployment of 57% in Spain so very difficult to combat both of those. The CPI for the Euro zone came in at 0.5% below the 0.6% expected yesterday now that's added to the cause for the people looking for some kind of stimulus from the ECB that could be a cut in the deposit rate to 0.1% or even some quantitative easing. Now what was interesting was that we saw the DAX and the CAC close lower yesterday now what you would expect is if there's poor data then that would lead to further cause for stimulus and that would perhaps be a good thing for the indices but in fact they close lower on bad data so that perhaps implies that market participants out there are not expecting some kind of stimulus. That same idea was supported by the fact that Euro you would expect it to be debased if there was some kind of quantitative easing or cut in interest rates and the Euro would be expected to go down yesterday it closed higher. Last but not least we've got the good old US of A the most important data for this week is the ISM manufacturing and non-manufacturing data. The non-manufacturing actually hit a four year low on last month's number so we're expecting a slight uptick from that number just because the argument is that it was largely caused by the cold weather and so that the weather's improved and so we're expecting to see a slight improvement in sentiment for that reason. That leads us on to the US non-farm payrolls report on Friday that's expected to come in at around 200,000 that's up from the 175,000 that came in on the previous month and obviously the higher number does increase the risk of missing the number but again this cold weather effect should be behind us now and so we can expect possibly to see that 200,000 number other. And if that is the case then we're in the happy place for US equities. We've got both the stimulative effect from Janet Yellen's recent dovish comments plus some good employment numbers and some good US growth numbers so that being the case the S&P maybe up to test its all-time highs obviously should we see a number worse than expected then that could point to a larger correction without that retest and that would be interesting nonetheless too. Okay that's the end of our weekly market update with myself Jasper Lawler. Watch out for the non-farm payrolls especially on Friday. You can register for our non-farm payrolls webinar on the link you see right here on the screen. Thanks again, good luck trading.


Hello and welcome to Dataversity Talks, a podcast where we discuss with industry leaders and experts how they have built their careers around data. I'm your host, Shannon Kemp, and today we're talking to Dataversity founder and CEO, Tony Shaw, about his career. Hello and welcome, my name is Shannon Kemp and I'm the Chief Digital Manager at Dataversity and this is my career in data at Dataversity Talks podcast dedicated to learning from those who have careers in data management to understand how they got there and to be talking with people who help make those careers a little bit easier. To keep up to date in the latest in data management education, you can go to dataversity.net forward slash subscribe. And today we are joined by Dataversity's own founder and CEO, Tony Shaw. And normally this is where a podcast host would read a short bio of the guest, but in this podcast, your bio is actually what we're here to talk about. Tony, hello and welcome. Hi, Shannon. Thanks for having me. How are you today? Thanks for joining us. Very excited to have you on this podcast and helping us to kick this off. Yeah, glad to be here. So tell me, I mean, I of course know what you do and what your job title is, but tell everybody out there, what's your recent current job title and what are your responsibilities? I'm the founder of Dataversity and my current job title is CEO. So I do normal CEO stuff in that role, kind of oversee what everybody else is doing and figure out what the company is a whole, what sort of business we should be involved in, provide governance over all the various functions and just kind of try to keep my hand on the tiller so that we're heading in the right direction. I love it. Well, that's not your only job, right? You hold several different roles. Well, day to day. So there's all the usual meetings to do the things that I just mentioned. Primarily I'd say I'm a content person. I think where I add the most value is in figuring out what our content should be directed at, what audiences it needs to serve, how we go about serving the information and education needs of our audience. And when I say content, I mean both in terms of the subject matter, what the topics are as well as the formats in which we deliver that. That's probably half my role. So when we develop a new conference, for example, when we're developing any new event, I'm very involved in defining what that event is gonna cover, what sort of speakers we're looking at. I'm very involved in reviewing and selecting the presentations and deciding what balance of topics needs to be included in that event in order for it to best address our audience's needs. Tell me a little bit about DataVersity, why you founded it and what DataVersity is. Honestly, I didn't get there immediately. I grew up in Australia for anybody who's wondering what my accent is. It's not entirely North American, but I've lived more than half my life in North America at this point. But I grew up in Australia and I joined a company down there that was involved in the development of business conferences. And it was an international company that had an office in New York at the time, but I started out as a conference developer, conference producer with that organization. It was called IIR for the Institute for International Research. And it became a hugely successful organization. It sold eventually for over a billion US dollars after many years. I was long gone at that point, but many folks may have heard of it. Anyway, it turned out I was very good at figuring out what people wanted to learn. And do that through a fairly simple process of calling people up. Back before there was email capability. We would read the newspaper, read articles. We would find out who the experts were in a particular field. We would call them up and say, we're thinking that this could be a topic that is interesting for people to attend a conference on. The very first conference I did was designed for corporate secretaries, which in Australia is kind of a chief legal and administrative function, often also a financial role. So I talked to a number of corporate secretaries about what they needed to know in order to do their job better. And the weight of that input would then go into developing a conference agenda. I would call up and talk to CPAs and lawyers and regulators and the people who were responsible for advising corporate secretaries and develop a conference that way. And so it just turned out and the next one I did was for human resource professionals then I did one for real estate developers and construction companies. You would in this job kind of go from one industry to another and figure out what information needs do people have and develop a conference, design a conference specifically for them. And it turned out I was just very good at figuring out what those needs were. Essentially my method, if you like, was to imagine myself in that role at a big organization or whatever was appropriate. If it was a small organization, just what's it like to have this role at that organization? What sort of questions would I be asking myself? And then that became my way of designing an educational event. And I would talk to the speakers and say, these are the questions that people want answered. Can we invite you to do a presentation that addresses these? So from there, when I moved to the US, the US is obviously a much larger and more specialized market. People don't spread themselves across multiple industries in quite the same way that we did back then. So I eventually got drawn more and more into the technology space and some of the conferences I developed back in the late 80s were around superconductivity, neural networks. Yes, neural networks actually began way back in the 80s. They're not just a function of the past decade. We did things like over-the-counter financial options which eventually became responsible for the global financial collapse. So probably shouldn't own up to that one. But yeah, it was kind of an open field at the time because there wasn't a lot of competition in the conference space 30 years ago. And so we went after whatever new markets we felt we could run a successful conference in. Where I started to get involved in data management was I joined a company called Technology Transfer Institute. They were based in Santa Monica. The owner of that company was a gentleman by the name of Leonard Kleinrock who was the person who sent the very first computer to computer internet message or computer to computer message before it became the internet. Len was a professor at UCLA, his lab in 1969 had developed computer networking to the point where machine to machine communication was possible. And so he had a very successful training business. Some of the people who I used to work with there probably the most famous at the time was James Martin, a prolific author and speaker but Ed Codd and Chris Date used to do seminars for TTI before they started Codd and Date. Tom DeMarco was a popular speaker. It was a place where I got to rub shoulders with a lot of very influential technology innovators and Len's philosophy really as an educator was to have the best possible people doing the training. He felt that the person you most wanted to learn about something from was the person who actually created it. So that was just really interesting place to be. I was there about 10 years and became the CEO eventually. And that was just at the end of the 90s. And for whatever market reasons I kind of forget now but the seminar business was fading away. And so I had decided to go do a dot com and it's gonna be in the identity management space. And there might be some folks listening to this who are amused that the name of the company I chose was bigid.com and I had that URL. It turns out there's now a very successful company called bigid.com who obviously picked up that name after I had long abandoned it but and they are in the data governance space. So we work with them now. It's kind of a crazy coincidence. But anyway, if you looked into the lineage of that particular URL, I held it first. But my startup dot com days were very short lived. Turned out I was just not the right person to be running an organization developing a technical product. You know, my background generally is in marketing and business type roles. And so I started a company called Wilshire Conferences which was the predecessor of DataVersity. And Wilshire ran an event called the metadata conference. That's where we hooked up with Daima International originally. And so that was where I became more involved with data management and progressively moved towards the creation of DataVersity. Really, the genesis of DataVersity was that at Wilshire Conferences we were, I think we just had two events at the time but it's just not very descriptive. It describes that we do conferences but it didn't describe that we were educating people, that we were involved in data. So, and one of my staff at the time came up with the name of DataVersity which just was immediately popular with everybody on staff. And we decided to go that way. And then shortly thereafter, I met you and you turned DataVersity into more of what it is today with our significant digital presence. You obviously built the publishing side of the business. I remained fairly committed to the event side of our business which until COVID was still the primary driver of the business, but since COVID then the digital programming has obviously been far more significant. So that's the much longer than you asked for introduction but I guess one thing I would like to say there is, I don't consider myself a data management practitioner. My expertise is more around training, publishing and providing the right information to a data management audience. So quite honestly, I could not do the job that our audience does. I do a different job, I think do it pretty well and people like what we do but I'm not an expert in data management. My expertise is really more in providing information and training and education to people. So I love it. And there's certainly some aspects that I didn't know before, which is great. You know, and but it's true though, I mean, is even though we are not data architects or data modelers ourselves necessarily, I find sometimes and maybe you do too, the irony of what we do is always, you know, working to manage our own data and the data that we need to manage the business. Yeah, it's so valuable. For whatever reason, and I'm not quite sure why I think partly it's this approach that I have of putting myself in the position of the person who I'm trying to provide a service for and imagining what it must be like to be in that role. So for whatever reason, I found that I've been pretty good over the years at making connections between things. You know, I'll hear somebody talking about the application of technology to one area and I'll say, hey, well, that's interesting but wouldn't this be a great solution for this problem instead? The best example of that I can think is back when we used to be involved with semantic technology and the semantic web. All the folks at the time who were in that space were trying to come up with the next Facebook or the next Google, you know, they were focused on social networks and search. And I remember having conversations with people saying, yeah, but, you know, if you wanna actually sell products into big organizations, focus on practical issues like master data management or metadata management because the technology that underlies these things that they were working on was really appropriate for solving the problems that MDM and metadata management were trying to get it. And, you know, it turns out eventually many companies didn't do that. You know, graph technology turned into numerous solutions that are targeting data integration and metadata repositories. And, you know, I give myself credit for that, at least as being able to kind of connect the dots.  What is it? Is it the architect or the engineer who knows a little bit about lots of different things? I know less than an architect or an engineer, but I know a tiny bit about a lot of different things. And sometimes that puts me in a good position to make connections. With a robust catalog of courses offered on demand and industry leading live online sessions throughout the year, the Dataversity Training Center is your launch pad for career success. Browse the complete catalog at training.datavocity.net and use code DVTOX for 20% off your purchase. Well, let's back up a little bit. So, you know, you said you started getting into the conference business when you were still in Sydney.  I mean, what was the dream? No, I wanted to be an architect. As a kid, I wanted to be an architect. I really wanted to design buildings. I thought that seemed really cool. My very first job out of high school was with a big Australian construction company called Lend Lease that, and I worked for the building materials area. So I sold lumber, building materials, all sorts of things, which I really enjoyed. That was what brought me to North America actually for the first time. I went to the Northwest, spent some time in Vancouver, Washington State, Oregon, visiting lumber mills and joinery stores and like joiner shops, people who did find woodwork, that sort of stuff. So, much as I love that, you know, it turned out not to be where my school really lay. I was a bit more intellectual than I was handy with tools. So, I ended up in a more academic kind of a pursuit. But, yeah, honestly, I thought I was gonna, I did a business degree. I thought I was gonna end up working for Rank Xerox, selling photocopiers or something. I don't know, I just, I should mention, I started out doing a marketing degree, had ambitions of being, you know, in consumer marketing or something, but I failed my consumer behavior course twice, which was a psychology course. And so I was excluded from the marketing school and had to go back a couple of years later and to do an accounting degree instead, which as it turns out was not of any detriment to my career. In fact, I think having an accounting degree has been incredibly valuable for me since then. I've never worked in accounting, but to this day I use that knowledge in different contexts. And it just helps me to understand business so much better than I would have if I didn't have it. But, you know, in my early 20s, I just kind of stumbled from one job to another a bit until something stuck. So I wish I could say I had an ambition that I jumped into and, you know, got qualified for. But most of the people who end up in the conference business, at least, and a lot who end up in the publishing business do so through a fairly circuitous route. And mine was definitely circuitous. Still doing some work for TTI today, don't you? Well, yes, so what happened was around about 2000, the year 2000, TTI had sold off our biggest event and Len Kleinrock had this opportunity to take over a strategic technology advisory service. It was called Vanguard. No relationship to the financial, to the investment firm. It was a division of consulting company, division of computer science and corporation, actually. But it was a small service that they offered for elite clients as a business development exercise. So anyway, the thing that was really attractive about this was that the board of advisors for Vanguard was just this elite group of technologists. You had Nicholas Negroponte, the founder of MIT. You had Alan Kay, the father of the GUI and sort of Apple's chief software architecture architect. Yet Gordon Bell, who was the father of the VAX. John Perry Barlow, a little bit of an oddball in that group, but a very prominent commentator and writer about the emerging digital space, the emerging cyberspace. John was such a character. He used to be a lyricist for the Grateful Dead. Had so many great stories. There was Bob Lucky who was the chief research guy at Bell Labs, executive director of Bell Labs. So anyway, Len really wanted to get involved in this and to take it over because CSC was resigning it and I was CEO of TTI at the time. And we inherited it. It was a very difficult business to run at first. We didn't really know how to do that, but eventually came to grips with it. And I kind of stumbled into the role of running the meetings. I mean, there was nobody else to do it. And running the meetings was a combination of just keeping us on time and on topic and hurting all the cats because you can imagine the board members there were, they weren't really going to take direction from someone like me, which turned out to be an incorrect assumption. And actually the most valuable business lesson I ever learned came from exactly that situation, but I can return to that in a minute. Anyway, then shortly after that, I went off to do my dot com, but Len asked me to stay in the role that I had. And I just, there were various owners and managers of that business over the course of the next many years. But they kept asking me to continue this particular role of managing the meetings. And it became such a significant part of my own education over the years. I think in every business, but especially when you're responsible for providing people with education, you need input. I mean, being productive at your job, it's one thing, but without the intellectual input to keep things going, to keep your perspective fresh, then it's very easy to get stale. And this particular opportunity lost it for, well, it's still going. I'm actually running one of their meetings here in LA in June, but of course with COVID, everything's kind of shut down. So I haven't really done much for the past couple of years. But yeah, my role there is to keep us on time, keep us on topic. And I think probably one of the reasons I've stuck around is that I have continuity. I understand the culture of that particular business. And it's not a big time commitment for me, but what has been fabulous about it from the standpoint of diversity is it's given me access to such a lot of interesting people who I've been able to bring into the diversity fold. A guy like Doug Lennett, for example, the CEO of Psyche, probably the single largest, most consistent project on artificial intelligence in the history of technology. And Doug had spoken at many of our events. He always, aside from just being a good speaker and very amusing, he just has such a lot of value to add in terms of helping people understand complicated topics. And all of the board members will like that. That's why they have the role that they did. But yeah, anyway, the thing that I was gonna mention that I just touched on was actually Doug who took me aside at the very first of these TTI meetings because he could see that, I was really being deferential, deferential DEF to the board members and the people in the audience who are mostly C-level technology people. And he could see that I was being, looking for them to direct what happened next instead of in my role as manager of the business and manager of the meeting instead of me taking charge and running the meeting, which he said, I can see that you don't feel comfortable sort of bossing these people around, which I acknowledged. He said, just disavow that notion at all. Your role on this day is to run this meeting, keep it on time. And they want you to tell them what to do, where to be next, where we're ending this conversation now we're going on to the next thing. And it took me a while to internalize that, but it really in retrospect was the most valuable piece of professional advice they ever got because it became so applicable in other situations later. It's like, that was my role. That's what was expected of me. If I didn't take that responsibility and execute it, then it wasn't gonna get done because nobody else was gonna, nobody else had the position to do the things that needed to be done. So it's been tremendously helpful. I've passed that advice on to numerous folks, for example, who worked for the same organization. It's very intimidating. I mean, we had Nobel Prize winners. We had CEOs of huge organizations. Bill Gates and Larry Allison spoke at those meetings, for example. And there's a difference that's given to those folks because of their position, but in the context of that meeting, everybody needed boundaries and guidance and they respect you no matter who you are if you take ownership of that, the responsibility that you have and you do it the best that you can. So yeah, anyway, I've always thanked Doug for that. Cause once you do get the confidence to deal with, senior or prominent people like that, I think it just becomes so much more natural and your relationship, you just have a much better relationship with them. Yeah, certainly. I mean, that's amazing advice, certainly applicable to just about anybody in any situation. I've certainly seen you apply that in our conferences. And I love the advice that you use to stay up to date, keep everything fresh, keep innovating. I think that's so important for anybody in any job, any role, to not get stuck and stale. Yeah, I think that's one of the things that I really learned from working with that board was how to stop and think. It's so tempting at times to shut off new ideas because everybody's heard these stories about who was at the founder of digital equipment who said that, or IBM, I forget which one now, said, there's only gonna be five computers that are ever needed. And the number of stories that these folks had about missed opportunities, cause many of them had been there sort of from the very beginning. The number of stories about missed opportunities just from not understanding or not being open to understand. I give you the perfect example in my own life at the moment is there's all this talk about the metaverse, this kind of digital version of reality that is theoretically coming. And we know that Facebook is positioning itself for this and I don't know if this thing is gonna happen. I'm like, I don't really want it to as, you know, as somebody who doesn't really participate in online worlds or anything like that. I'm like rolling my eyes hoping it doesn't come before I retire or expire or cause I just don't really have any interest in it personally. But if I allow myself to take that attitude and shut myself off to it, I could be missing a huge opportunity either for our business or maybe for my stock portfolio or for my nieces and nephews who are coming up who wanna know where technology is going. I mean, maybe it'll work, maybe it won't, but I don't think I should be making a premature judgment about it right now and just saying that I don't like it therefore I don't want it to exist. It's clearly something that I don't understand at this point and I need to learn a lot more about. At least if I'm gonna end up with an opinion about the metaverse, at least let it be an educated opinion or an informed opinion. So in fact, not to be promoting ourselves right now but I've invited somebody to talk about metaverse at our next online conference. So I'm hoping that I learned quite a lot from that particular talk. That's some fantastic multitasking. Something interesting for our audience and you. I love it. Ready to mingle with your fellow data governance practitioners? Join us in Washington DC this December for the Data Governance and Information Quality Conference. Five days packed full of new knowledge, new friends and new strategies are yours when you register at dgiq2022east.dativersity.net. Take advantage of our super early bird pricing when you register before October 7th. But we do wanna talk about data diversity a little bit. I mean, where do you see data diversity right now? What is data diversity? Why are people coming here? What's, what do we need? Yeah, so as you would well know, we redirected our original conference company more than 10 years ago now to become data diversity and we introduced publishing, we introduced online training, we introduced our lot of free webinar content and the truth is that a lot of that activity was designed to help us develop an audience for the things that we hoped we could develop the business around, which at the time was mostly the in-person events. So I think though that what we've seen since COVID is that companies and individuals now don't differentiate between in-person learning and online learning to the extent they used to. I think our in-person programming needs to address a much different set of needs now than just learning. There's obviously an experiential aspect to meeting with other people and being in a physical place that we need to take perhaps more, I don't wanna say more seriously, but to take it more into account in the future is how can we enhance learning by being around other people as opposed to simply taking in a flow of information? I think where that's reflected in our programming, COVID has been a huge learning experience for all of us at the first in-person program that we ran last December. We had two different sessions about mindfulness and what it means to be in the moment and to be thinking in terms of the whole person as opposed to just solving this one data management problem. And I think you'll see that reflected in more of our content in the future is putting our jobs in a larger context, a business context, a human context, dare I say societal context. I don't wanna get too grandiose about this, but I think people probably are not gonna be meeting face to face as often as they used to. And therefore we need to take greater advantage of those in-person encounters to try to address a bit more than we have attempted to in the past. And so mostly what I'm referring to there, are these things like the person and understanding the big picture around what we do as opposed to just being very focused on the narrow aspects of a particular job function. Yeah, something you've hit on a couple of times now is really just how you got into the business and what you found good and bringing up the mindfulness. I think it all kind of ties well together is understanding how people learn and all these changes that have happened over the last couple of years and understanding that mindfulness has become a very important thing in society and how people manage their day-to-day jobs, whether in data management or in something else. I like that that's really important to how we do business. Yeah, I mean, it's an interesting, I was probably as guilty as anybody of sort of saying, when people come to conference, they wanna learn as much as they can and clearly they wanna network with other people and enjoy that, but I fell into the trap of thinking that the main purpose was just this narrow professional interest and I think since I recognize that COVID has changed this about me, then I assume it has changed it about a lot of other people too, that we're just looking for something else now and I can't define what that is for other people necessarily, but I just understand now that we need to be broader, need to be thinking a bit more broadly about what it means to attend a week-long professional conference and everybody kind of recognizes that the best learning comes from sitting next to the right person at lunch or at dinner or the places that you enjoy the most are usually around those encounters outside the meeting room. So we're working hard at trying to figure out the best ways to give people those, more of those opportunities. Even online, yeah.  So we're working on that part as well. You know, I mean, you try to create opportunities rather than enforcing it. You know, you can't just squish people together. There seems to be this kind of serendipitous aspect of people connecting that I can't claim to understand, but that's probably something to add it out. And it's, I think probably one of my favorite things you introduced me to is when we've gone as a company to other people's conferences or even, you know, inware and social settings at our own conferences, you kind of have a rule that we need to all fan out and not sit at the same table. So we have the opportunity for those networking and encounters and those moments where you meet somebody who just inspires you to do something new and change and bring that back into the fold. Yeah, there's a couple of philosophies that I've always tried to bring to our in-person events. One is the importance of peer-to-peer learning, meaning, you know, having case studies from people who talk practically about what they do, the successes and failures, that, you know, if I was a data architect, I'd wanna learn from another data architect as much or if not more than I would from somebody who had, you know, written a lot of articles or, you know, because another data architect understands what I'm dealing with every single day. Like when I go to another conference, I wanna hear from other people who are trying to market their educational products or come up with new ideas about how to make meetings more interesting. I'm certainly not diminishing the expertise of consultants. I think that the great advantage of consultants is that they get to see experience across, you know, dozens, if not hundreds of different customer organizations. But if I want somebody to really understand my problem, then I wanna talk to somebody who has the same problem as me. I think that's why so many people talk about coming to an event like Enterprise Data World or TGIQ and say, you know, they get such a, that their batteries are so recharged by the experience because, you know, they get to talk to people who have exactly the same challenges that they do. And maybe they've come up with solutions to that and that can be helpful. Or maybe they're just, you know, asking the same questions that could be helpful as well. But yeah, that peer-to-peer aspect, I think, is just so important to having the right sort of, having a really positive learning environment. So that's why that tends to be the thing that directs us the most. In developing the content for our events, I'm always looking for those case studies, those will take priority over, you know, the folks who are maybe more expert, but ultimately, you know, program design is a matter of balance more than almost any other issue. But yeah, anyway, I feel like I didn't answer the question that you asked about the future diversity. Well, I just, I really just asked about what is the diversity today and what are we doing? So we haven't gotten into the future yet. Well, I could, yeah, I mean, I can answer that to some extent, you know, clearly, diversity today is, as an organization, much more focused on digital delivery than we were pre-COVID. That's been by necessity. Thankfully, we were actually in the business of digital delivery pre-COVID. So we didn't have to actually develop that capability and we were able, you know, we had kind of a running start, but for many years, it was not the thing that was driving the bigger portion of the business. And now it is. I mean, that'll balance out a bit as we come back to some in-person events. But, you know, I hate to talk in terms of positive outcomes from COVID because, you know, there really aren't many, but I think COVID has convinced a lot of organizations that they can still be productive without being face-to-face 100% of the time. And from the standpoint of the services that we provide, you know, training can be productive. It's certainly more cost-effective in many contexts when delivered digitally. And so we will continue to push forward with the development of more digitally-based training opportunities. So I think we will continue to expand our offerings in the emerging areas of data management. Things, I mean, it seems like there's no slowing down the momentum for better data governance. And that's clearly a sweet spot for us. But, you know, I would see us getting more involved with topics of artificial intelligence and advanced analytics. I think that's clearly where a lot of business people want to be focused for the future and where a lot of innovation is happening. So, you know, I think generally too, particularly in our role, you know, our name, the diversity implies education. And I can see us heading more in the direction of providing tools for a broader data literacy of not just the big organizations that form part of our that form most of our customer base at the moment, but perhaps for society more generally, you know, we're not yet at the point of a diversity TikTok, but who knows, if we could capture entertaining data education in the space of 30 seconds or 60 seconds, then maybe we'll launch a diversity TikTok account. But I mean, I think we've seen many examples of where it could be incredibly, it could be transformative if more people understood about, if more people were more literate about data. And I'd love for us to play a useful part in that if it's possible. I love it. So in terms of, I mean, obviously we're still, it's a company focusing in data management. So do you see those data management jobs, like those involved in data governance, those involved in data science, data scientists, data engineers, data architects, do you see those jobs continuing growing over the next few years? Do you see, is this a thing to get into? Yeah, it doesn't seem to me that there's anything that will slow that trend down. We've seen an increasing audience around all the topics that we provide. So my senses of that will continue. Whereas our focus up to this point has generally been on a North American centric, English speaking community, you know, as well as I do, that when we run a conference, we see people from every corner of the world. And so I think a big part of our growth in future may well come from an international audience. But yeah, I think we're really at that a very kind of immature level of acceptance or one of the surveys we did recently of our own community of data governance professionals. You know, the survey data from that demonstrated that there were I think less than 10% of the audience felt that they were at a level of reasonable maturity. They were almost all at the level of we're thinking about it. We have a plan, but we haven't started or they were at the level of we've started, but it's still very early days. So, you know, I think if you just deal with the folks who are already engaged with us, you'll see that everybody's just getting started for the most part. Almost everybody is just getting started. So yeah, I think there's a long way to go. Any advice you give for people getting into data management? Well, again, I'll stress that I'm not a data manager myself. However, as somebody who's not a data manager who has become involved very extensively with data management professionals, I think the thing that has enabled me to understand what our community has to deal with is that I have a pretty good business sense for how data can be useful. And I think if everybody had the opportunity before they got into any professional specialization be it data management or financial management or anything that has more of a specialization, I would say try to get a sense for the broader business because that's what drives the need for whatever those specialist skills are. And, you know, I'm probably just putting some different words around things that I see data scientists writing about or engineers writing about. I mean, people who do startups, for example, you know, some startups come from technical specialists, but for the most part not, they come from business people who have better business ideas. So I think if you have data management skills or if you have an interest in what data management involves, you know, try to get some exposure to the business problems directly from a business standpoint and you will serve yourself and your employer better in the long term. You know, just understanding what it's like, my early jobs were in sales and marketing. Just understanding what it's like to be on the phone with a customer or to be standing on the other side of the counter in a retail operation. Practical business issues like those where data management can be vital for solving a problem, but without that perspective, then you, you know, it's really hard to appreciate what those opportunities are. So that would be my broad advice.  So I like to find business solutions. I'm sort of drawn to that aspect of the data management lifecycle, I guess, as opposed to, you know, the detailed technological solutions, but yeah. Yeah. I love it. Well, anything additional you want to add? You know, certainly this is the time to plug anything that you would like to plug. I don't know. I feel like I've just talked about myself for an hour. Yeah, look, all of us at Data Diversity are really excited about getting back to face-to-face meeting. The recent, the fact that we were not ultimately able to do that with Enterprise Data World this year was a huge disappointment. And, you know, we understand why. I mean, people are still reluctant to get back, particularly, we made that decision during the Omicron Surge and I think it was the right one. But, you know, the experience we had last December when we were able to get back together, even with a smaller audience, it was just, it was kind of a combination of relief inspiration, you know, it felt so good to be face-to-face learning and talking about stuff with people just a few feet away from you. Look, I hope obviously that there's no more setbacks. We are very careful when we go on site. We will continue to be very careful. You know, we actually hire a company to do financial, pardon me, not financial modeling, to do risk modeling prior to each of our events this year, based on the location of the event, the configuration of the meeting space, the type of attendees who are, we work with a company called Epistemics, who does risk modeling of that meeting delivery to tell us that the risks of meeting face, the risks of contracting COVID during a face-to-face meeting at this point, I'd say are extremely low because A, the precautions, B, that the audience is very safety-conscious. So, you know, I think the risks inherent in attending a business conference at this point are actually among the best that you might get in any other context. We're very excited about getting back to meeting. We're also, though, very excited about all the other things that we're doing. So whichever way you think we're going to do, whichever way you folks choose to engage with us, we'll continue to do our best to exceed expectations and deliver the value that people are looking for. So... I love it. And to find out more, you can always go to dataverseed.net for everything, find out what we're doing. Yeah. Right. I do wanna maybe sign off with something which is just a thank you to everybody who's been so supportive in the past couple of years. You know, when we first faced the cancellation of the 2020 EDW program, if everybody at that point had said, give us some money back, you know, we would have been out of business within a few weeks. We didn't, you know, in our business, we've taken registration fees and sponsorship fees and we pay people, we pay deposits, we line up vendors and, you know, this was about a week before the conference, I think, when this happened and there's just no way that we could have paid every refund request if that had been the case. We also faced some hefty venue cancellation fees which thankfully eventually were removed, but, you know, the outlook was really quite difficult for a while there and thankfully, our customers were extraordinarily understanding and allowed us to sort of keep the money that they'd given us with a promise to deliver in the future. In many cases, we offered folks digital products and services in lieu or in others. We said, we'll carry your credit forward for as long as necessary for you to be able to use it in future. And that understanding has enabled us to survive as a business to this point. Now things changed in the meantime and, you know, the digital deliveries worked out for us and so I do wanna thank everybody who is considerate of our situation at the time and willing to trust us that was the difference, frankly. So we will remember that and just do our absolute utmost to, you know, be as good as we can in future years because we owe a lot of folks for their trust, so. It's true, one of my favorite parts of this job is we work with an amazing community, so. Yeah, yeah. Thank you for listening to Dataversity Talks brought to you by Dataversity. Subscribe to our newsletter for podcast updates and information about our free educational articles, blogs and webinars at dataversity.net, forward slash subscribe.


Well, there is another round of stimulus talks that are at least appearing to be in a stalemate. The fate of those relief checks now in serious jeopardy. Will struggling Americans get the help that they need? Well, we have our panelists standing by, Joe and Victoria. They are standing by. Also, Melissa Armo, CEO and founder of the Stock Swoosh. Okay, good to see everyone here. Democrats, they appeared to be sort of walking back this promise for $2,000 checks. The Democratic National Committee tweeted out over the weekend that the Biden administration will, quote, build on the $600 checks that were already approved, and that Americans should, who qualify, should expect an additional $1,400. And now, of course, people are saying, wait a second, $2,000, that's not $1,400. So, Melissa, tell me about this divide that we're seeing, because we are hearing voices in the Democrat Party, Bernie Sanders being one of them who are saying $1,400 is not $2,000. Well, first of all, here in New York, $2,000 doesn't even cover people's rent. So it's very interesting, because Democrats want to raise a minimum wage to $15 an hour. They want to give stimulus tech checks of $2,000. Andrew Yang is running for mayor of New York, and he wants to have a universal income. I have to be honest with you, none of these things are sufficient for New Yorkers. What New Yorkers need is to go back to work. And I think most people across the country really need to go back to work. The only way that we're going to get out of this situation economically is for people to work, and they can take the necessary steps in order to protect themselves to go back to work. Here in New York City, the city is just so sad when you go out. When you walk down a New York City street block, even one block, if there's 10 businesses, eight are closed and two are open, we can't survive like this. The $2,000 stimulus checks aren't going to cut it. Joe, you know, we've heard from the governor that he plans to reopen indoor dining 25 percent on February 14th, so that's still two weeks away. It's only 25 percent, and you know the size of a New York City restaurant. There's not a lot of space to divide for only a quarter of tables available. So it makes you wonder, are these restaurants, do they have the support that they need, and what do you make of the timing as well that Governor Cuomo is signing off on this two-week timeframe when you can finally reopen? Is coronavirus changing in that time? Well, this was all a political stunt by Cuomo and the Democratic governors around the country to hurt Donald Trump and to harm him during the election, and they succeeded. The object now is to try and reopen these restaurants, but it may be too late. Opening restaurants back with 25 percent capacity is nonsensical. These restrictions by the governor are ridiculous, they're dangerous. I don't know that New York is ever going to be able to recover from the Cuomo leader years. I mean, he's going to go for a fourth term, and if he gets reelected, then the people of New York had decided that suicide isn't dangerous. I feel for these businesses that are still waiting for this relief. You think about some minority-owned businesses as well. This is an American dream that has now been crushed based on leadership. And Victoria, you know that, and we've spoken before about how Governor Cuomo wants bailout money. He wants federal funding to help out these situations, and yet he's the one who's making the call on the future of these businesses. Yeah, isn't it a shame he's not term limited, but the people in New York don't seem to be able to judge what is in their best interest. You know, Emma, it's really amazing that on Valentine's Day, which is when they say that the restaurants can open at 25 percent, that's going to be a magic day. Who knew that the virus was going to be just subsided enough on Valentine's Day that people can open up at 25 percent? It's just a shame, and there's nothing right now that Republicans can do about it, because they're not in control. And they're not in control of the state legislature either in New York. Sometimes I wonder if these elected officials have really spoken with their constituents to listen to hear what they need from them right now, those who are there representing. So Melissa, I'll ask you, have you spoken with clients? What are they telling you? What could be a solution that they think would help? I'm having trouble hearing you, but I think I know the topic of the conversation, so I'm just going to address it head on. Right now in New York City, we have had a failed leadership, failed leadership on the local level with Mayor de Blasio, failed leadership on the state level with Governor Cuomo. And here's the thing, Governor Cuomo can't even admit that there were mistakes made. Just come right out and say, we made mistakes. I think people would respect him a lot more if he just came right out and said, you know what, I made a mistake. We made a mistake a year ago. We made a mistake when we sent COVID patients back to the nursing homes. People would respect him a lot more if he came out and just said, you know what, we made a mistake. Instead, he cannot do it. And I think the problem here, if you live in New York, it has become so partisan.  You care about what's happening to people. They're losing their jobs. People can't pay their rent. They pushed off the rent moratorium until May 1st. I don't think that's going to be enough. The vaccine rollout has been complete debacle from the city and the state level. And I'll tell you right now, at the end of the day, people, this city, this city is not going to come back until regular people go back to work. From the little guy on up to the big guy, New York City is so interconnected. Say you have a business person, they go out to lunch. Where are they buying lunch? They're buying lunch at a restaurant. Where are they buying a newspaper across the street? All of these businesses have been hurt because people aren't working in the city. Yeah, and this has become a very New York-centric topic, but I think we understand how it can apply to all of the states that have been suffering during this time. Melissa Armo joining us live. Thank you and our panelists stick around.