Live from Boston, Massachusetts, extracting the signal from the noise, it's theCUBE, covering Red Hat Summit 2015. Brought to you by Red Hat. Now your hosts, Dave Vellante and Stu Miniman. Welcome back to Boston, everybody. We're at the Heinz Convention Center. This is theCUBE, we're at Red Hat Summit. theCUBE is SiliconANGLE Wikibon's live production. We come to the events, we extract the signal from the noise. Doug Fisher is here, the Senior Vice President and General Manager of the software group at Intel. Keynote speaker today, Doug, great to have you on. Great to be back. So you talked about several themes in your keynote, really emphasized the ecosystem. You talked about really four pillars. There's sort of workload roadmap, rich workload roadmap, I want to talk about that. Standards to create dynamic resource pooling. The whole is all about the data, the analytics piece, and then of course the software-defined data center. Everybody talks about the orchestration piece. Those are really your four main focus areas and you're building out the ecosystem to really drive those innovation areas. I wonder if you could talk about that and the importance of ecosystem to Intel. Okay, this is going to be a long answer, but cut me off if you want. So starting at the core, we have a pretty broad roadmap partner in the, all the way from my job is horizontal across a broad set of vectors, including the data center and optimizing solutions on that. And so we have a deep roadmap in the data center to meet the needs of different workload capabilities. All the way from the low end to the highest end data center platform. Low power to super computer. Absolutely, so we compete in high performance computing. And so my job is to ensure really I light up the software on that platform. I get held accountable for ensuring that the critical elements on our data center platforms are optimized to take advantage of any unique capabilities. Like for example encryption algorithms, ANSI is an encryption algorithm that was built into our silicon. My job is to make sure that software that could benefit from that takes advantage of those instructions to accelerate that capability. We have a lots of examples of where that's happened. Virtualization technology, when that first came out, it was my organization's job to work with the software ecosystem and drive that capability into the market. It's a great example using open source when virtualization technology first landed on our platforms, we actually spun up a team in Zen of all things and optimized Zen to take advantage of virtualization technology then involved the KVM and then Microsoft and VMware and everybody using that technology. So at the core, that's my job, is to light up and enhance and make sure that anybody that gets our platforms, they can be assured that Red Hat running on it, SAP running on it, anybody running on our platform are fully optimized to take advantage of that. On the resource pooling, it's really our job to work with the leading industry players to put standard mechanisms and knowledge in place to how to build out data center compute storage and networking capabilities. And so we have organizations across Intel working with various leaders in the industry to make that happen. We talked earlier before we went on air about working analytics. We've made a deal as well known with Cloudera and really behind that is the work that we had been doing in Hadoop and optimizing Hadoop. We really needed a partner that could drive those capabilities into market quickly. So my job is to drive that stuff upstream, all the optimizations we do upstream. You can look back at our distribution we originally had in the market. We had amazing performance capabilities. We've moved those upstream as we always do an open source and now we're working with downstream partners, Cloudera, others absolutely take advantage of that. Hortonworks, MapR, everybody takes advantage of it. And so that's an example of how we build platforms and then we work with the ecosystem to optimize for that. And we're working across different software providers to optimize their analytics and simulation software. To, and I always describe it, you got 44 Zettabytes of data, 45 Zettabytes of data coming in 2020. It's really crude oil. Tell you mine that for value and really extract that value. There's not much there. And so that's why we really believe, and I heard Steve talk earlier, really believe and that's where the value is going to come. And so that's why we've invested so heavily because we think that's where the new digital service economy is going to be founded in that data. And that the 50 billion devices we talk about is going to be consuming that value. And then we go all the way to where we're talking about today, which is OpenStack and ensuring that you're going to do an open software to find infrastructure at the cornstone is OpenStack. And talking about that. So come back to that. I want to ask you about the investment in Cloudera.  A lot of people say, wow, that's crazy. But what I heard from you just now is you want pole position in that data business. Data is the new oil. You've got to be there. And I also heard that you're an accelerant for the industry. It's not exclusive to you and Cloudera. It's something that you want the industry at large to take advantage of. That's kind of an interesting position that Intel takes as the accelerant. You couldn't have described it better. I couldn't have described it better. It's absolutely that. It's about accelerating the market. It's about driving those capabilities into a dupe that are mechanisms to ensure that the adoption occurs. Intel benefits as that technology is adopted into the data center. We really believe in the value of it. We see the service economy. We know this is going to be at the heart of it. And so we want to ensure that that capability is deployed as quickly as possible. So it absolutely is about us accelerating that capability upstream and then having partners that accelerate the deployment of that capability. So anybody can do it. Doug, so I wonder if you could talk about how microservices are impacting your group's roadmap. This week at DockerCon, I know Intel was front and center around what was happening with the OCP and the new container strategy. We're really early, but where does Intel see its role there? Well, I think I talked a little bit today. I think the first step has been made, which is having the open container project is about building a common compatible framework, container framework, which was critical. But where we see us now working is in things like securing it. That's another industry concern, is how do you secure these containers? So I talked a little bit about today is some of the stuff we're doing around securing the containers. We spun up a lightweight VM, which allows the software to take advantage of the virtualization technology already built into our platforms. And now you have that security, but you have the other concern of can it be brought up in the timeframe you'd want containers to be. And so we showed 150 millisecond bring up time for a VM. It's basically a container usage model using a VM. And so we're looking at ways to bring containers to the market, not us bringing them directly, but working with partners that are bringing containers to market, but doing it in a secure way and using capabilities like that. We have great technology in our hard work. We need to be able to reach in there and take advantage of it to secure the containers. I also talked about our kernel guard technology, which is a way to again, take advantage of the technology on our platforms, virtualization technology, to better secure the host kernel. So we're looking at different areas of security around our platform. That all drives upstream. So our objective is to get that upstream, get those capabilities in there and work with the broader ecosystem to look at these, evaluate them, partner with us, and then deploy them if there is real value in doing so. Yeah, I'm curious. Can you speak about how Intel looks at, not just partnering with somebody like Red Hat, but how does the open source ethos fit in with kind of the day-to-day life of what happens at Intel?  Yeah, it's like saying, to say it's not going to exist is futile. Open source, in our view, is one of the tremendous innovation platforms. Everybody can participate. It's not owned by companies. It's not owned by anybody. And so it really is about contribution. And so from our perspective, I utilize open source to ensure that the technologies that we deploy in our hardware platforms are exposed as quickly as possible. We have great relationships with Microsoft and others, as well as the open source vendors. And we use open source as a mechanism to drive that. I talked about Zen, how we use that to drive virtualization technology. We will utilize open source to accelerate innovation. And so we look at it as a standard way of doing our work. We are, arguably, we vie in a friendly way with Red Hat, being the number one contributor to Linux. That knowledge, that capability of moving that ecosystem to really benefit from Intel platforms, works all the way down into the mobile devices. You see the work we do on Android. I think we may have talked about that before. Linux is Linux, it's one kernel. All that work rolls into the broad set of capabilities we have from the data center, all the way down to the Currie, Currie, which Brian Krizanich, our CEO, showcased at CS. So that's where we see Linux playing is, and any open source. I'm the chairman of the Linux Foundation. We drive open source capabilities. And so it doesn't just, it isn't just Linux, it's any open source capability that we feel there's a mechanism to take advantage of capabilities on our platform. We will participate. You talk about NFV. I gotta admit, I'm not really, I don't really get NFV. It seems like a hardware problem that the telcos have that the industry's trying to solve. But what is that all about? What's, I mean, what's going on in the telco industry? Well, I think, you know, it goes back to what Paul said in his keynote. We're moving into a world where the data center is going to be software-defined. That's the efficiency that we want to bring. And so there are projects around compute storage and networking that are designed to help accelerate that capability to give a software-defined infrastructure so that you can have compute pools that allow you to move workloads based on characteristics that you want to drive the solution to. And so that's just one another of the projects that's helping bring that forward. We have great relationships with a broad set of players in this marketplace. And one of the movements, obviously, as you described earlier, is the movement is software-defined infrastructure. And so networking is part of that. Yeah, I mean, okay. And you also talked about, well, actually, before I go there, I want to talk about OpenStack, because I'll come back to Open, if I could. In the spirit of accelerant, you gave some examples of Walmart, Disney, BMW, kind of early. They've been sort of the poster children for OpenStack. What are you seeing, OpenStack? What gives you confidence that it's going to really get hold in the enterprise? Yeah, that's a great question. If you take a look at the indicators, indicators are the number of members. We have over 25,000 members. That's clear that there's obviously great interest. Somebody cares. Somebody cares. Over 519, 20 companies involved. That's a measure of interest. The deployments I talked about, you just mentioned, is clearly a measure of Fortune 100 companies participating. This isn't small companies. These are major companies seeing the value there. But I think what's most exciting is the level of contribution. We struggle with how to measure that. We talked about the active contributors greater than 1,300, it's probably bigger. That's a three month old statistic. But you really have a deep level of active contributors. And so I'm confident in the fact that now we have the foundation driving working groups to really focus that. We always talk about it until there's a difference between speed and velocity. And speed is where we were headed with this. Lots of capabilities, lots of features, lots of improvements. Velocity points you in the direction of priority. And that's what we're doing now with these working groups is really ensuring that the vector we're heading on is really the most important vector in harnessing that capability to do that. And so we talked about the things we're doing on on-ramp. So improving the hardening open stack that can be utilized by Red Hat and then the OEMs I talked about participating. One of the other working groups that you talked about was the diversity working group. And I wonder if we get some details on that. I mean, it sounds like Motherhood and Apple Pie. Who's against that, right? What is it? What's it all about? What do you see as the mutual benefits to those who participate and to the community? Yeah, let's just start with the benefits. I think you heard about Intel's move in driving really a change in the entire ecosystem as we describe it and how we look at diversity. And we felt there was no other way than Intel doing it itself. Role modeling, what it really means. And when we first started talking about it, there was this common way of speaking about diversity, which is sort of the right thing to do. But if you really tease that apart, yeah, there's an element of that, but really what's more important, things don't, we believe you cannot sustain these type of efforts if there's not benefit to your shareholders. And if you look at the data, there's real benefit in diversity. Having diverse work groups really does generate better products which leads to better profits. And so we wholeheartedly believe in the value, not only the right thing to do, but also in the value it brings to our shareholders by ensuring diversity in our workplace will deliver better products to our customers. We feel the same way in OpenStack. We were one of the people that, one of the companies that pushed for the diverse working group, diversity working group, is because we feel that the innovation that's going to happen in OpenStack will be much more rapid and much more capable if you have a diverse set of players in that environment. And so it really is about creating a safe and a collaborative environment so all can participate. And that's what we're all about. It's all about inclusion. We talk more about inclusion than we say diversity. It's really about including. Everybody should be included and allowed to innovate. And so the data speaks for itself. It is the right thing to do, but it's also very good for business. So how do you measure diversity? Is it people of color? Is it women in tech? Is it a combination? Intel has its metrics that we focus on. We focus right now. You could take a broad sweep, but we really focus on technology. Women and underrepresented minorities in technology. So we're being very prescriptive. And this is the area that needs the most attention in my view. And so we've been very prescriptive about and measuring it and holding management accountable internally. So I'm held personally accountable for achieving certain objectives around underrepresented minorities as well as female, technical females that meet a criteria that they are technically contributing. And you measure that with, how do you measure? Is it ideation? Is it products that come out of it? Well, no, I mean, we measure, we know the success will be upon itself in the market. We measure this by determining our hiring rates for candidates, the overall population of our candidates, and we want to drive that to be representative of the available workforce. Yes, sorry, no, I mean, in terms of the other point you were making is there's got to be economic benefits or it's not sustainable. So how do you measure those economics? Is it the number of ideas that come out of it, the productivity of the working group? I am personally not aware of us taking specific measurements on that. We've looked at previous data that shows this. If you take a look at the marketplaces we've started participating in, one great example is in the wearable space. We learned a lot going in as technologists, going in and not having a diverse work environment or diverse project team, going into those markets. We quickly learned that not having that was a real challenge for us in understanding how to meet the market needs of things like a wearable device. You can see that going through all of our product lines when you look at the diverse capabilities of a workforce really can add value, not just on wearables but in our user experience, for example, that we're driving in the marketplace on our standard PCs. All those different segments will benefit from that kind of diverse mindset. Okay, so we're out of time and I know you got to run but so I'll give you the last word, sort of the future of Intel and Red Hat and what it means to the customer base. Well, we've been involved with Red Hat for over 20 years. We've built capabilities in the enterprise together, carry grade Linux, enterprise Linux, all moving lockstep with Intel platforms. We've grown together in this industry. Paul talked about how relevant it is in the data center and we're going to continue to do that and we're moving forward on the on-ramp program with Red Hat to really ensure that we drive deployment. We're going to drive the readiness but what's critical, we drive the deployment of OpenStack capabilities into the market and we're working with Red Hat and then the partners I talked about earlier, Dell and Cisco. All right, Doug Fischer from Intel. Thanks very much for coming on theCUBE and telling your story, really awesome production over the last couple of decades and we'll be watching for the next few. All right, thank you guys. All right, thanks very much. Keep it right there, buddy. This is Dave Vellante and Stu Miniman. This is theCUBE. We're live at Red Hat Summit. We'll be right back.


Hello, my people, my name is Meacham. Today, I am your Dean of Death. We're talking about universities that died today. Literally, universities that closed their doors forever. Why should you care about universities that don't exist anymore? Well, simple. I don't want you to choose a university that's not gonna exist in the future. At the end of this video, I'm gonna explain to you some things you can look for so that you can choose a university that will actually survive for the whole time that you're there so that you don't get left stranded like the thousands of students that we're gonna talk about today. So let's get started with Argosy University. I need a university that will fit my hectic schedule. Let me work on my degree and work at my job. On the surface, everything seemed on the up and up with Argosy University. They were offering degrees in a variety of fields. Students were going there. Everything seemed great. Behind the scenes, though, they had serious financial issues. They were receiving a lot of money from the federal government to give to students in the form of Pell grants and student loans. Instead of using that money for the students, though, they were using it to pay for bills at the university, and that is not allowed. This is the Argosy University website. It says, Phoenix is no longer accepting new students. As for its current students, well, they found out Wednesday that their school is closing tomorrow. In 2019, the federal government actually raided Argosy University's files and found evidence of this fraud and shut them off from federal funding completely. That meant that their biggest source of free money was gone, and so they decided to close their doors the very next day. Overnight, thousands of students in Chicago had to run to the university's office to get their transcripts and get all their documents because they said they would never deal with them ever again. The business was closed. You're gonna see a few other universities like Argosy on this list today, but let's go to a more interesting case, Trump University. This one kind of technically was never a university. It's just an organization that used the word university to establish itself as something credible. A lot like the propaganda machine PragerU. Seriously, don't ever watch PragerU. Trump University sold classes, single classes, for as much as $35,000. At Trump University, we teach success. That's what it's all about. Success, it's going to happen to you. Trump University only lasted for about six years before it closed and then a bunch of lawsuits came. Trump settled most of those lawsuits when he was on his way to becoming president in 2016 for about $25 million out of court just to make everyone shut up. Something else that Trump is very, very good at. While we're on the topic of not quite technically universities, let's talk about what happened to Drama Center London. Drama Center London, or DCL, was part of Central St. Martin's College and it was a very successful program for the college so why did it close? A student died. I told you I was the dean of death today. Now, DCL had a long history of complaints. Everything from unsafe working conditions for teachers to somewhat dangerous spaces for students, strangely shared dressing rooms that made some people uncomfortable and a lot of reports of bullying from both students and staff. Now, the DCL people just said this is part of acting culture and it's about toughening up their actors and it seems that at DCL they were taking things a little too far. However, the word failure really is not relevant here because our view is if you fail, well, next time fail better. One of the students tragically committed suicide after a trip to Moscow where other students from DCL were bullying him nonstop and not letting him sleep. The student, it should be mentioned, was a minority and there's kind of a history of reports of racism at this college that led to them deciding to shut down DCL completely. No more drama in Central St. Martin College. Every time you skipped school like you pretended to be sick so that you could stay home, you had to sit at home and watch TV and the only thing on TV in the morning was The Price is Right, amazing show and during The Price is Right, you would see tons of commercials for ITT Tech. We are educators helping people build a foundation for the rest of their lives. ITT Technical Institute, Education for the Future. To find out more, call 1-800-ITT-TECH or visit us on the web. I remember them so well. ITT Tech offered degrees for a number of high paying jobs and so on the surface, you would think this is a great place to study. I mean, they're going to give you a career that will make a lot of money in the future and it seems pretty easy to get in and get started. So what's the catch? The real goal of ITT Tech was to get you into serious insurmountable debt. ITT Tech would partner with very high interest lenders and then push students to accept those loans even when cheaper federal loans were available. They specifically targeted minorities in low income areas with the goal of exploiting them with these high interest loans. It got so bad that only about one in three people from ITT Tech ever actually paid off their loans. I mean, that's half of the national average. They literally called their clients the educational have nots. We're talking about people who maybe didn't go to college right after high school and they needed to get a degree later in life. These people were desperate to improve their situation in life and ITT Tech took advantage of their desperation. But it worked. They had at one point over 130 campuses in 38 states in the US. They were the largest for-profit college system in the country by far. So what went wrong? Why did ITT Tech, this juggernaut, fail? ITT Tech was cooking the books for a long time to make it seem like they were using federal money responsibly. In fact, they would even fake students' grades to make them look better to justify getting more money from the federal government. And just like as we talked about with Argosy, eventually the federal government came in, raided ITT Tech, found evidence of their wrongdoing and cut them off from federal funding. And once you get cut off from federal funding, you are pretty much dead in the water as a university. ITT Tech closed its doors in 2016 and left 40,000 students stranded without a degree. A lot like ITT Tech, Corinthian colleges also exploited poor people relentlessly in order to get as much enrollment as possible. Making money, which is something I wasn't doing a year ago. It really made me feel like I'd become somebody and I'd become an adult. I was so proud of myself. It's the first time I was really proud of myself. We are Everest, Heald, and Wiotech. We are Corinthian colleges. They were even more explicit about the way they targeted poor people. Here's how they describe their target demographic. Someone who was isolated, impatient, individual with low self-esteem, who has few people in their life who care about them and who's stuck and unable to see or plan for the future. Corinthian colleges would put ads on shows like Jerry Springer and Maury Povich. I mean, guys, if this- It was just very stressful. I mean, we're trying to take care of a kid and make it seem like none of that was happening. We have potential to be worth more. Comes after this. Oh, you see why he cheated? You probably shouldn't study there. Interestingly though, Canada came to the rescue in this one because Corinthian colleges had campuses in both Canada and the United States and Ontario was actually the first government to revoke their operating license. And when that happened, it scared all of the people in the United States as well and Corinthian colleges realized the jig is up. It's time to get out while the getting is good. They closed their doors forever. Lincoln College, the college named after Abraham Lincoln located in the town of Lincoln, Illinois. Great consistency there, guys. It's actually a really sad story. This university was founded right up to the Civil War in 1865. So you would think that they're going to stand the test of time. Even though they only usually had about 1,000 students, 2019 was actually their best year ever. They had almost 1,200 students enrolled. Everything was looking great for Lincoln College. They were like entering a new era of prosperity. So what happened? COVID happened and then more things happened and those things were bad. COVID came around and obviously it affected all universities but it also affected the smaller ones a little bit more since they don't quite have as much money to work with to survive in those situations. Still though, Lincoln College made it work. They kept their classes going and just when they thought the light at the end of the tunnel was there, it was time to find success again, they got hacked. For some reason, somebody hacked the admissions system of Lincoln College late into the admissions cycle for the 2021 year and they lost all of the data of all of their applicants and they couldn't figure out what to do after that. The hack on Lincoln College was the final nail in the coffin for this university. They lost all the data for all of their applicants in 2021 and then they weren't able to get in touch with those people. So those people ended up applying and enrolling to other universities. By the time they had their system fixed, there were no more students left. Facing a basically empty class of 2021 and still reeling from the 2020 pandemic, Lincoln College had to close. It's sad because this is a university that historically had a lot of black and minority and low income and first generation students, they were very affordable and provided a quality education. It goes to show that even good universities can die but some universities just died because they can't change with the times and that's the case with Concordia University. They lost two campuses in the last two years, one in Oregon and one in New York. But this university is run by the Lutheran church and so they have a lot of funding from the church to support their operations in different places. Of course, being run by a church means that they tend to have conservative Christian values and while that might be appealing for some people, it wasn't exactly good for an environment like Portland, Oregon, which is known for its liberal tendencies. I have a question about the chicken if you could just tell us a little bit more about it. The chicken is a heritage breed. It looks like a happy little guy runs around. A lot of friends, other chickens as friends, putting his little wing around another one. The Concordia campus in Portland, Oregon started to have some problems with a student group that represented LGBT people and the church said that there cannot be such a group on a Concordia campus. Before long, support for the university started to disappear in that area. The same kind of thing was happening in New York too where, again, people tend to be more progressive and liberal so enrollment in those campuses began to decline and Concordia ended up closing them completely. However, they still do operate seven campuses in the United States. If you want me to check out Concordia University, leave a comment below because I literally can be there really fast. My mom lives kind of right around the corner in Michigan so I could go check out their Ann Arbor campus and tell you more about Concordia if that's your thing. What can you do to avoid attending a university that dies? First of all, you should never, ever, ever, ever, ever, or ever attend a for-profit college. Many of the universities that were on this list today are for-profit institutions or were for-profit institutions. Places like Corinthian College, ITT Tech, all of these are for-profit institutions which means that they don't really care about you. They care about money. In fact, some of them were publicly traded on stock exchanges. The thing with for-profit colleges is even if they do their jobs correctly, they may just disappear at any moment because they're not really under any obligation to help you finish your degree.  But another thing you can do is keep an eye on the size of the university, its enrollment statistics, and their endowment. The size of the university matters. Keep track of that number. You can see every year how many people have enrolled in a university, and if you notice that that number is on the decline and it's getting below like 1,000 students, you might want to stop and reconsider. There are really good small colleges that maintain small populations, places like Beloit College, for example, or Hillsdale College, and these places are capable of handling a bad year because they've saved a lot of money in their endowment, and that is another thing you should take a look at. Endowments are basically giant savings accounts where universities can invest money, make it grow, stonks, things of that nature. Those endowments though are used to help fund the university's programs, unlike federal funding, which has to go directly to students. A university that's well endowed will probably be able to survive even in bad times. So if you are looking for good universities, make sure that you pick non-profit universities, make sure that you pick ones that show signs of staying stable, ones that are growing or at least maintaining their populations, and look for ones that have enough money to cover a rainy day so that if we get a monkeypox pandemic in a year or two, you're not gonna be worried about finishing your degree because your university won't be dead. Thanks for watching and I'll see you next week.


e selling six spots i think four different people got a got a single spot each straight up so there are some high rollers out there if you want to try to win a two thousand dollar spot you can just pay sixty five dollars to try to win one of those spots that's a one in thirty two chance or you know if you're looking for something even cheaper you can go to like flawless collegiate get the bears for twenty four ninety nine that's a good price point get the giants for forty bucks bangles for thirty five dollars so we got something for everybody just browse the site you know and just check out all the different pick your teams all the different fillers all that kind of stuff and then we can uh i'm sure you'll find something for your budget big or small we like we like everybody we'd like high rollers we like medium rollers we like low rollers we all all the rollers we all need to work together to get a uh to get a break done well plenty of stuff for you and your budget comic hunter help us out help each other out these are these are group breaks i know we need the we need the group to come together to try to get some breaks done time keeps on slipping slipping slipping into the future let's get something going gotta get i feel like we gotta get one more thing going with a little luck we might be able to get that break credit promo done tonight as well so i'm here for you put me put me to work ladies john i am at your service all right so we're in the uh we're halfway through the fourth quarter of the show boys and girls if if you want to spark a rally you know just like just like you see in some of the more amazing sporting moments then uh then now's the time to start that rally my friends let's get after it want to do it no ladies yes yeah yeah yeah but maybe wait so so teddy where did uh give me zero training this was so don't do it i was not aware that they were i was supposed to do this i'm yeah You can prosecute him too, you know what I'm saying, he was a great free dog, I like that, his raspy voice like in dog language was like, have you, you know, like your mother's ugly, and so this dog was like, is that what an impressive language?  Like, did he have scars on this? Yeah, he's not going to sell. But, how many exceptions? Alright game, well it's 10-23. Still have time to get some breaks done boys and girls. Down to 25 spots left on this one. I can at least get one of these done tonight so I can load up the next one. But, I'll give it another, I'll probably give it to around the 45 minute mark to see if, to see if anybody wants to spark a late night rally. Remember, the Jaspy's holiday party is tomorrow so we will not be live tomorrow. I think Instagram is going live for a few hours but that's probably a little bit easier to get some personal boxes done but...  Like, there's nothing you can do with this.  Underneath the bridge or something like that.  Because like, justice was handled, was just handed out swiftly and strongly. I think justice is like that anymore. That's good, why zero? It's good, less justice. No, you would even feel it back would be broken. It's so steered, it's something to steer about, it's just being here and I'm like, yeah. You have to have your heart. It's like, today I was hoping that I would get my hands dirty. I'll get in there and keep you guys. We're, uh, we're, uh, we're on the party. We're 41 and 90. Yeah. Plus, morning and then night. I don't know if we don't have it being for a missile thing or a missile. At this time its very, very important. I know I'll have this ACLT going and we lost the public. Like, you're an ax. You're taxed for your soul? I think it's number of, you trust you know how to throw this thing right ahead? I'm going to be in the activity at 100 percent. Sure. I think that's on the party. What's wrong? On TV, I'm acting like, well, can you talk to us a little? Yeah, you can be like, it's definitely just a dialogue. Yeah, I think that's definitely something like Taylor or the girl. Do you remember Real McCoy? Yes. Yeah, cool. When the night and the dream are lovin' Don't talk to me like I'm a person You're joy, you're pain There's nothing that doesn't matter Why are you doing this? Because that plays like 90s, 90s house. Yeah. But it was like, like real McCoy was like, real cracker, right? Yeah, he's a bass player. And I think he's a bass player less.  I didn't do it. It was just like the rap break end where you had to have those types of sounds. Of course.  All right gang, listen, we're 10 minutes from the top of the hour but the last order I got was from Oliver over an hour ago. So I guess the writing is on the wall. I haven't seen anyone chat for over an hour as well. So it looks like the writing is on the wall. We'll be back on Tuesday. We'll be back on Tuesday. We're actually gonna be doing the Jasper's holiday party tomorrow. I think Instagram will be live tomorrow for like a half day. I think earlier than usual too. And you know what, Nick Jaspy, I had to talk to him about this too. He said, you know what, let's, we got it this close. Let's extend that promo through Tuesday night, which I think people will appreciate. There you go, extended to Tuesday. So St. Nick, St. Nick Jaspy coming through again, extending the promo, so thank him. And I thank you everybody. We had a nice flurry of breaks earlier today. It slowed down a little bit the last couple hours, but that's all good. You know, Sunday nights can be tricky. Sometimes it's super busy, sometimes it isn't, but hey, it is what it is. But we'll be back on Tuesday. And Instagram will be live a little bit with personal boxes for half day tomorrow. And we'll go from there. Thanks everybody. Have a great night. Whoever's listening out there, have a great night. Sleep tight. And I will.


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Today, I have the pleasure of introducing the Investor Intel audience to Stuart Louther from Element Nutritional Sciences. How are you today? I'm great. Thank you. How are you? I'll tell you.  I can't believe how much news you've had and of course, we're talking today about your breaking news with your deal with Walgreens. That seems incredible to me. Let's start there. Well, you know, it's a long time in the making. We've been working on this with Walgreens since a year ago last August. So, you know, it doesn't happen overnight. Okay. So just to introduce some people out there from Investor Intel who may not be familiar with Element, they should be. Let me add. I'm going to read here because I love your description. Element is an innovative and research-driven Canadian nutraceutical company specializing in the development of science-based products for the global consumer packaged goods market with a portfolio focused specifically on men and women over the age of 50. I'm over the age of 50. Talk to me. Tell us more about Element nutritional sciences. Well, when you talk to consumers over 50, there's actually a new disease state called sarcopenia. In civil terms, it's the same as osteoporosis, which we all know. And instead of being in your bone, it's in your muscles. So in 2016, the World Health Organization categorized it as an official disease state and told the American community they had to start paying attention to it and looking out for it. So we're really focused on this whole area of muscle health initially and helping slow muscle loss as you age. So basically, you lose 1% to 3% of your lean muscle mass a year starting in your 40s. This accumulates over time. So when you wake up in your 70s and 80s, you know, that's when you're really weak and frail. So if you can preserve your muscle mass and look after your muscle health at an earlier age starting in your 40s, you can be a whole lot stronger when you get to your 70s and 80s, which is why we say it lives stronger longer. 70s, 80s, some of us are shooting for the 100 plus category. So on that note, I can see why you're managing to build so many distribution partners, Sam's Club, for instance. Would you mind just giving us an overview on how because it seems to me you said it has taken quite a while. But if you reach your milestones in your news releases, it's like you're banging them off every other week. Talk to us about this, please. Well, actually, I joke with people because, you know, we were hoping to actually be on the market earlier, like before Christmas. There's a ton of news of people who didn't have it even seen in milestones we've made, but I really credit to like the team I have with me and the experience we have. We all know the process and we know what goes on. And because we know the process, we've done it before. This is my second company I've built from the ground up. We know who to call. We know the system and knowing that just allows the plan. And we know what the pitfalls are and what to do and not to do. And that allows us to move at a very rapid pace. You've raised a substantial amount of money recently. What do you plan on doing with this money? The capital we've raised so far has really been raised so we can support our massive amount of distribution that we've built most in the United States. So, you know, with people like CBS and Walmart and Sam's Club, you know, we have to get the message out. So we have a lot of affiliate companies we're working with. We have a large strategic consumer marketing campaign. They were launching to support this. And what that does, it allows it to drive a product off the shelf, drives profitable revenue and helps build a company. So I'm imagining the money that has been raised. Of course, you've got all these growth issues. What should we, as new shareholders, anticipate Stuart in the next quarter or two? I can anticipate a company dedicated to driving significant sales and revenue on that's our major goal. I would say if you're not in sales, you're an overhead. So our responsibility is to drive that profit revenue and create shareholder value, and that's our main focus. Well, for everyone out there who wants to stay young longer, obviously, you need to have element nutritional sciences on your trading screen and be watching them. Stuart, thank you so much for joining us today. Thank you.