Sorry, sorry, I missed that introduction. Thank you very much. My name is Helen. At SOAS we've been trying to engage with all of these policies that are really required of our researchers. I went recently to an event in Belgium, it was an Erasmus exchange. Everybody was very excited to meet me because I was from the UK and the UK is very ahead of the games in terms of policies for research data management and sharing and open access policy. And that's meant that people like myself, I don't have like a technical background or research data management background but support researchers to do their research have had to really engage with quite sometimes complex and conflicting policies. So in the UK you can have a researcher that is funded by Hefki who have a requirement for open access for the ref may have had RCUK funding and they have their own set of requirements for data sharing and data management. I think this is Nathan actually who had a RCUK grant and then moves on to the EU and is funded by a different funding body and then is basically has a different set of expectations placed on them in this kind of policy sphere. So this presentation is going to focus on the basic requirements to meet EU funding relating to research data management and sharing. I'm not going to talk about the open access policy for publications but I'm very happy to at any time. Also like Nathan says, although I spend a lot of my time unfortunately talking about rules and requirements I really strongly hope that researchers start to adopt these practices more generally and just think about data archiving and sharing as part of their research process rather than it being at the stage. I think we're in the UK where researchers do it because they're sort of in a sense obliged to but I think there are very good reasons why we should do this in general. So I'll just kick off with this. So this is what the European Research Council says that it supports the basic principle of open access to research data and it recommends that all its funded researchers follow best practice by retaining files that they've produced and used during the course of their work and they be prepared to share these data with other researchers whenever not bound by copyright restrictions, confidential requirements or contractual clauses. So I think the other presentations have kind of outlined some of the challenges in this area with relation to copyright possible ethical reasons. But nevertheless the ERC does want research to engage with this topic nevertheless and the reasons they say they do that is to enable other researchers to build on research, avoid duplication of efforts, that's common for all funding bodies. There's a real commitment to stop researchers, I think maybe in the past, maybe more in the sciences have possibly done the same experiments and not known other researchers are doing those things and therefore there is a lot of duplication of efforts and I think in the social sciences and arts and humanities there's a feeling possibly about researchers going to visit similar communities lots and lots of times so how can other researchers benefit from other researchers in the field it may not necessarily be directly relatable to research but you could still make use of research data. Obviously it makes research available to citizens and society and ensures research data is available in the long term and I think that's the key mission of all of these funding bodies certainly in the UK and EU, I'd be interested if other countries have got similar kind of movements in this area with relation to data management and data sharing I know that there's some things and some fields going on in the US and yeah this is an infographic, I've got all the references at the end of the slide that basically says well this is how you do it, the ERC produces so you get funding write a data management plan, gather data during your research, finish your research and then choose a repository to deposit your data and then through that infrastructure basically the EU knows that you've done what you need to do I think as we've seen that this is a lot more difficult than this infographic suggests so I'm not going to touch on any sort of disciplinary specifics it's just going to be the basics of what you need to do So first thing to outline is that the H2020 guidelines don't apply to the full extent to all projects funded by the ERC the requirements are laid out in the H2020 guidelines to the rules on open access to scientific publications and open access to research data One thing that frustrates me of working in this field particularly the EU and the ERC talking about research data and basically scholarship is it's always referred to as scientific publications and I know that term has broader meaning in the US and other parts of Europe but I think causes problems for all of us in thinking about what our research data is and if you're trying to advocate that in an institution like SOAS where there are no kind of hard sciences I think it immediately puts people off in engaging about thinking about these issues and I know a lot of other people working in this field feel the same way so it applies the open access to research data applies to all projects funded or co-funded for all work programmes from 2017 onwards so I know that SOAS has a variety of projects with different start dates If you were funded prior to 2017 then certain projects opted in to the research data pilot and if you did or you started in 2017 these requirements are laid out in article 29.3 of your grant agreement so that's where it formalises all of these things Interestingly, projects can up doubt any stage under a stage of the pilot under certain conditions if you've opted in so if you've got an obligation to protect results if their open data is incompatible with the need for confidentiality I do think that is an issue in lots of social sciences and humanities particularly for SOAS, the kind of research that we do at SOAS however, as you'll see in the presentation the ERC still expects you to engage with all of these issues even if you've got issues that arise out of ethical concerns so that's not a reason to not engage with the idea of depositing data and if your project doesn't generate or collect research data then the rules wouldn't apply if you opt out you would have that clause removed from your grant agreement and interestingly it says that projects that do opt out of data sharing for any reason won't be penalised I think providing that you justify it and also on your grant you can actually cost for resourcing and planning of data management activities so at SOAS what we've tried to do is lay out I've just developed quite a useful spreadsheet that goes through all of the different workflow activities I think that Frederica pointed out in her last talk then that really require a lot of time on projects and what I've been finding with working at projects at SOAS is that sometimes that's underestimated the amount of time it takes to transcribe or manage people to inscribe if you haven't done your file naming properly the amount of time it then takes to get it compliant with the data repository so it's quite underestimated so the fact that you can resource for data management activities I think it's really important and I think we try to encourage all people researchers applying now to make sure that it is described in data management plans so that you can run an efficient project I just want to say if anyone has questions as we go along I'm happy to take them as we go along rather than at the end so how does the ERC define research data I know there's been lots of debates about this in the talks but this is the official line from the ERC is that basically it's data that underlies publication so any data that's needed to validate the results presented in your publications so that's one category of research data and basically information collected that's considered as a basis for reasoning, discussion or calculation they define certain examples of data which we've discussed but it also says that any curated data or raw data that's not directly attributable to a publication so I found that on some projects you might have data that very much relates to a journal article and you deposit that as one deposit but you might have overall data sets for your whole project that haven't necessarily been underpin your publications but they would still consider that as research data that you need to share I should mention that all of these are the kind of reasonings that apply to most funding bodies so even if I've said ERC you could replace it with most funding bodies now certainly in the UK so the data archiving and sharing requirements I've divided these into two different elements and I think there's some specific information that's quite useful in the guidelines for ERC grants about those two things and it will help for planning to make sure that you do meet the requirements so research data should be deposited preferably in a research data repository that means a research data archive which can be subject based at an institutional level or a central level, e.g. the UK data archive or Zenodo at the EU level they do require you to use what's really a recommended data archive and for OpenAir which is where you report all your outputs on your projects they recognise the RE3 data I never know how to pronounce that register of data repositories I'll show a slide about that later but that's where you can search for lots of different data archives and find out which one would be the right repository or archive for your types of data so that's a really good resource it says that research should definitely make use of data identifiers most commonly a DOI so when you're depositing data in an archive for long term preservation then you need to make sure that it does assign a DOI or a handle so that's part of the requirements obviously data deposits should include associated metadata and you should describe the tools required to validate the results that's in a way written for the sciences but definitely we can do that for social sciences and humanities as well so in terms of data sharing so that's the bit where you're required to deposit your data sets you can then make them openly available and the ERC approach to research data is as open as possible or as closed as necessary so what the ERC doesn't want to do is researchers to just say I can't share any of my data for these reasons and not either put it in a repository or you close off an entire data set you might be able to share some of your data but not other elements of data and the ERC will ask you to justify that throughout your project when you do make your data available openly research should be able to access sorry I've put mine, it should be mine exploit, reproduce and disseminate research data free of charge and you should make your data as open as soon as possible especially for data underpinning publications and I think Nathan you've already done that haven't you you've put something in relating to your current grant that underpins presumably a publication for other data if it doesn't underpin a specific publication it says that you can share that openly further on in the project and that's up to you for your individual judgement and that you can also put data in repositories under restricted access, certain licences eg creative commons or controlled access so there's lots of different options you can apply to your data deposits so I would make a statement and feel free to shout at me if you wish what data archiving is not so it's not really a project website or even I would consider like a bespoke database which I know a lot of research has developed for the research unless it has preservation infrastructure access control and licensing DOI mincing for instance and also from the ERC perspective the ability to report reporting capacity so that the data repository has metadata that tells the ERC that you've made a kind of compliant deposit so these are really important things to consider and in Zenodo you can actually archive a complete database so you can develop a database for your project and you can archive it so I think that there has to be a distinction between what you're using for your projects for the life of the project but data archiving commitments and a lot of the times I speak to researchers and I think obviously you would want specific databases to exist for a long time but even if that was possible and happened you'd still need to make a deposit into a data archive so I see that as a very different process you said you welcomed interruptions just to make sure that I understand it correctly so as you might recall I'm basically creating a website which I see as a publication and by my understanding ok since I'm working in a ERC funding project the data sets underlying that publication is a website do need to be archived on Zenodo that does not mean that every content which goes in the actual publication needs to be replicated in Zenodo or that the website as a publication is not relevant or not accepted by the ERC as a project output because obviously we're archiving on Zenodo the underlying data sets of research data but that does not mean that the website as a publication is irrelevant or unnecessary or unacceptable no absolutely not it's just that I think the ERC doesn't have any requirement that that website would exist for kind of long term use in the same way as an archive but absolutely yeah that's understandable it does that Michael who is not here seems to have the impression that the website is sort of unacceptable and irrelevant and instead of putting anything on the website everything was ahead in a mass grant I mean that's there are some specific considerations that are not appropriate to talk about but I think on the general point there you are drawing a sharp distinction between archiving and distribution traditional publication, website you're all still about distribution that's still a vital part of what we do it's just that we're being asked to archive running in and out absolutely and I think as well that obviously project websites serve a lot of different other requirements in funding applications so dissemination outreach etc etc but I've found that there's a lot of confusion about the website also being sort of like a data archive or the kind of long term home field data and I think that that's something that we want to try and get away from and certainly at SOS we're trying to really emphasise that point a little bit more absolutely so this is just to point out what I mentioned before about the R3 data research data repository search engine it doesn't have all data repositories in there but you can search it by discipline it gives you links to the actual repository tells you about certain requirements conditions etc but for the ERC obviously they've set up Zenodo to meet the requirements of the funders so the ERC doesn't dictate where you put your data as long as it's what they consider to be a recognisable data repository and this is the registry that they rely on to decide that if you made a case otherwise I'm sure that they would accept that but you would have to contact your projects so I would say definitely if you're in any doubt use Zenodo some of you are very experienced with that I've just put some screenshots of how you do it just to sort of demystify the process so you register you choose your files etc obviously you can put a lot more materials in Zenodo than just your your data sets so you might want to link other outputs from your project in there the important thing here is that what you get from Zenodo is you get a citation as Nathan mentioned on his project and you get obviously a DOI you can see that there's metadata that shows which project it relates to and you can assign it to a specific community so I'm thinking of starting a SOAS community in Zenodo which means we could you could also link your outputs into that community as well and then you've got the license for reuse so that's not what you get always in specific databases or the websites in terms of data sharing here you can see how Zenodo works and this is typical of say UK data archive you can make your data open you can put a really long embargo on data there's a lot of debate about data sets that contain personal data I know at SOAS we have a lot of anthropological research and it might be in small communities and you could anonymise that data but in terms of the reuse of the data by anonymising it so heavily that somebody can't be identified you would actually there'd be no reuse in that data so you might want to consider putting a really really long embargo period on something and that's absolutely fine as long as you justify it the important thing is that you've got a record in Zenodo that people can find and see that you've got a data set related to your funding then you can have restricted access so you can grant rights to certain people and completely closed access and then you obviously will choose a licence that's appropriate to the reuse Hi James Can you put a restricted access on so that if someone emails you last sitting so yes I think that's the restricted access option in here and the UK data archive as well allows that and different data repositories have a request button so you can then field requests for reuse that's quite common so this is a very very very simple points that I use actually for PhD students so obviously sorry if I'm obviously pointing out things that you already know it's just about making sure that you can make that compliant deposit obviously you need to identify what your research data is on a project organise your data file naming folder structure, versioning and metadata one thing I wanted to point out at the end I've put a link to the RDA the research data alliance they've doing quite a lot of good work on metadata for different disciplines and they've got lots of working groups so if you feel that there's gaps in the areas that you're working in I think data alliance is a really good organisation where you can start to shape what's going on in that and develop new standards etc etc then securing your data obviously backing up choosing the right file formats checking the data etc etc and protecting data I'm going to mention a little bit about new data protection legislation that's really important but that's going to be increasingly important and then sharing your data so so I don't know how many of you are aware that in May next year the EU is introducing new data protection legislation that makes strengthens rules about informed consent and also brings in quite stiff penalties for any data protection breaches and this is really important if you're on projects that are working with any personal data or human research participants so you need to make sure with consent that you are going to tell your research participants what you're going to do with their data in terms of sharing but also how you're going to handle it where you're going to transfer it which country etc and it's got to be very very specific and it's got to be documented so that either has to be in paper form or through audio recordings but there has to be now some evidence that you have consent and that doesn't even matter it's not just about sharing but when you've worked with people on your project thank you and so as we have some new guidance in this area so we've got a new document for specifically the policies of working with personal sensitive data but also we updated our draft consent form to provide researchers with guidance to make sure what you should include when you do consent if you do audio recordings that's fine you just have to make sure you give out the same information to research participants so for I've put data management planning at the end but I think that and the reason I've done that is because the ERC is quite a good funding body because it acknowledges that data management planning is a live thing that changes so a lot of funding bodies in the UK you write a data management plan at the start of a project and then maybe never revisit again whereas in the ERC if you opt into the pilot or you're required to you have to submit a data management plan six months after you start a project so it gives you time to start to work out what you're going to do and then you have to regularly update that through the reporting structure and you need to update it if you've made any significant changes so that you're making if you're collecting new data or you've got issues relating to IPR that have changed the EU's got a data management template which is recommended but not a requirement you can use different templates but what I wanted to emphasise is that if you're on a project now that's ERC funded it's still a good opportunity to just start data management planning if you feel that you've not worked out certain issues I'd just start to use their template because it does really structure your thinking around data management planning and sharing and if you've not used it there's a EU template in DMP online which is an online platform for creating data management plans and the guidance is embedded within it and I've just created this event I've created an easy template via Google Sheets for SOAS so I've just basically asked all the questions that the ERC requires of you so if you want to give data management planning a go then do fill it in and we'd be happy to help you identify problems and try and fix them or improve your processes and the one thing that the ERC does say is that you should keep different versions of your data management plan and version it in the same way as you would with your data Your page says you have to sign into that DMP online Yeah so any researcher with a you oh no you can log in you just have to register so you're creating accounts anybody can do that and there's also a US equivalent which I think is called it's not called DMP online it's something very similar but they've got lots of templates for US funding bodies as well and in the future they're going to combine this resource and so that will be kind of a worldwide resource for online data management planning but it's incredibly useful Is it better than to use this ERC in a management plan template? Yeah there's lots of guidance embedded in there from the digital curation centre so you get sort of expert advice as you're going along and filling in the different sections so I do find that quite a useful tool so just to finish on some resources so anyone who's at SOAS do check the new research data management pages that we've created where we've got the key guidance on managing a project when you've been awarded funding or you're doing your research data management planning and working with personal data all the key guidance is there and I've just put in the screenshot of the research data alliance just to publicise their work and recommend that you get involved with that and that's a list of all the essential resources for ERC grants and because it's quite confusing the ERC I find really hard to know what governs what project but I've tried to pick out the relevant information for data management planning and sharing there so I hope that was helpful and if you've got any more questions let me know Well permission I think I'll ask that Helen make her PowerPoint available to all of us Yes yes Are the PowerPoints going to be available generally or? We're planning to because it's being re-edio You might like to have this before this Sure I'll just share it with you Nathan if you can distribute it With the new kind of data protection we had to have a session at the museum which our legal department talked at us What are the things that they seem to think was that the new provisions would indicate that you were incapable of giving consent if your participation was dependent upon your answer to the consent question so if I wanted a service from somebody and they said I had to give them personal details then I had not given them consent for personal details because I couldn't access the service service and that struck me as something that was obviously aimed at commercial institutions but under the kind of torturous interpretation our legal department is capable of I could see that being a serious issue in an anthropological context Yes I'm not going to interview you unless you give me consent to start again with my example So the understanding of our legal department which or rather my memory of my legal department was that if you accessed a service online where you've got something free TV streaming or something and they said we need you to put in your name, your address your date of birth all this kind of personal later that company would not have a defence later that they had your consent for that information because you would not have been allowed to access the service unless you handed over the information so you weren't free consenting to them having it or being forced and if that understanding is correct I could imagine a torturous interpretation that could hit research projects So what you're saying is in order to use my data you have to give me your name and your email address You're saying I have a product but I'm saying I have a website and my website has TBRC You have to give us an email address and your name and that is forcing your consent The email address is fine because you need it to provide the service but you must sign into things where they insist on you giving data they don't really need it right Facebook Yes, like Facebook Essentially the Facebooks of this world So there's a point and it was always in data protection legislation about the collection of personal data shouldn't be excessive for use so you have to really justify why you might need the personal data so I think what we tell researchers is to really question do you need this person's personal information not don't necessarily collect it but in relation to anthropological research I think there's going to be a lot of efforts at SOAS and around the community to lay kind of concerns in this area because one concern is a lot of anthropologists say well I build a relationship first with my research participants before I would then document the consent but you're kind of already in the community you might be doing research and then you present formally a consent agreement and that's quite I've heard quite common practice in these kind of areas so I think that those kind of concerns about do you need to now go with somebody and wave a form or a recorder straight away because you know how strict these rules will be I think that's quite interesting there are interesting debates going to be had about this I think and all I know is the government it's going through UK government at the moment and we haven't had enough guidance to really commit to what this yet means really but researchers are concerned for these kind of reasons this is what it seemed to me when I was explaining it to me it didn't feel like any of this was aimed at us but that didn't mean that it wasn't going to affect us and that you seem to be saying the same thing but it's not really clear we're not clear yet we know that like in the UK data protection legislation that there are exceptions for researchers another concern is about withdrawal of consent so they've strengthened the laws around when somebody can withdraw consent for their data to be used and we're not sure yet how that's going to have implications for research as well so I guess all I would say is look out for guidance on these issues from research data manager at your institutions because I think there's going to have to be some a lot of thoughts in this area but the information isn't there yet fully How are we doing on time? We are five minutes over at the moment so we are literally preventing people from doing that Well does someone feel like there's really something that needs to be urgently addressed in the public world? I wanted to thank you for organising this event because it's been really wonderful I think for people to share what they're doing and also for inviting me to come as well speak about these issues but I think it's been a great event so I'd like to thank you


Growth is such an essential part of anything that we do in life, especially when it comes to things that we invest our time in because you never want to become too stagnant. And that's probably one of the biggest reasons why I use Skillshare. I'm always looking for ways to improve the quality of these videos. And Skillshare provides an entire catalog of ad-free classes so I can do just that. Let me take you through it so I can show you just how simple it is. So you go to Skillshare, sign in and search for the type of skill you're looking to work on, or you can just search the specific creator's name. For me, I'm always looking to up the quality of the videos so I search MKBHD for Marcus Brown Lee's videos on how to do just that. So from there, you choose the class you want and you start exploring new ways to improve your craft. And just like with any of the creators that are featured on Skillshare, they take you through their different methods and strategies on how they became successful and show you how to do it. And just to give you a little added motivation, the first 1,000 people that use the link in the description to join Skillshare will receive a free one month trial. So you can discover even more ways to take yourself to that next level. Starting us off in this next episode of Question From Subs are some of our lovely patrons. First question came from my guy, Dominic. He said, what's up Ingraven? Hope you're in a family doing well. I just got finished watching your G-Roll video about him possibly going to Stanford and man, did you call it. It was terrible. This game. And I kind of see why now. Now with that video, I was hoping, but I was hoping that he wouldn't be like I did. Like I was. And in my last, again, just to repeat it one more time, I myself was speaking from personal experience and hoping that G-Roll wasn't going to be like me because I was in one position at a job and got a promotion. And then after I got that promotion, that there was official like, are you starting on this date? I got checked out. I was checked out of the current position that I was still in. And I was like, oh yeah, I'm done here. So I ain't giving no effort. I'm just whatever about it. So I guess he's saying that he feels like G-Roll on Sunday's game against the Broncos was kind of like whatever about it. But anyway, he said, we ran that jet. He said, we ran that jet sweep like four times. We really didn't get creative at all, as we usually see at times. What you mean they didn't get creative? Hello, James Proshay at QB, what's up? But anyway, he said accept that play. Oh, sorry, I should have kept reading. He said accept that play with Proshay that I think Roman was like Magic Johnson when he said, I ain't going to be here much longer anyway. But me personally, I hope he takes the job ASAP. So he won't get sabotaged for the rest of the season. I want the best for this offense. And I don't think Roman can bring it out of them anymore. The players are tired of the offense. What do you think?  So you're saying he said, I want the best for the offense. And I don't think Roman can bring it out of them no more. So you think they peaked? You think the Ravens offense has already peaked? Under Greg Roman? You think so? Or even do you think they peaked for the year? Because, I mean, we're still questioning the offense. And it's what? What are we in? Week 13 or week 14? Whatever week we in, I always forget. I always get it mixed up. But whatever week we in, we're close to the end of the season. Oh, that's so sad to say that loud. But we're close to the end of the season. And we're still questioning what is going on with this offense. Still, still in year four of this offense, we're questioning what is going on with the offense. So can it get any better? It can. It's kind of easy to go up from here. But have they actually peaked already, though? Have they already reached the maximum that they're going to reach? I think so. Under this offense, I think so. Like, again, we always say the same thing. Greg Roman, not a bad offensive coordinator. But first two years, that's good. Introductory got great. After that, it feel like it's maxed out already. So I feel like Ravens just need something that'll challenge them that much more. That'll challenge everybody and really just bring the best out of everybody. Maximize guys' value, maximize their strength, maximize their talents. And I ain't even just talking about Lamar. All the other guys, too. Devon Duvenay, the guys that they got. Devon Duvenay, Drake, Gus, Demarcus. Deshaun. But Deshaun, they've been, I mean, overall mostly, but just really getting guys, different guys involved, focusing, emphasizing different guys other than Amarque Andrews, other than The Running Back. So, and other than The Running Game. So I think the offense has actually peaked. I mean, I would hope, I would love to, well, I would love the offense.  You're wrong. You're wrong. We got this. Watch this, watch this.  Nope, they sure didn't. I was wrong. Is it gonna happen? We'll see. Next question came from a newer team keeping clean patron, my guy there. He said, Engraven, this game is just depressing. Why? And he sent this, he sent this an hour and change into the game. He sent this at 2-11 p.m. That game had been on for an hour and 11 minutes. But anyway, he said, Engraven, this game is depressing. So I thought I might as well send in my question. Man, the difference in play calling with Huntley in his staggering. I gotta think Roman was sabotaging Lamar, bro. Hopefully this, his injury ain't too bad, but I wanted to ask what are three changes you would make this off-season if you were ADC? Hope this finds you well. Keep pushing the great content, brother. Appreciate it, man. And that's, hey, a lot of people been using that S-word because there are a lot of people seeing some stuff, man, they seeing some stuff. Everybody got their own opinion on it, but in the S-word, sabotaging. Three things that I would change. I actually got four things, the philosophy. That would be it. But now, three things. Number one would be the philosophy. I would have a sit down conversation with Jonathan Harbaugh and I would say, hey, look, we need to go in a different direction with how we do things. We gotta go in a different direction with how we operate, with how we build this team, how we construct it, everything. It has to be different because we got this guy over here, we've had him for five years, but we got this guy over here and we just, we ain't brought the best out of him. I wanna keep him, I wanna maximize his tap, I wanna just maximize this offense period because if we could maximize this offense, we could be unstoppable. We could really do so much, so much more than we've been doing. I really wanna get the most out of it. Are you riding with me or not? Are you willing to change stuff or not? Are you willing to be part of the change or not? Because if you're not willing to be part of it, then I'm gonna be changing from you. That would be my first thing. The next thing would be actually putting that into action. If Harbaugh rolled with me, okay, cool. Harbaugh didn't ride with me, okay, cool. I go bring in somebody else and before I even hired them in the interview process, hey, how do you feel about this team and what are you gonna bring to this team? What are you gonna do for this team? I'm also gonna look at their resume as well. Gonna look at their resume, look at their history and whatnot, see what they've done for their previous teams and whatnot, and see if I really feel like they are truly a good fit and if they can really make a difference with the Baltimore Ravens. And then we would, had a conversation, all right, so you gave me how your philosophy, what your philosophy would be. Now, who are some of the receivers? Who you feel could really fit that bill? And depending on what they told me, I'd go from there. Cause I would also have my own guys that I would be targeting as far as via like trade and stuff. Cause free agents, it ain't looking too good. And then of course there's a draft as well. But that's really it, man. And just, obviously I would still wanna keep as strong as a defense as I can. But there'll be some changes there too. But cause I would be putting a lot more money into the offense moving forward. That would be another change, putting a lot more money into the offense. I mean, obviously if Lamar, if I could keep him, then great, better for me. Cause that would obviously be putting a lot of money into the offense if I could keep Lamar. But if I can't, then I would sit in my office and cry. Next question came from my guy Jason. He had engraving and didn't keep it clean. Fortunately, we're here to talk post-victory. But the only question I have right now, was that game as ugly on TV as it was live? It had to be for anybody that was there. And I keep hearing from so many different people that the vibe was just off. The vibe was just way off with Raven's fans. And I mean, can you blame them? You can blame them. They go there, they pay their hard earned money to see the team. And that's the product that gets put out there. Now I will say, cause I know there's that video that's been circulating around with the fan, saying all kinds of stuff to Greg Roman. That was uncalled for, in my opinion. That's just too much, that was uncalled for. I think that was just disgusting. It was tasteless, that was just, I hated that. I didn't like that at all.  Okay, cool. You want to voice your displeasure, whether it be on social media, or you a start a podcast or whatnot. Okay, cool. But to disrespect him as a man, nah, nah. Cause you would hate, hate, hate, hate. Especially, cause you always gotta try to put yourself on somebody else's shoes.   Hey, this and that. Screaming all this obscene and not team keeping clean stuff at you. That was just, that was garbage in my opinion. But anyway, oh, he said because I was there live. So he went to the game. Okay, I know you went to the game. He said, and let me tell you something. The Ink on Greg Roman's Exit Letter should have been dry at the start of the fourth quarter. Hey, again, I think it is. I think you already put in his resignation papers. Still, as of today, cause I'm recording this on Tuesday at 12.06 PM Eastern time. I don't know if they make a difference to anybody, but yeah, no, we ain't heard nothing yet, which I'm surprised. So we just gotta wait and see. Next question came from my guy, Flex. He said, everything must go. Maybe even you in Cat Williams voice. I'm sending this mid game. He said the end result doesn't even matter. The damage has been done. Lamar getting hurt was a cherry on Sunday. I ain't even tripping on that. It's time for a new regime. I'm talking about owner on down. Steve needs to sell the team. Look at the product he's allowing to hit the field. The Costa Drafting projects in the first few rounds.  Harbaugh's time has been over. The team is lackadaisical, lackluster lacking. And he needs to take his boy, Mickey D, with him. Send him back to Jim. I couldn't care less if Roman takes that Stanford job or gets let go. His contract is up at the end of the year anyway. I didn't expect him back. Stanford wouldn't be doing us any favors. The front office has failed miserably already. Roman has been the scapegoat. I mean, he's sorry, but he's been allowed to do what he's done. I expect Lamar to be gone. One of two things are gonna happen. This team will do a tagging trade and Lamar requested trade. He should have been extended after his third year, but we have people in charge who are clueless. Now, I don't think it would have been smart on Lamar's part to get extended after his third year. Yeah, he could have got significant amount of money, but him waiting, the money just keeps going up. Him waiting, it's working out for him in the long run. But anyway, he said, you know how hard it is to get a franchise quarterback? Yeah, yeah.  For what, for what? If Lamar leaves, I'm gone. I don't care about, oh, you're not a real Ravens fan. I was a fan long before Lamar, but I will never support an incompetent front office. My belief system won't let me do it. I'll still support the channel though. Appreciate you. He said, and to add to this, realistically, I ain't going nowhere. I'll just have two teams. This pending offensive coordinator search is critical. I don't want Urban. He may do a fine job, but I'd rather not find out. He's the same type of hire we always have, and that's uninspiring. Hookup hardball does need to make an appearance. I don't need any more of his friends in high positions. Oh, I think he meant he doesn't need to make an appearance. Oh, wow. As I am, wow. As I'm reading to his question, the Titans just fired their GM. Whoa. What up? What's the Titans like? Don't they got a good record right there? Oh, they 75. Wow. They right, wow. They right there. Maybe seeing AJ Brown in person and seeing him like do them nasty. Maybe that was what sparked it, because that's crazy. Wow. Anyway, wow, that threw me off. He said, I thought I was done. I just saw the snap count. The car was on the field for 35% of the game, and obvious season low. What a coincidence. Lamar goes out and Pat Ricard snaps go down. I'm not gonna say it's sabotage. You obviously want to make the game easier for your backup, but does Lamar not deserve the same game plan? Shouldn't the team wanna make it easier for their MVP? Holly doesn't need extra protection. This is what I'm talking about. It's bad fling, man. Hey, there go that S-word again. There it goes again, my friend. And yes, there's scary stuff to think about. Is it a coincidence? I don't know. I don't know. I don't know. But it's just, because it's like when you take the eye test, you see it for yourself. It's just different. They do things so much differently. And in a beneficial way for Tyler Huntley, but it's like, hold up, you have had plenty of opportunities to do it this way for Lamar. You've seen the success level that you've had when you do it for that way for Lamar, but you don't do it that way for Lamar. It's weird. It's really weird. It's really weird, but hey, I don't know, man. But yeah, my guy Plex is ready for Ravens to just do a complete clean sweep. Are you with him or no? The last question on this episode that came from a patron is my guy, Harry. He said, hey, don't engrave it in the rest of the team. Keep it clean family. I was watching the video. If Greg Roman leaves, what would change? Now, I don't know if it makes a difference, especially after that game, but he sent this on the night before the game. But anyway, he said, I think we would get a little bit better at play calling and that's only because we know hardball doesn't call the plays, but philosophy will still be the same. My question is, what if the Ravens just clean house and do what they should have done in the beginning? Fire, hardball, trade them, whatever, just get King John out of the castle and hire Mr. Sean Payton? Well, I see a lot of people, even after the win. A lot of people just like, man, they just seem over it. I, so much for me depends on this season. And I, so much depends on this season. They eight and four right now. Let's just see.  Let's say, all right, let's see how it goes, man. But everybody in my opinion would be extremely accountable. So anyway, he said, yeah, bring Sean Payton. With Sean Payton, our philosophy would totally change. We would use them as a quarterback that has the ability to run if the play breaks down. Now we use him as our, now right now we use him as our RB one with an arm. Receivers will actually be used for more than decoys and blockers. We actually would expect them to catch the ball and make plays. Our defense would be fast, long and strong, but wouldn't have to be historically good to win. They would have to be a good defense and that's it. Don't cause us a game so maybe we shouldn't just hope for G-Row to go, but for Hall-Ball to leave too. If not, something tells me that Lamar will probably end up in Tampa and they will end up using him like Philly uses, Jalen Hurts. Then that's right, young fans will have to look at every other team user do a quarterback properly while we are stuck with Zach Wilson or some other reclamation project while Lamar is winning the Super Bowl with another team. And that would be painful because that will bring up so many what ifs and what could have beens and what should have beens. And what's interesting is that I know we all are thinking about all these different scenarios with the Ravens, with their staff, with Lamar Jackson and what could happen in the future? Cause we don't know, we don't know what's gonna happen in the future. We all got our different ideas and opinions on what we feel may happen, what we feel could happen, what we feel might happen, but we just, none of us know. We don't know yet. So when it happens, when whatever happens happens, whether Lamar stays, whether he leaves with the Hall-Ball stays, whether he leaves, whoever stays, Greg Roman stays or leaves or whatnot, whatever happens with everybody, it's gonna be sad looking back at it cause it's like, man, me, I already been like thinking about all the what could have beens and what should have beens, how things could have been done. But I just, I guess we won't ever really be able to escape. Well, I can't speak for everybody, but me, I won't ever really be able to escape the what could have beens and what should have beens because it wasn't done. The stuff didn't happen. The stuff, it didn't go down in five years we already have the questions on, and this is before Lamar Jackson, even if he even leaves, hopefully he doesn't, but if he leaves that the question will still be there for me, like what could have been in his first five, well really, well first five years, yeah, but really his last three years, last three, four years, what really could have been, but really last three years, after 2019. That's a big question for me. What could have been, that will always be such a big question that I think about, what could have been, what could have went down, how they could have done stuff, how they could have went in, but they didn't. Yeah, this feels like a dream. Oh, just what I made. You too, team, keep it clean. You see my boy, he like, out of made it, out of made it. Boy, that's my homie, ain't that riding gravy? Riding gravy. Riding gravy. Riding gravy.


My friendship with Janice was in some ways a very typical writerly relationship friendship in that we communicated infrequently but intensely. In other ways it was atypical in that we shared a lot of emotional stories as well as academic and creative ones. We met back in 1999, actually this year marks the 20th year that I've known Janice. We met when we were putting together this book, Speak to Me Words, which Jen mentioned early on. I had put together a panel on recent Native American poetry for the Big Modern Language Association Conference and after the panel, a couple of the participants, Carter Rivard in particular said, you know, that would make a really good book. You should propose the panel just to a press and turn it into a book. And so I did propose it to the University of Arizona Press and they said that would make a great book but you need a co-editor and I said, I agree, I really feel like I could use a co-editor. And we talked about some options and the person on the top of both of our lists is the editor of University of Arizona Press, was Janice and I didn't really know Janice at all. I knew her work both as a poet and as a scholar and I was really impressed by it. I taught her work, I'd written about it and so we decided that Patty would make the initial introduction to see if she was interested, Janice seemed to be interested and so then we agreed that we would talk by phone. So I called her and like Jan, I was a little nervous. I didn't really know what to expect. I was living in Texas, she had been living on a houseboat up in Oregon. We wound up having this very long conversation, I think about two hours. And if you've ever talked with Janice, you know that a conversation with her is amazing but there are a lot of pauses. And so on the phone, the first time you're meeting with someone, there would be these long pauses but it's her brain working. And I was always worried that things were going poorly but apparently they went well. And we wound up putting together this book which at the time, and actually it might still be, was the first collection of essays devoted to recent indigenous American poetry. And that friendship that was established there kind of changed my life in a number of ways. I've gone on to do a number of collaborations but I think of my initial work with Janice as a kind of base code for collaboration and the many resonances of the aesthetic project. And our friendship would evolve over the years and we might go a while without seeing each other in person. I would often see her if she came out to the Bay Area from the many places she lived. And we would keep in touch as she would make the decision to go to grad school to get a graduate library degree or as she was writing her dissertation, she would say, hey, can I send you my dissertation? And I would say yes and she would say, good thing, it's on its way. I would send her poems. I would ask her advice on essays I was writing. I think I was telling Mimi and Jen, we got together for a tribute in Colorado last month that Janice is one of the few people with whom I've exchanged both scholarly and creative work. I admired her eye and her ear a great deal. And I learned many things from her mostly about how one listens to language. I also learned from her about how a poem can look inward and outward at the same time. And this is something that not many poets can do. I think of Janice's three great themes as being California, as Linda said, history, which is something Jen talked about, and the body, in particular the female body, which Mimi referred to. And all three of those are contested spaces, they're contact zones. And Janice was one of the best at being sneakily political. In that long poem that Jen wrote, you'll notice that you get this description of land and landscape. And then right at the end, there's the line, I think often what it was like before white people got here. And so you are lulled into this unbelievable poetic space. And I always think of her as gently puncturing stereotypes. And what she would do is she might ask you to put on one earphone. So it wouldn't really hurt you that badly, but then she's still going to pop the balloon anyway. And I felt like she's one of the great mentors in that regard. So what I wanted to do, oh, the other way we collaborated, our final collaboration was, my most recent book project is, I co-edited to this anthology of contemporary indigenous poetry with Cindy Furman. And of course, we were going to include Janice. And so I got in touch with her and I said, hey, I'm going to put your poems in this book. But I asked her, I said, what do you want to go in? Like what poems do you want? And so we had this long conversation about what poems should go in. And I was so, so these are the poems that she and I both thought sort of embodied her work. So what did she pick? Indian mascot, 1959, well done. A poem, the first poem that Jen read. And I thought I would read a couple of the other poems from this book that I really love. Um, and this is called The Day of the Dead. And this is one of the poems that I think of as one of her great poems since the poem that she really wanted in the book, The Day of the Dead. I wish it were like this. El Dia de los Huertos comes and we fill our baskets with bread, apples, chicken and beer and go out to the graveyard.  We sit on the sandy mounds and I play my accordion. It groans like the gates of hell. The flames of the votives flicker in the wind. My music makes everything sway. All the visible and the invisible. Friends, candles, ants, the wind. Because for me, life ripens. And for now, it's on my side. Though it's true, I am often afraid. I wear my boots when I play the old squeeze box and stomp hard rhythms till the headstones dance on their graves. I love that poem. I just taught this poem, this poem that's called Kim. I just taught it. I'm a professor here at USF. And after I read this poem, this one woman in the class teared up and she had recently come out as a being lesbian and she was like, that poem, it gets it. And I think this is one of the great gifts of Janice's work. Kim, we sat on the stairs at our friend's house all of 16, giddy with longing and thick hesitation. I wanted to touch her face. Had she waited for that gesture? What would she think? I had gazed at her often wondering what to do, how to be. She had listened and nodded when I sang, strumming my guitar.  And watched as she recoiled from that slap. She stood without a word and turned to look at me, harrowing me with her eyes.  Her willingness to be vulnerable is something else I learned. I thought also, I love that Linda read some of her prose. I think Janice is an underrated prose writer and critic. And I just want to read a passage from the essay she contributed for our book. She wrote this brilliant essay called Poems as Maps in American Indian Women's Writing, and she kind of talks about the poem as a map into various places. And I thought about this after I learned she passed. It's by being human, alive, mortal, connected to what has come before and what will come after that we find our way to the next world, the fifth world, which may be a higher realm of existence. Bless you. That mystic journey is known through the body through our own births and deaths, both physical and metaphysical. The poet promises that as we pass through the membrane of death, we'll smell the cooking fires of our relatives who are preparing a feast for us because, quote, they have never left us. We abandoned them for science. The circle of connection remains unbroken in the poet's vision. The maps we construct and follow ultimately lead us home. Is the fifth world, the next world, the one where our relatives live, eating, talking, gambling, singing? Is death a stage through which we pass in order to travel on to that farther world? I don't know, but it seems the fifth world is the place where our loved ones await us. And because there is no guidebook, once we enter that world, we have to navigate by memory of our mother's voice and renew the song she is singing. As the traveler enters the fifth world, she may see the tracks of the monster slayers where they entered the city of artificial light and killed what was killing us. I was thinking about that passage and Janus and the question that she has for the soul. Anyway, I wrote this poem. A lot of some of Janus' poems in the form of letters and our introduction to this book, we wrote as a dialogue, which was a little edgy at the time, but I think of so much of my work with Janus as a collaboration. And so, I don't know, I feel like this poem to her is some sort of collaboration in which I'm asking her questions, looking for advice. Anyway, thank you all for coming. Thanks to Linda and Mimi for coming from California, Colorado, and Jen, thanks, Kim. Thank you, Janus. Dear Janus, today it was over 90 degrees in San Francisco, 94 in Berkeley. Do you remember those days in September when the fog took off its coat and laid in the sun like a tourist? Today was one of those days. You would have loved it. If the weather could be an instrument, today was a drum. I've been thinking about you lately. I have so many questions. How did you begin your poems? Did they ever start with questions? Mine almost always do. But I'd like to change things up a bit. I'm looking to you for help. I want to write a poem for you that is a painting. Here's what I'm thinking. When my pencil touches the paper, it will become a canvas and the pencil a brush. Instead of ink, there will be paint. I will write a poem full of emotions and courageous ideas for everyone else will see a painting that invokes an impressive range of emotions and creative ideas. Some guy will say that he feels about this painting the way he always wished he had felt about poetry. Perhaps the painting will appear on mouse pads and T-shirts, maybe even a postcard. A professor somewhere will tape it to her office door when her musician friend stops by to talk, he will look at the painting and hear a lovely song replete with courageous ideas and melodious emotions. This is another way of saying that I would like to write a poem that sings to you. Have you ever noticed how hard it is to write a poem about one thing? I've been thinking about baskets lately, but also the mountains in Colorado and that bridge on the north fork of the Feather River. Do you know what I'm talking about? When you were on that bridge, you think you might be in Colorado and the mountains just might be upside down baskets. Listen, you can hear the notes of a guitar somewhere in the clouds or maybe the river. What if you could put a guitar in a poem the way Picasso put one in a painting? If I could, I would write a book for you made entirely of clouds. It would be shaped like a guitar. When you opened it, poems would cascade like a river, everywhere, an orchestra, everything changing shapes, switching sounds. I can see you dancing.  Hey Janice, who gets to decide what's beautiful? I ask because I'm looking for you in the sky. Angels are spread across the blue like a quilt of sun stars and all the gods have put on their nighttime skin. Everything is shining. The birds in their little vessels of feathers, the beams and rays of all our devices, the dust of wheat rising like incense and the soft gloaming, even our voices are shining, even language, even the dead, nothing Janice, nothing will not glow. Maybe language like life exists only to end. Like rain, like the song, like this poem. But then I think of you and I realize that everything like you is only beginning to begin. Thank you.


I'm Andy, I'm here for GLS lighting, I'm the crew boss responsible for lighting the stages. What type of lights do they use on the main stage? On the main stage we have a mixture of dimmed lighting sources, we have parkans primarily, which is a good old rock and roll favourite, and moving lights, which are now colours and positions that are mixed and moved by remote control. So there you go, that's inside of these lights. So what you've got in here is dichroic glass plates, which affect the colour of the light. So you can mix three different colours, so you've got a CMY colour mixing system, so you've got cyan, magenta and yellow. The lamp's at the back, light comes up through the focal path. You've got that there, next up, you've then got an effect to actually break the light into beams there. A shutter, so you can actually mechanically make strobe effects of shutters. Then moving up to the top, you've got a diffusion, so you can soften the beam. All of that is actually movable, so you focus the beam like that. And then finally on top, you've got a steamed up lens. What are the power requirements for this lighting rig? Each parkan requires one kilowatts of power. We're probably looking at the best part of 80 kilowatts overall, 300 amps, maximum pull, which is the part to respond to generators. That's the same power requirement as more than 40 houses. They use a lot of power as they have a lot of lights. In this set, there are 48 parkans and 16 moving lights. Probably looking in the region about 60 channels of control. The weight of the rig is a factor that needs to be considered. In this particular structure, we know we can take one tonne per arch, so obviously you can't exceed that. The trusses we have here, they're not really that heavy by normal standards. Each fixture that you look at, so the big square lights, you'll have 40 kilos per light for those. Six lamp bars, you'll have 35 kilos per trusses in the rigging itself. So you look at another 40 kilos per hoist for a piece of trusses and another 30 kilos.  We're spending tons and tons of equipment above people's heads. So whatever we do, and again we put in hundreds of amps of power in the locality of people. It's all about knowing what we're doing really, about safety and knowing what we're doing. This afternoon the lights will be powered up. They'll need to be put into the right sequence so they can be controlled correctly. Obviously we'll make sure it all works before we send it up in the air. The team have to check extensively that the lighting rig is safe and secure before they hoist it into the air. Andy and his team are qualified to deal with both the power and the rigging, which are essential to their light show. Then we have to wait for darkness. Once it gets dark they all need to be pointed and actually made so it looks like a light show. And then the programming begins. So it can be hours and hours spent overnight being cold and lonely in a tower. While everyone else is asleep while enjoying a drink somewhere else. Making the show. But it's not Andy who's cold and lonely on this stage. Just trying to guess where the lead singer is going to stand. I reckon it's about there. He's still up there. We went to like a drama school, like a theatre lighting course basically, which is a bit different to this kind of thing, but everything about it's the same kind of principle. So that's how I met him. And regretted it ever since. The ones we're focusing now are sort of really rock and roll kind of lights. So they're what you kind of expected of them. The work courses. To be honest it's all about the haze. Without haze it's nothing at all. If you didn't miss the air you wouldn't see it. All you'd see is sort of the coloured dots moving or the patterns on the floor. It's the haze that gives you the beams of light basically. That's where it's, that's a secret. These are all like they say they work us and they do look good. But when you see some of the moving light effects they'll do some pretty nifty stuff. Each one is probably £4,000 each. So you'd expect quite a lot of fanziness. And they do do their job really well actually. If you just do, it's just simple. Mark works at the lighting desk and can call up lighting changes with the touch of a few buttons. So by hazing the air and putting the goba in this is where you get sort of beams of light. But it is all about the haze. How does Mark's lighting help to create a mood for the music? You can't go wrong with sort of blue sort of backlight. And that's like really sort of moody anyway. So that's why there's like quite a lot of blue in the back of this. The sort of festival is kind of like quite hippy. It's kind of quite chilled out. But the actual moving lights will give you any colour you want. You can basically mix them until you get shade you want. It's great. This is the boring bit but it has to be done. Having worked all night setting the lights it's the day of the festival and the lighting team are settling in for a long weekend ahead. How are you two doing? Are you ready to go? We are. Oh you should never do it without a hammer. It's all about the chilliness. First band's on in... What time is it? 10 minutes, near 5 minutes. Now it's just a case of waiting till dark. In the day it's kind of you have to use lighter colours really just because you can't really see.


This study compared the clinical and morphological characteristics of patients who died from COVID-19 during three different waves. It found that the incidents of certain complications such as thrombosis, hemorrhage, necrosis, and myocarditis decreased over time. Additionally, it observed that the presence of CD8, T, killer cells increased in the myocardium of patients with COVID-19. However, the connection between myocarditis and SARS-CoV-2 infection remains unclear. This article was authored by Lubov Borisovna Mitrofanova, Igor Aleksandrovich Makarov, Andrey Nikolievich Gorshkov, and others.


The cash collections budget is a component of the cash budget, and it is based on data from the sales budget. You can see that the cash collections budget, which is again part of the cash budget, is the ninth budget completed in the master budget process. This budget can be either done separately, like I am doing, or it can be done as part of the larger cash budget. Either way, we will use these results in the cash budget. To start with, we need to break out our sales between cash sales and credit sales. In this example, let's assume that 25% of sales revenue are cash sales. Let's flash back a moment to the operating expenses budget. In my example, I assume that bad debt expense is 1% of net sales revenue, which you see here. Often, though, a better way of doing it is to base bad debt expense off of net credit sales, as I've shown in this example. So in this video series, I'll just keep my example the same, but be aware that you might encounter a problem that uses net credit sales instead of total sales. Okay, back to the cash collection budget. Cash collections each quarter includes not only quarterly cash sales, but also cash collection from credit sales. In this example, let's assume that 60% of the current quarter's credit sales are collected in the same quarter. Additionally, 35% of prior quarter's credit sales are collected in the current quarter. Finally, 4% from two quarters ago, those credit sales are collected in the current quarter. Recall that 1% of sales aren't expected to be collected. That's our bad debt amount. So 25% of sales revenue is the cash sales in each quarter. 60% of the credit sales are collected in the current quarter. So we need to take the total of sales revenue, subtract the cash sales to arrive at the credit sales, then 60% of that is collected in the current quarter. Here is the math for Q2. The total sales revenue is $400,000. $100,000 are cash sales, so credit sales must be $300,000. Therefore, 60% of $300,000 is $180,000. 35% of the credit sales from the prior quarter are collected in the current quarter. So we need to take a total sales revenue, subtract cash sales to arrive at credit sales, then 35% of that is collected in the following quarter. Here's the math for Q1. The total sales revenue is $400,000. $100,000 are cash sales, so credit sales must be $300,000. Therefore, 35% of $300,000 is $105,000. And this amount of the Q1 credit sales is collected in Q2. 4% of the credit sales are from two quarters ago, and those are collected in this current quarter. We need to take a look at sales revenue, subtract cash sales to arrive at credit sales, then 4% of that is collected at two quarters from now. Again, here's the math for Q1. Total sales revenue, $400,000. $100,000 are cash sales, so credit sales must be $300,000. Therefore, 4% of $300,000 is $12,000. And so this amount of the Q1 credit sales will be collected in Q3. So the cash collections for Q3 are as follows. Q3 cash sales, $125,000. Q3 credit sales, of which 60% is collected in Q3, is $240,000. Q2 credit sales, of which 35% is collected in Q3, that's $105,000. And Q1 credit sales, of which 4% is collected in Q3, that's $12,000. So our cash collection for Q3 is $482,000. So now let's look how we would do this in Excel. Notice the column letters and the row numbers. We need to reference this as we build our budget in Excel. Here we have both the sales budget and the cash collections budget. We start by linking the two budgets together. Cash sales in the cash collection budget is calculated by using a formula linking sales revenue in the sales budget. Then we enter formulas to calculate the amount of credit sales collected in each quarter. You can see the formulas here. Finally, some of these numbers I've just assumed because I want to keep the examples straightforward.


All right, folks, I think we're going to go ahead and get started. Should we make the fire exit announcement? If you haven't seen this by now, then you haven't been paying attention. Please pay attention to where your fire exits are and exit the room in a calm manner in case there is a fire.  We do have some really hot stuff to talk about. So my name is Zach Brown. I work at Pivotal, and Pivotal and Travelers have been partnering for some time. And that's why I'm here today with Naveen from Travelers. Do you want to introduce yourself, Naveen? It's on now. It's on. Okay. Awesome. Hi. My name is Naveen Babu. I'm an architect in Travelers. I also call myself a Cloud Evangelist. I co-chair in Travelers a group called Cloud Native Domain Team, which crosses all Travelers lines and everybody else. So we are actively promoting Cloud Native Development, Cloud Native Evangelists. We are building evangelism, so on and so forth. All right. And so we just also want to say that this presentation, not only just with this presentation, we are available through Twitter, email. If you guys want to chat afterwards, please do so. We'll be more than happy to share our experiences. Absolutely. So this talk is really about unlocking business value. What does that mean is in the .NET framework, right, .NET full framework, which many enterprises have a lot of applications like ours, we want to understand how do we modernize those applications, why do we modernize those applications, and so on and so forth. So in the green field space, like for example, .NET Core or Spring or any other applications that you're building, it is not that big of a challenge for building in new Cloud platforms. But if you look at the .NET existing platforms, like existing .NET applications and assets that we have, that is the elephant in the room. How do we take those .NET full framework applications and modernize it in the new way and also what does it mean, like what is the business value we get out of it. So today's presentation will be focused on those unlocking business values. So Zach will talk about how travelers and people will have worked together as a journey. It is a journey, we call it a marathon, not a sprint. So he will talk about that and then we'll talk about what does unlocking business value means and also focus on what are the opportunity focus. So it is a broad area when we talk about modernization. So we can focus on two very specific areas from our experience. One is deployed to runtime and app in runtime. And we also show some business core cards as to where we actually get the business value out of doing this modernization work. And lastly, we will summarize the approach, like what are the key learnings that we at travelers have had working with Pivotal through this three-year journey of how do we, what are the best things that we have found that will help us to modernize and really unlock the business value for our customers. So as we briefly mentioned, so if you take green field applications, the new parents like microservices, circuit breakers, blue-green deployment are fairly easy to learn. You can Google it, you can go to GitHub, there are open source, you can actually build it fairly easily because it's green field. And products like SteelTow that we have used from a .NET application gives a great level of abstraction so we can grow into and use different features like circuit breakers or service registry so on and so forth. But again, the elephant in the room really is the existing .NET, you know, brown field as we call it, applications. All right, so I'd like to talk just a little bit briefly about our journey together, travelers in Pivotal. It's actually quite a long journey so far. We've been working together for three years and we're, so we're well into it, we're focused on applications of a lot of different types but the great thing is that there's a ton of .NET apps on Windows, on Cloud Foundry running in production today and so there's great fruits of, you know, at the end of this journey. So what does our services enablement journey look like? We started by getting together and trying to implement Pivotal Cloud Foundry and the form that that took was a platform dojo. Some of you folks in the audience may have been through a platform dojo already or are going through it. And then after the dojo, after we had a platform that was set up, the key was to focus on applications so we did another engagement together called an application transformation or AppTX is our short name for it and the focus there is to migrate, modernize and then optimize applications to run on Pivotal Cloud Foundry. And as Naveen mentioned, the focus in this particular scope was on Windows apps, .NET apps that are running on Windows. Travelers is a big company with a lot of different groups that are running different technologies. So certainly there's Java, there's Spring and there are teams that are absolutely building new Greenfield apps that are written in .NET Core and running on Linux and Cloud Foundry. But specifically here we're going to talk about Windows. So first a question, why migrate all your existing apps to Cloud Foundry? And I think this is a good question to ask. So first of all, you can take advantage of the security in the platform. If you were here for Korn's talk a moment ago, he talked about move and improve. So the idea is that lift and shift is just the first step in a longer process, that process of moving, migrating, modernizing and optimizing. But even just by that lift and shift step, there are several things that you can take advantage. So security, stability of the platform, there's cost savings, there's productivity gains. There's quite a few reasons to do that. And then the next step really is how do you choose the right applications to move? Which ones do you start with? So we start AppTX engagements by examining a portfolio of all the applications in the company. We take that list and we apply some simple rules to identify candidates that will drive key ROI. So for example, we look for business critical applications or ones that have revenue impact. Companies that have a high change frequency then offer some big value to developers when you put them on Cloud Foundry and you can iterate on them quickly. There might be opportunities to reduce license cost. Whenever we move a Java application off WebLogic onto Cloud Foundry, there's always a tremendous cost savings there, for example. And then the suitability of the frameworks that the applications use and their dependencies also has an impact on the choice that we do. So Navin, can you tell us maybe about one of the applications that you have migrated that actually has big business impact? Sure. So Travelers, we are an insurance company, right? So I'll pick on Worker's Comp, which is, again, we are leading in the country and we have a self portal for injured employees. So if an employee is injured, they can self service like what's my claim, who is my medical provider, what are my bills, so on and so forth. So it is a very mission critical application for us and after the journey, right? So last fall, we launched our injured employee portal and Cloud Foundry is part of that critical path. And we are expecting close to or more than a million customers using the app by end of the year. We are already seeing tens of thousands using it at scale. And so it's no longer, three years back, it was like an idea, it was a leap of faith to some extent, but now we have many of them and this is just one example. So we are running through the medical protocol. So it's public facing, it's in production, it's on Cloud Foundry. So this is real. All right, so I want to wrap it up by talking about measuring the results. For engineers, it's easy to get caught up in the technical details and the technology, the mechanics of migration or modernization in that process. But our talk today is really about business value. As Humble talks about outcomes over output and the key outcomes he describes are things like reduced cycle times, reduced defects, increased predictability in your development cycles and reduced costs. So that's really what our talk is about today. We're going to review how by working with Pivotal, travelers was able to implement and then migrate apps onto PCF and make progress towards these outcomes and delivering real business value. So Naveen is going to talk to us a little bit about how he conceives about or thinks about business value and how to measure it. Thanks, Zach. So we are customer facing, right? So we want to provide the best customer experience from travelers and also for our employees for internal labs. So unlocking business value. So just to ground ourselves for what it means because each of us have a different meaning of what a business value could be. So for us it is really, we looked at in terms of tactical and strategic. So in tactical we said, okay, what are the operational improvements? How do we bend the cost curve? In strategic we are looking at simplification, modernization and how do we change the basis for competition, right? So how do we unlock in these areas? Which was more kind of, it helped all of us to focus on these things instead of kind of randomly assuming that somebody has a business value and we don't know what the definitions are. One thing that we learned over this period is normally it's not tactical and strategic or not either are, it is both. So we don't want to get bogged down on, okay, are we doing this for tactical or are we doing this for strategic? It's really, let's not worry about it. We know what the guard rails are. Let's move forward, right? So specifically on the dot net full framework, which is the topic today, we looked at the, we again looked at different lengths, where can we see this business value can be unlocked? So the three lengths are deployed to runtime. So think of a developer, developing, deploying the whole pipeline and all that stuff. So think of early value that we can unlock. App in runtime is based on the application architecture in the runtime itself. Where are the opportunities? So think of, not later stages, but think of the second stage of where we can actually unlock values. And the third one, which we're not going to go into any detail in this presentation, but I'll be more than happy to talk to if people are interested is in the developer environment itself. How does a developer, when they are developing apps of a dot net full framework, how can they unlock certain values in this paradigm, in this new paradigm? When we talk about deploying to and running the app in, you might think of them as day one activities of deploying that application and then day two activities of operating that application, handling the operating system and things that that application runs on top of, et cetera. Yeah. Again, this is just a very conceptual illustration and not really very accurate interpretation of what's available on cloud phone, reverses, VM based. But I want to point out certain characteristics here, which are very important to understand how we can unlock business value. On the left side, you'll see the VM based where if I'm a dot net app, right, so I have opportunity to define my IIS setup, right? I can say which app pool does it run. I will tell which user ID does it run, so on and so forth. And there is the centralized nature of GAG, file system, registry, configurations, you name it. So centralized nature basically, right? On the right side in the cloud foundry, the centralized nature exists if you want to use it, but we don't want to encourage and we don't want to use that. And more importantly also, from a dot net app, a lot of things are taken away from making decisions, whether it is which app pool does it run, what is the user ID, so on and so forth. So this is, though sounds very simple, actually you'll see in the next couple of slides as to how we can actually, we have unlocked some of the values there. Can I talk about that last slide for one second real quick? So the key here is that when we're running applications in VMs and app pools, there's a shared environment and we have a lot of isolation when we move to the cloud foundry model and we're running these applications in containers. And that has a lot of implications to how you even deploy applications and stand up environments and get ready to go. So Naveen is going to walk us through the sort of the before process and then the after process and we can see what those differences look like. Exactly. So remember the two lenses, right? So one is the deployed tool. So let's focus on that lens and the VM based. So that is the where we were before. So on the right, on the right side of this, you'll see the VM based as I said, I am able to define my IS pool, I will define my site, it's all awesome. But what happens in, at least in enterprises is now it is going to a centralized environment. And now we put a lot of governance around it. We say, hey, we want this naming convention. We want app pool to have only certain characteristics, so on and so forth. And this is not a day one activity, right? So over a decade of these assets that we have built over, you start adding processes. You start adding people to the process. You start adding, for example, you start adding architectural assurance and governance and whole thing. And what that brings associated is remedy tickets. Who loves creating remedy tickets, right? So it is, so this is what happens in an industry, in the enterprises. The more and more people get involved, the more and more you have centralized nature of any activity, a lot of processes get started built. And this is not, again, a day one activity over a period of this one. So that's what we see in the 10 plus whatever years of all these dotnet framework apps on the VM-based architectures, right? So you will see on the left side all the other things that build over time. And the centralized nature where you separate the application ownership with the setup ownership brings another set of people, another set of packages, another set of process, another set of ticketing, right? So all these kind of build over time, which makes the app deploy to not necessarily not possible, but you build all these, I would call artificial hurdles and some necessary, some maybe not. So that's what happens. So if you compare that to the Cloud Foundry, what we found and what we learned was you have less choices to be made on the platform, right? So less is more. So what that means is we don't need many people to make decisions. We don't need ticketing for those decision makers and also we don't need the setup that we had before and the packages and so on so forth. So you'll see the cascading effort is actually away from the actual, this one. So you'll see the blue unlock keys. That's kind of your indication of where we have actually unlocked the business value and just to, I cannot reiterate this enough that a lot of these things really just disappears because you don't need many of these things that were built over time. So that's where you will see the business value that you can unlock. So that before process we saw, the one word we didn't say but that should have been there in everybody's mind is that process was slow, right? There are so many checks and balances and things you need to go through when you're trying to check the architecture of applications that are coming in from an operation standpoint and then make sure that they're not stepping on each other once they get moved into their runtime environment. So the great thing is, and you wanna show the final slide, this is what the process looks like after we moved to Cloud Foundry. All those extra steps were able to be taken away. And so you mentioned remedy tickets. About how many tickets did it take to actually deploy an application in the before picture? Right. So on an average, we have been tracking the metrics, right? So on an average, we have saved six tickets per application. Six is a small number if you think of a number. But what that means is remember each ticket has associated SLAs. One of them could be three days, one of them could be five days, weeks. You name it, right? So six tickets were completely eliminated for one application for just one deployment, which freed up not only the ticketing process from a developer standpoint, but also the people who are actually processing it. Their time freed up. So you see the cascading effect is not just one ticket going away. There is a many different aspects of where we can start realizing value without really actually actively looking for it. And that was one of the challenges that we had early on for business value is, where is it? So this is one of the things that we noticed, which has really simplified our environment and the processes itself. I'll take fewer remedy tickets any day of the week. So just to wrap up for that lens, the business value of business value scorecard. If you look at operational improvements, again, SLAs going from days to minutes. And in some cases, there was no need for an SLA because the process was completely eliminated processes. And bending cost curve, again, going back to a significant reduction in our operational cost for each application. And if you think of one application, six tickets, think of 100, 150 applications that we go through, let's say every month or every two months to product production. So there is a significant amount of value that we have untapped or tapped rather. Simplification as you saw, and then obviously it has increased the speed of our change. So from a typical six remedy tickets down to zero, and we get to skip the architecture review because there's so much implicit in deploying your application to Cloud Foundry that there are a narrower group of decisions that a developer has to make. So some big gains on the first part. This is then deploying the app to the platform. So let's look at once we're running it and operating the application. Yeah, so the second lens is app in the runtime, right? So similar things, but a different lens. So you'll see on the right side in a VM-based, applications runs perfectly because we have optimized a lot over years. Like how we have squeezed in 100 apps at the beginning in one VM, then we went to 150, we feel proud. It's constant optimization that in the runtime itself, it works awesome, right? So you put in something in GAC, everybody who uses gets it. So I don't need to worry about it. All good things in the VM side. So but what that has evolved, again, away from the actual runtime is the events as we call it, like for example, a change in an application. For example, OS currency upgrade. So I go from Windows 2008 to 2016 or 12 and then go keep going, right? So you have this, it's almost like a jumbo jet. You have to wait for all passengers to hop into the jumbo jet and then it will start going, taking off, right? Versus you have single engine, each plane keeps going, right? You can keep moving the pipeline, right, of applications. So what we have seen is the big bang approach, right? So you have a lot of big bang efforts that goes on. So the complexity which is helping to run this machine on the right side is very highly coupled systems and a lot of management. So you spend months and months planning for upgrades, execution, so on and so forth. So I mean, how hard is it to do something like an upgrade from Windows 2012 to Windows 2016 if you've got a bunch of applications running in production? Is that easy to do? Is that hard to do? Anyone, anyone? Well, so that's really what we're looking at here. That's the process that we're looking at here. Even something like a small patch update, you've got to go through those testing processes with all your existing applications and make sure that you're not breaking anything. Right, so here, I mean, in the Cloud Foundry, what changes is, all those things exist. If you think of all the things that we just talked about exist. But what changes is because of the decoupled nature on the Cloud Foundry where it co-exists, right, so you have a 2016 container next to, from an application lens, it's all together. So what this boils down to is the whole problem that we talked about is boiled down to the application level. What that also means is, as a development team or application team or a product team, they have more empowerment related to when they want to go, how they want to go, and how fast they want to go. So it changes the dynamics. So the entire event management, as we call it, boils, goes to the application level. Which is a significant, in itself, and you'll see the business value. And again, going back to light government assurance, all those things. And so things like moving, installing a patch update to Windows, or even redeploying your application from 2012 to 2016, those are much faster now? Yeah, it is actually at a different pace. So if I want to go, I can go. I don't need to wait for 20 other applications to come on to the VM because there is centralized setup and all the stuff that needs. So it's basically I'm freed up, I can control my destiny to some extent from an application standpoint. So wrapping up here on the business value scorecard, similar themes, like weeks, two hours. And we have not gone through the next big cycle of our upgrade yet, but we are already anticipating that it could come from months to even weeks or even less, and more importantly, that control actually goes back to the application teams. So that's what we are excited about. And again, going back to simplification, decoupling architecture is really underrated as a statement. It really opens up a lot of value if you look at holistically from a bird's-eye view. It changes the way that your teams operate. It changes the way that you empower teams, so on and so forth. And so what does it say there? We move from weeks to hours? Yeah, weeks to hours. In doing things like OS upgrades or app updates. And again, additionally, what we have not called out here is empowerment actually goes back to the teams, not the organization as a whole. So finally, few things that we have learned, and we are still learning. It's a journey, as we said. The way that we came to conclusion is think platform is the architecture. So don't swim upstream, swim downstream. It's easier. Don't even worry about it. So less is more. This is very important. The less you have with the guardrails, the right guardrails, the more advantage you have overall outside of the platform and everything else. And this is something that we actually saw over and over again is human nature is to compare, right? So we just did it, VM versus Foundry. But when you're actually starting to modernize, we could not compare apples to apples. It was not apples to apples because it was hard to grapple. Like for example, a simple example is we have 200 apps running in 10 app holes. How can a platform run 200 app holes? We are going to have arm and a leg taken away from us, right? It is not that. So we have to trust that the platform is going to do what it's supposed to in an efficient way. And we have to, as from an application, decouple ourselves from that. So that is very important. So apples to apples is good because that's what we do. But we have to be careful not to kind of go into the, go in and saying we are not going to do this because it doesn't feel like it's going to work this way. Did you just say you can't compare app pools to apples? Because I think that's what I heard. And the third thing is very important. You have, it's a word analysis paralysis, right? We keep, we can go into this loop of should we or shouldn't we get more data, get more metrics. What we have learned is do not deliberate. Even if it's a POC, even if it's a small step, just do it, learn from it, fast fail. If it works, great, move on. If not, that's fine. For that particular use case, maybe that's not the good candidate. So doing versus deliberating is what we feel that the best way to actually move forward. Last couple of things, as Zach mentioned earlier, look for use cases which maximizes benefits, right? So like we have looked for catastrophic event with travel insurance, we want the scale up and scale down, right? Look for the capabilities that requires that. And last but not least, as you saw, things on the right side, you saw where application in and whatnot. A lot of things are cascading positively when you want to unlock away from that. We were not able to see that before, but when we started doing it, you could see that. So there is a lot of cascading effect that happens. So there's plenty of way you can actually look at business value, and we feel that we still have a lot of things to do, but we have already seen a lot of business value being unlocked, and it has changed the paradigm in which the teams work, think, and also we are very excited to move forward. Great, and I think that pretty much wraps us up on time. Thank you very much for letting us talk about this journey with you all.