Thank you very much. Thank you, Mr. Speaker. Mr. Speaker, I rise in support of the resolution to permit the Minister of Finance to borrow the sum of $202 million. Mr. Speaker, the resolution states that the loan is repayable in 20 years after the grace period of five years from the date of the loan agreement commencing on the 15th day of May and 15th day of November in each year after the grace period. Mr. Speaker, it is to be noted that the rate of interest on the loan is at the rate of two percent per annum on the principal amount and outstanding. In other words, Mr. Speaker, on the reducing balance of the principal. From the foregoing, Mr. Speaker, it is clear that the terms of the loan for financing the construction and rehabilitation of the St. Jude Hospital are highly concessional and therefore extremely favorable, Mr. Speaker. This is the point that must be accentuated today as we borrow to complete the St. Jude Hospital. Mr. Speaker, a grace period of five years will allow for the project to be completed before the government commences the repayment of the loan. What a great day. What a great day, Mr. Speaker. In fact, the Minister for Finance has made it abundantly clear that the project will be completed in the shortest time possible and before the term of our office. Mr. Speaker, not even the best political liar can refute this fact. It's not there. There is no doubt in our minds, Mr. Speaker, that when we set timelines under the leadership of the member for Cassus East, our Prime Minister and Minister for Finance, when we set timelines, we are realistic, Mr. Speaker, and we know what we are doing and we plan properly. Its interest rate of 2% per annum on the reducing balance of the loan is extremely generous, especially when one considers, Mr. Speaker, that the federal funds rate is at around 5.25% to 5.50% per annum. And that inflation is at its highest levels for over 40 years, Mr. Speaker. The real rate of interest, which is the nominal interest rate, less the expected rate of inflation, is therefore negative. What a brilliant shot by the Prime Minister and Minister for Finance. Mr. Speaker, it is a fixed interest rate over the life of the loan, thus providing us with predictability and certainty in terms of the loan repayments, as opposed to a variable rate, depending on how interest rates internationally change, or what we previously knew as London Interbank offer rate, what we call the LIBORATE, Mr. Speaker, or what is now called the Secured Overnight Finance Rate, which has the acronym SOFR. Mr. Speaker, this resolution brings me personally much joy, as we now have secured adequate finance for completing the St. Jude's Hospital Reconstruction Project. Unravel members will recall that the St. Lucia Labour Party government, during the storm of office between 2011 and 2016, continued the project, which was started by the United Workers Party government following the St. Jude's fire in 2009. One of the major constraints that our government faced at the time was the fact that the requisite financial resources had not been secured for the completion of the St. Jude's Project. And our government, at that time, had to utilize the limited financial resources to continue the project, pending the finalization of a confirmed source for financing the St. Jude Project. The Prime Minister and Minister for Finance at the time, the member for Viewport South, worked assiduously towards ensuring that we kept the reconstruction of St. Jude's going throughout his term. And I will come to that momentarily, Mr. Speaker. The Prime Minister and Minister for Finance in his budget statement in 2002 stated that between 2010 and August 2016, a total amount of $98 million was spent on the St. Jude's Hospital Project. Our government subsequently secured a loan in the amount of $20 million U.S. dollars to complete and commission a fully furnished and equipped St. Jude's Hospital at a total cost of $148 million, Mr. Speaker. The project was, however, abruptly terminated by the former UWP government in September 2016, and they demolished two of the newly constructed buildings which cost approximately $7 million. The UWP government, Mr. Speaker, decided to construct a new building which had been turned the box by the member for Viewport South, in fact that monstrosity, which the executing agency, the Ministry of Economic Development, had cost at $118 million as of July 2021. They decided to build a box instead of completing the hospital and the box as at July 2021 was cost at $118 million, a box that is not stronger than one of the cardboard boxes that Winera used to make to export bananas. Just prior to the general election, the former government had prepared a draft financing agreement for architectural works and what was called transition cost to bring the ground floor into use, the ground floor of the box. The cost of such works outlined in this finance agreement was $70.75 million with a financing cost of EC $6.66 million. This amount had to be repaired in one year, Mr. Speaker. The total cost of completing the ground floor would have cost the government $188 million just to complete the ground floor. Just to complete the ground floor, the cost does not include furniture and equipment to furnish the hospital, Mr. Speaker. This decision by the last UWP government can be described as nothing short of scandalous and has resulted in a waste of hundreds of millions of dollars, scarce resources which could have been used for the sustainable growth and development of the economy to benefit the people of this country, Mr. Speaker. Mr. Speaker, this decision by the UWP government, we must note that the last government spent close to one million dollars on a technical report, some technical audit which they refused to make a public document despite the repeated requests we made both inside and outside of this honorable house. Do you know what is even worse, Mr. Speaker? The technical audit recommended that the hospital could have been completed with some retrofitting works but they chose to ignore the recommendations of their own audit report. Pay one million dollars for an audit report. The audit report told them that they could complete changes. They ignored it and then they started to ponder hours and end up building a box. Now, Mr. Speaker, when we talk about climate change and we talk about the effects of a climate crisis, we have the original hospital buildings that was built to military standard that can withstand a category five hurricane. You don't want to keep the hospital there. Now, when you go and put them in a box, what do you do when there's a major hurricane with patients in the box? What do you do with the patients run and hide in the very buildings that you do not want to complete? Mr. Speaker, in contrast to the foolishness that they did, our government established a committee at no cost to the taxpayer to advise on the way forward for the St. Joe's reconstruction project. The committee recommended that we proceed with the completion of the original project.  Our government has approved of the recommendation made by the committee and proceeded to identify the financing for the completion of the project, as the previous government did not leave any resources available for the St. Joe's project. So after spending all that money on DSH, after you ponder hours, a whole letter, and they did foolishness with the fiscal space that we gave them, Mr. Speaker, to impact the lives of the people positively. But they spent $13.6 million to build some road for DSH. And they spent another $8 million to relocate the BOSESU agricultural project. Another set of money about $877,000 to rent some land at Volet, all types of foolishness including the abattoir, a gift from foreign governments. That spares money in other countries. What did they do with it? They said they had to demolish it because DSH suggests that pigs can be too close to their horses and all types of things. And of course, if the abattoir was in operation, Mr. Speaker, it would have created an improved framework for people to gain financial resources so that they can make an effective demand for goods and services in this country. Can you imagine the number of cattle, heads of cattle would need, sheep, goats, pigs, to keep the abattoir functioning? Everybody in this country could have been involved in producing and providing the abattoir with the necessary raw materials to ensure that it continued to operate efficiently. Thereby giving teachers, public servants, unemployed, everybody an opportunity to make money by producing for the abattoir. But no, horsey diggidic, horsey diggidic, horsey diggidic, that's all they were interested in. You know? For the entire five years the prime minister and all his ministers just called horse. You know? Horsey diggidic, horsey diggidic, wild, wild. You know? In all kinds of sophisticated aircraft, Shuval can't wait, it's here. Eqpame mbouhik, Keerlet Racklite.  Mr. Speaker, in fact, they left a debt. After they did all the nonsense. They left a debt of $42.75 million which was allocated in this year's budget to meet outstanding payments to the contractor for works undertaken on the box. Not the original buildings. In our manifesto, Mr. Speaker, we promise that St. Jude will be reopened in the shortest possible time as we understand that this hospital serves people from January right down to Sufra, Mr. Speaker. And of course, the widest inclusion public. The financing provided by the Saudi Arabian Fund, Mr. Speaker, for development in the amount of approximately $202 million will be modern sufficient to complete the hospital as well as commence rehabilitation work on the Judge Odlam National Stadium. Mr. Speaker, the significance of that may not be seen by the naked eye. But I'll tell you, when you inherit a debt to GDP ratio of almost 100% and you have a fiscal deficit, which is way above the prudential limits, for any serious financial institution to invest in bonds or to give you a loan, they would have to allow a period where you as a country would have to bring down the debt to GDP ratio to prudential limits and the fiscal deficit. What we have done, Mr. Speaker, whilst we are restructuring the economy, we have secured $202 million to ensure that we complete the hospital, get the people out of the stadium to the original site and fix up the stadium for the purpose intended, Mr. Speaker. Mr. Speaker, I cannot take my brief intervention to its logical conclusion without indicating that despite the condition of the economy, as I mentioned earlier, what the the member of Yufotsaw found, he could not have done the kinds of things that the former UWP administration could have done when the rebasing actually gave them unbridled leave tomorrow. Because with the rebasing, it actually caused an improved framework for them. And the GDP, the debt to GDP ratio during the Labour Party's time that was too high with the rebasing, even that went down. So our GDP at that time was underestimated. If we had that space, we could have expedited the construction of St. Jude's. But because of that scenario, we had to wait. So in 2014, the member of Yufotsaw, as Prime Minister, applied for a loan from the Taiwanese. It was approved in 2014. And the first 50% was disbursed in January of 2015. However, by 2016, the year of elections, the hospital was almost completed. When they came into office, they abandoned the project for three years. Whilst they were on the horses. Whilst they did nothing for the people of this country. And in the entire OECS, the former government borrowed about 40% of the total borrowings in the OECS. And by 2019, the end of 2019, the economy of St. Lucia was in a recession. The economy of this country was in a recession whilst the will economy was booming. Now, Mr. Speaker, when you borrow and you invest in the people, you invest in the country, there is no way you can have a contraction in the economy at the end of 2019. As a matter of fact, given the level of borrowing, we should probably have grown much more than any economy in the OECS. So when COVID came, because of the underlying condition of bad economic management, we could not have responded as we should have with fiscal policy to the pandemic. The economy contracted by 24.4% among the highest contractions in the world. And then the member for Mikusov comes into this house, casually walked there. He comes there when he's on vacation in St. Lucia. You know? And say for 13 years that the hospital would not have been finished. The hospital is not finished today because they abandoned the project for three years in the first instance and decided to build a box. Had they completed the hospital during the time that they had the fiscal space, we would not be there debating on St. Jude's hospital reconstruction project. We would not have been there talking about the stadium. We would have been getting those monies to do something else in the economy. Something else. Maybe pumping more money in the youth economy. Producing more resources so that small business can enjoy and talking about small business. During COVID, the IMF, the World Bank, the CDB, the Republic of China and Taiwan collectively gave us in the vicinity of $300 million for income support. They took $7 million, as if they bought two pounds of rice and just, you know, spread it in a yard, let the chickens eat it and took the majority of the monies to do what they wanted to do in their election projects whilst the people suffer. And during COVID, even those who mobilized for them in 2016 were gasping for air and sucking salt. And so, Mr. Speaker, today is a great day for us. That to-dos, without any fuss or fanfare, the Prime Minister and Minister for Finance has come to this house to ensure that we approve the borrowing so that it can expedite the completion of St. Joe's Hospital. And I want to tell the people of this country and the people of the world, the only way that this hospital shall not be finished within our term is if the world ends before our term comes to an end. And so, Mr. Speaker, I just wanted to deal with the financing. And therefore, I will take my brief intervention to its logical conclusion. By offering my full support to the resolution presented by the Prime Minister to borrow from the Saudi Fund for Development to allow the government to complete the St. Joe's Hospital. May God continue to bless the Prime Minister of St. Lucia, the Honorable Philip Joseph Pierre. As we continue to return this country to normalcy, grow the economy for us to deliver more to the people of this country in keeping with our theme putting people first. Mr. Speaker, I yield the floor.


It's been far too long on the channel that I haven't windmill slammed on somebody with a six foot slasher. Last year I made some of the most iconic video because it's one thing to get a poster with a slasher, anybody could do that. But once you start to do it with a six foot slasher, the height he gets, it's like, it's like, it's like Nate Wildman's, it's like nothing you've ever seen before. So today on this video right here, first of all, drop a like, subscribe if you guys are new. Y'all don't understand just how gassed I am for this player. Told y'all I was taking the part casual. That's exactly what I meant, man. Point guard. I was debating because I was thinking, should I go pure slasher or I could switch it up and put the secondary as playmaking so that I could at least be able to speed boost. And to me, I didn't want to drop from a 99 driving dunk and contact dunk to a 86 just so I could speed boost. And dribbling is still gonna be wavy on this player.  And right here, right here is the defining factor here. This six foot slash, when I tell you is gonna catch hype.  Some animations are gonna be unlocked that we haven't seen in 2K18. Of course, we're gonna max our ring span. We're trying to get that Yanis look. Of course, we're gonna max our weight. We want contact dunk to be at 102. Max shoulder width, left hand, and in honor of Nate Robinson himself. I figured, yo, we might as well rock the number four, man. This build right here is gonna be a mission and a half to grind for. When I tell you guys, the videos is gonna be crazy. I can't exaggerate. The bads grind though. I don't even know how when they get posterized legit. I don't even think I'm gonna be grinding the bads. I'm just gonna get someone else. Yo, am I tripping or is ATM a cool six foot four? Because I'm six foot and I'm almost matching his height. Hi, man. It's the first time I'm really trying to get reps with the slasher. Loki, I don't know. Everyone else here is just tiny, but I'm not that small. Ankle bracelet. Ankle bracelet is rocking jump shot nine, bro. He's a cheaser. Come on, man. Ankle bracelet got locked down deep as, oh my God. To do get drive by animations. Come on, man. I murdered. Yeah. Come on, Smith. What's wrong with you, man? Now, relax. You're looking at Carter. Carter. That's a leaning shot, bro. Mike Wang didn't patch that yet. Give me that. Give me that. It's been a minute. I can't dunk like this with my other builds, man. So I gotta hype up one time. The first time I had a dunking build, bro.  I can't wait to get all those, especially at six foot. Give me those. Oh, come on. That's a beef and a half, bro. Give me that right here. Bob, I could shoot threes. Don't doubt it. I was just making stuff up, but I'll take it one for one. Connor, you're not going to shoot that. I know Connor doesn't have balls.  You won't shoot that.  You know what I'm talking about, man. Bob, you got Bob. There we go, man. Hey, hey. It's coming, bro, on the channel. Come on, ankle bracelet. I know you want to pass to your break, buddy. Connor, who can't make a shot of his bet? Okay. Okay. Y'all see these blow by animations? Mike Wang, do not pass these. I'm a slasher now. Oh, he going to blow by me? Oh, Connor with the Jordan dunk, and in a hotline, Link celebration, the cringe is real. Oh, it's been, oh, that's money. Yeah. That's what I do here. How to ankle bracelet get a space between his name, bro. You know, PSN doesn't allow that, right? Oh, yeah. Play some defense, man. Bro, I know how much the entire community enjoys these games right here, bro. On the prelude. Oh, man. Yo, people buy 2K just to replay these right here. Maybe I thought I was going to miss or something like that, bro. It's me. Nah, the difficulty is probably I'm not going to lie to you, bro. Cut, cut, cut, cut, cut. Oh, man. What a pass. 10 out of 10. Oh, and that's game. What a brick.  Yo, what's that? I have zero points. I know y'all. Did y'all see that? Because I was hitting threes. It's the same game. What the f- All right, man. I'm not going to send through the rest of this. I'm just going to let it play. I'm going to do something. I'm going to do something. Guys, the six foot slasher is on the way. All right. It's got me gasped. All right. I'm not going to lie to y'all. I'm gasped right now. Yo, if y'all hyped for the videos, be sure to drop a like. If y'all new to the channel, subscribe. I'm not going to play, but I will take a- Oh, they won't even let- I'll take one more shot. If I make the shot, I'm the goat. Okay. I'm like, I'm second up. I'm numbered. All right. I'm going to catch y'all later. I'm out. Peace.


Scientists at the University of Wisconsin have demonstrated that, in male rats, nitrous oxide impairs axon regeneration after multiple types of injuries. Importantly, their results could point toward a possible mechanism. Reporting in the journal Anesthesiology, the authors discuss the effects of nitrous oxide in four model systems, an in vitro evaluation of axon regeneration following a sciatic nerve injury, in vivo tests of regeneration following a sharp spinal cord or an optic nerve injury, and a test of functional recovery after a blunt spinal cord injury. In most experiments, a group of male rats received either a single 70% dose of nitrous oxide for two hours, a series of 80% doses, or no gas, and were injured or not, in the case of the controls. In some experiments, the rats also received folic acid supplementation, which helps spur axonal recovery. All experiments showed that nitrous oxide reduced the amount of axonal recovery following an injury. In cell culture, dorsal root ganglion neurons did not extend axons as far after either single or multiple nitrous oxide administrations. Similar results were found in vivo after a sharp spinal cord injury. Here, a higher percentage of neurons regenerated with folic acid, but the effect was blocked in animals receiving nitrous oxide. The finding was also replicated with a sharp optic nerve injury. These results mirrored those of the animal's functional recovery after a blunt contusion spinal cord injury. In that experiment, animals receiving folic acid supplementation recovered more quickly and more completely, but nitrous oxide nearly eliminated the benefit of folic acid administration. While the experiments were not designed to identify a mechanism, the authors suspect that nitrous oxide may be harming recovery by inactivating methionine synthesis. Future experiments are needed to determine if that's the case.


and the Harky Hio Silver, the lone ranger! Companion Tuttle, the daring and resourceful Masked Rider of the Plains led the fight for law and order in the early western United States. Nowhere in the pages of history can one find the greater champion of justice. Return with us now to those thrilling days of yesteryear. From out of the past come the thundering hoofbeats of the great horse Silver. The lone ranger rides again! Jess Patton, promoter and lens speculator, smiled confidently as he entered the office of Commissioner Harvey, head of the government's Territorial Railroad Commission. Hello, Commissioner. I received your letter this morning. I came over here as soon as I could. I received, Mr. Patton. Oh, thank you. Well, when do I give my man the word to start? I'm sorry, Mr. Patton, you don't. That's right. Your bid to build a railroad branch from Central City to Galeville was high. The job was to someone else. Well, who got it? One of the big Easter Roads? No, the Galeville and Central City line. There's no such road. There is now, Mr. Patton. It was started with government approval by the businessmen and cattlemen in this territory. They've invested their own money in the project. Businessmen? Cattlemen? What do they know about railroading? They've hired some expert railroad men to supervise the building of the road. And I may add the government is satisfied, but they'll succeed. However, if the Galeville and Central fail in the job, you may have an opportunity to bid again. A few hours later, after an investigation of his own, just Patton met with his longtime aide, Blacky Gilroy. He outlined the situation and concluded, That he was right. They have good top men working for them. He must pike his president, for instance. He sure doesn't like you, boss. I will not talk about that. Now they've got Ross Taylor to oversee all construction work. I learned that they do need foremen and laborers, though. So I sent for you. Well, I'm here. Railroading is your business, Blacky.  That's why I hired you in the first place. Yeah, but you can't hire me, but there's new job, because these other fellas have it. You're going to work for them, Blacky. Me? For them? Yes. They need experienced foremen. Get yourself a job there. Do a good one. Blacky Gilroy reported to Jess Patton the next evening. Hey, you were right, boss. They needed foremen back.  I start tomorrow, and I can pick my own gang. During the months that followed, work on the railroad proceeded with great success. The stockholders and officers of the road, intense in their local pride, make regular monthly tours of inspection of the work already completed. Now, two days before the next official inspection, Amos Pike, a railroad president, appeared on the scene and checked work progress with supervisor Ross Taylor. Taylor, they're doing a splendid job. We'll prove to the government and the big railroad that you don't need to waste millions to build a road. Now, how far have you progressed with the track lane? Mr. Pike, we have a crew ready to place tracks on the trestle over Eagle Canyon. So soon? That's amazing. I thought it would take at least another month to complete that job. The men have been working hard, sir. Blackie and his men should have the track laid by tomorrow or the next day. Blackie? He sounds like a pirate. He looks like one, too. But he's been a great worker on this job. Before he joined us, he worked for Jess Patton. Patton, huh? Now, there's a real pirate, a bad, dangerous man. So I've heard, Mr. Pike. But Blackie Gilroy's a good one. At least he has been for us. At that moment, Blackie Gilroy with the hulking man, Tim Bear, known as Grizzly, were meeting with Jess Patton. They were in the hills to the west of Eagle Canyon. Boss, I think this is just about to do what you have in mind. Yes, sir. The wire, Blackie. We'll have the track across the trestle by tomorrow night. What about the work train? You want to destroy that, too? Yes. That represents a lot of money. A work train and engine plus a completed bridge. I'd say that'll give them quite a job. Yeah. Set them back a month or six weeks. Getting the material to start the new trestle will take a few weeks. Easy. Things have been running smoothly. I'd like to keep out of this altogether. You don't have to be mixed up, ain't it, boss? Well, I'm thinking about the conclusions that might be drawn up the bridges blown up. If there was some way that it could be destroyed and give the appearance of an accident. That's easy. Easy? To make the destruction look like an accident? Sure. I'll burn the bridge. Grizzly's the one who can do it, boss. He's good at setting fires. Together, Grizzly and I'll make sure the bridge burns down. And I'll make sure the work train goes with it. Then that's the way I want it. As long as it looks accidental. When I finally come into the picture, I don't want anyone pointing the finger of suspicion. The next evening at sundown, Mormon Blackie Gilroy finished inspecting the railroad by that had been laid that day on the trestle across Eagle Canyon. As the quitting whistle blew from the engine of the work train, Blackie suddenly waved his arms in a gesture demanding attention from the work game. All right, men, all of you. Quiet, eh? Listen. Adjust the minute. Keep quiet while I talk. All right, hold it, fellas. Come on, Blackie. Come on, Blackie. What is it? Men, you're not going back to town on the work train today. What?  Now let me finish. I said you're not going back on the work train.  Hand cars? Where are they? There aren't any hand cars out this way. They'll be here any second. I sent Grizzly into camp in town. Taylor will send some cars out because I know... Yeah. A hand car and another one behind us. I told you they'd send them out. All right, let's get to the hand cars then. A few minutes later, Blackie Gilroy and Grizzly Bear watched the last hand car fading in the distance. Blackie left. Well, they're gone. Grizzly, what did Taylor say when you told him we were keeping the work train out here tonight? Him? Oh, not much. He said you must have a good reason. So he got some men to take the hand cars like you asked me to ask him. Now let's go back to where the engine is. I want to get it out on the trestle. Yeah, sure. But, yeah, Blackie... What? I was thinking before... What were you? Oh, never mind. What were you thinking? Well, I was thinking maybe they'll get wise to it. You know, having the engine and the train out on the trestle when the fire starts and all that. I have a story all set. I even have it set about whose fault it was that the fire started. Ah, stop thinking, will you? You're going to set up these tracks with the fire, aren't you? Yeah, sure. Well, then let's get going. I'll have to start down in the canyon part and that's where the bridge props are. Well, get below then. You know the road down. I'll get the engine. Just be sure you do everything the way we plan. The long ranger and taco had been in a simple city where they'd acquired provisions. They set up a town at sundown and rode along a trail that ran parallel with a new railroad now under construction. They reached the edge of Eagle Canyon that night and decided to camp there until morning. A short distance away they could see a railroad engine and a few flat cars come to a halt on the trestle that bridged Eagle Canyon. Hello, look. That new railroad has progressed much farther than I'd expected. Ah. I've already got bridge cross canyon. Well, that's strange. What chemo-subby? What strange? The engineer has left the cabin of the engine and is walking back to this side of the canyon. Ah. We see him. Leaving a train out in the middle of the trestle seems strange. Chemo-subby, down in canyon. There man under bridge. Where? Well, yes, I see. I mean, act funny. He's probably just a workman. Well, I look through my field glasses. Mm-hmm. There's something down there. Possibly testing both of them. Any of you are right, Tutto. His actions are peculiar. Ah. He seems to be piling brush around the wooden foundation structures. There may be a reason for that. But I can't figure what it is. Well, there must be a path down into the canyon somewhere near here. Now, me nowhere. If not far. Paths are down over there. I'm going to use it. I'm interested in what that man is doing. You just said he'd be good. Come on, Scotty. Come on.  Come on. The lone ranger and Tutto brought their horses to a stop at the end of the canyon trail. Then they dismounted and continued on foot. Blacky Gilroy, reaching the end of the trestle, saw the lone ranger and Tutto start down the trail that led to the bottom of the canyon. He had no horse. But immediately he set out for the canyon trail himself. His hand on his gun as he started downward along the rock strewn path. I don't know if they saw Grizzly or not, but I'm going to find out. I don't like this. I don't like this at all. The lone ranger and Tutto, hidden by the brush, had been watching the movements of Grizzly for some time. Now there could be no doubt about the reasons for his actions. We guessed right, Tutto. He's letting it torch. See? The canyon's had fire at the trestle. That's right. Let's not give him a chance to start. Come on. All right, you. Stop right there. Drop that torch. Drop it. I said or I'll shoot. Take that torch, Tutto. I only made that close. The next one will hit you. Yeah, yeah, all right, all right. Here's the torch.  Who are you? Why were you starting to set fire at the railroad trestle? I wasn't setting fire. I was your... Drop that gun, Tutto. I'm right behind you. I'll grill you in the back if you don't... Blacky. I didn't know you was there.  You ain't in. I'm over here with your part. Who do you say is, Tutto? Ah. Grizzly, take that gun. Yeah, sure. Give me those guns, my smart pato. Right there. Yeah, turn around a little. Yeah. But keep those hands up. They're still high. Now, what are you going to do? Take care of you, mister. Get out of the way, Grizzly. Yeah. I'm gonna do some shooting. As Grizzly turned, the lone rangers' upraised hands came down suddenly. Tutto, go! He pushed Grizzly forward with such force that the man plunged Ali into the chest of his gun-toting party. At the same instant, the masked man and Indian were upon the crooks. I had this one's gun arm, Tutto. The lone ranger had grabbed Blacky and was twisting the man's gun arm high into the air so that the crook was unable to press the trigger of his gun. Me take the gun. Tutto, a strive for back of Grizzly who had fallen to the ground, came to his feet, holding one of the guns that Grizzly had taken from him and the masked man. Now you stand up, sir. You too. Nice work, Tutto. Good, he says, mister. And he's shooting at my hand too, right? Yeah, yeah, yeah. He's coming back. Oh, my back.  Grizzly, this is your fault. All of you, turn around and start walking. I'm taking you to the railroad authorities in Central City. The curtain falls on the first act of our lone ranger adventure. Before the next exciting scenes, please permit us to pause for just a few moments. A lone ranger and Tutto left their horses at the spot they had selected as their campsite. They forced Blackie Gilroy to take them to the work camp in the engine, which he handled expertly. But at all times, the lone ranger kept Blackie and his partner covered with his gun. At the work camp, Tutto left the engine and sought out Ross Taylor, who came to where the lone ranger waited with the two men. He looked at the scene with surprise and with suspicion at the lone ranger. What is this? What's going on here? This Indian... Mr. Taylor, this is funny. This mask fellow thinks Bisley and I were trying to set fire to the trestle. You were. Obviously you were. Why are you wearing that mask and holding a gun on my man? Who I am and why I wear this mask is a question I may answer later. Right now, I want to tell you what Tutto and I saw. Don't worry. I'll put away my gun. There. Get your hands down, Bisley. You too, Blackie. Yeah, my arms were getting tired. Now, Mr. Taylor... Wait a minute, Blackie. What's the mask man tell me what this is all about? He put away his gun and seems to be sincere. Go ahead, stranger. Talk. The lone ranger told his story and then Blackie Gilroy gave his version of the situation. Ross Taylor, after hearing both sides, rubbed his chin reflectively and then spoke to the mask man. Stranger, I'm afraid you're wrong. It's good of you to worry about railroad property as you say you were doing, but I... Now, Mr. Taylor, I know how important it is for the capital in this territory. I'd hate to see it destroyed. So would we. The people of these parts have invested their money in it, so has the government. We want to protect those investments for many reasons. Then why don't you... Why don't I accept your story about Blackie? Because he's one of the best, if not three best, woman I have on this job. Grisly's a good man too. Stranger, I think it's a case of you both being mistaken. You thought Blackie and Grisly were crooks and they thought you were. You mean you're not going to do anything about this? I didn't say that. I have Blackie's word that some men did try to start a fire at the trestle. Now, face a guard at each end of the trestle first thing in the morning. Well, Grisly and I will do that if you want us to, Mr. Taylor. No, Blackie. The officials and stockholders who are making that monthly inspection trip arrived in camp last night. Oh, I forgot about that. I can't. They're on top of me all the time wanting to know about our progress. Now, be sure to ask specific questions about the work that's been done on the trestle. I'll need you and Grisly around to help me give them detailed answers. So stay here, both of you. The train will go over the road about 8 o'clock. You say to stay, Mr. Taylor? We stay. Oh, Mr. Taylor, you said you'd place guards at each end of the trestle in the morning. Why not law? Because... You do have the interest of the road at heart, don't you? All right, I'll send two men out there now on the work engine. And thanks for your attempt to help us, stranger. The guards will take you on the engine back to the camp. Two guards were sent to Eagle Canyon a short time later that night. A lone ranger and Tauto went with them, then left and walked to their camp. A lone, the masked man said, Tauto, no matter what Ross Taylor believed, I'm not convinced Black Eagle really told the truth. And me not think so. We see what other men do. Yes. So we're riding back at once to the work camp. We'll keep out of sight there, but we'll not let Black Eagle or Grizzly go anywhere that we don't follow. I want to learn more about them. It was long after midnight. The lone ranger and Tauto had reached the outskirts of the work camp in Galeville and were about to make arrangements for keeping a look out there. Suddenly, the lone ranger saw a figure emerge from behind a shed and hurried to a nearby stable. Hello, isn't that Black Eagle? Um, he thinks so. Look, you can come out on horse now. Yeah, he did, Black Eagle. No doubt about it. Although, stay here and keep an eye out for Grizzly. I'm going to follow that man. Easy said to be followed. Black Eagle, Roy, unaware that he had been followed by another horseman, reached the hideout where Jess Patton waited for him. Oh, oh, oh! As he entered, he saw that the railroad from over was furious.  Why didn't you set fire to the trestles you were supposed to do? I've watched the skies for hours from some sign of flame, nothing's happened. Why? Black Eagle told his story and concluded... And I had killed him. Only this masked man pushed Grizzly and they were on top of us before we could do anything.  Black Eagle, I wanted that trestle destroyed. I wanted them to lose that engine. That trestle is a keystone of the entire railroad. I told you we should have used blast and power. Never mind what you told me. The important thing is, what are we going to do now? We can still blow up that trestle, boss. We'll get the engine and the people who are on it... Manny. Black Eagle, get your gun, shoot! Shoot who? Why? He's gone. Someone at the window, I know it.  Go on! I didn't see anyone, but I'll look. Black Eagle searched around the outside of the house and saw signs of no one. He walked back into the cabin and closed the door. There was no one there, boss. Must have been cloud shadows or something. I like this more than that. Eh, I am nervous. Perhaps I did imagine it. So, go on. What did you start to say before? I said we can get rid of the trestle and the whole shebang. There's an inspection party in the morning, with all the officers taking the trip along the road and over the trestle. Now, Grizzly and I can get down to the powder shed before they can move on. The lone ranger who had ridden away when guest patterns saw him at the window stopped a short distance from the hideout and waited there. Dawn was in the sky when he saw Blacky Gilroy leave and start back toward the work camp in Galeville. Once more, a mask man rode at a discrete distance behind the crook. But to pass over is amazing. Blacky Gilroy arrived back in camp at a moment when the workers there were beginning to awaken. He sought out Grizzly, who had done his clothes but was still sleepy-eyed. Grizzly, come outside quick. Wait a minute, I'll break you down. All right, all right. I'll get out of here. Away from the bunkhouse. Here. What's the matter with you, Grizzly? Packings at the hideout. I just came from there. I got orders. What can I do? We're gonna blow up that inspection train this morning. The one with Amos Pike and the stockholders. How are we gonna do it? Where? You're gonna do it when the train's crossing the trestle over the pass. Now, come on. We're going over the powder shed and get some powder. Look, there's a bad guard in this shed, isn't there? Sure, Pat Morey. He'll not suspect anything if I take a load of powder out this early. I'm foreman, remember? I'm always getting powder from him. I use more powder out at the pass than anyone in the entire outfit, so don't you worry about that much. You would be the plant the powder out at the trestle. Yeah, I'll take care of the guards Taylor sent out there. I'll tell him he sent you and me out to relieve him till the day shift comes. Let's supposedly tell him what you did. Ah, you worry too much. They'll never get the chance because Taylor will be busy with Pike and the rest of the mucky mucks once that he gets up. And they'll not be able to tell him later because he and the others aren't gonna be alive. They'll be on the train. Now, come on. Let's get a hand car and start out to the pass. The long ranger and trouble from their watching play saw Blackie and Grizzly talk to the guard in front of the powder shed. The guard allowed the two men to enter and a short time later they emerged, each hauling a small crate. They took the crates to a hand car at the sliding and started at once out toward the canyon. This is what they talked about in the cabin this morning, Toto. Taking blasting powder out to the trestle. We go after them. No, not you, Toto. We go to Ross Taylor. I know what's happened. I have him checked the powder shed and note that neither Blackie nor Grizzly are in camp. I'll ride out to the canyon. No time to waste, Toto. When the hand car arrived at Evil Canyon, Blackie Gilroy, some of the two men who had been guarding the trestle at both ends. He gave them the orders. He pretended it come from supervisor Ross Taylor. And don't report back to Mr. Taylor. He'll be busy trying to get the inspectors out of bed and on the train so we can get that thing over with. Just go back to bunk yards then, then. That's right. Take our hand car and get going. When the two men rode away from the scene on the hand car, Blackie smiled at Grizzly. See how easy that was? Yeah. When you're a foreman and a good one like I am, you can get away with anything. He will do what you say and believe what you tell him. Let's get this powder set. The sun was high in the sky when Grizzly finished. Take care of it. Putter under every properly mouth miss. I'd putter in the middle of the track too. A few's long enough? Yes, long enough for two minutes. That's what we'll lead once we hear the train coming through the cut. Just two minutes. That's right. That's what we figured whenever the work train rolled out of here, didn't we? Yeah. Well, Patton's gonna get what he wanted today, all right. I think he is. Watch out for your guns. Last company you're doing. You were behind that rocker. Ever since Blackie came back from dismissing the guards, well, what are you gonna do now? Mark you two along the track. Back towards the train is coming. Less than two minutes, so start walking. Walk, I said. Where are you going? The two men, hands high in the air, started along the tracks, heading in the direction of the oncoming train. Is it far enough? I'm sure they see us. The lone ranger could see a number of men in the cab of the engine, and among them was an Indian. Followed with him. He'll have to believe us this time. Cross-Taylor flanked by him as Pike and other officials of the road were Pike-based as they heard the lone ranger unfold his story. And you'll find the blasting powder and fuses in place at this side of the canyon. Ready to go off the train across the trestle. You sure the powder can't go off now? No, the fuse had never lighted. But Taylor, you'd better have some men remove those powder charges at once. I'll do that. Stranger, when Tonto told me what was happening, I was skeptical. But when I saw these men at left camp with the powder, I believed him. I have the sheriff here. We'll take charge of these fellas then. You'd better take charge of a man named Patton, too. He's the one who put them up to this. Jess Patton? Jess Patton was going to have us killed? He only wanted the bridge blown up first.   I don't think he will. Patton is in a cabin not far from here waiting for these men, Sheriff. If you take them there, I think he'll break down and confess. I always said Patton was a bad one. Let me go with you, Sheriff. I want to see him arrested. All right, Mr. Pike. You'll have no trouble with your road from now on, Mr. Pike. Neither will you, Mr. Taylor. So, Tonto and I will leave you. Come, fellow. Stranger, we owe a lot to you. Not only we who are here, but everyone in the territory. We'll be caught. Come on, Taylor. Come on, scout. Man, he's not hearing the word you say, Taylor. In the engine or riding off? He didn't ride off soon enough. We're thankful he didn't. Sheriff, when I told you about the masked man, you acted as if you knew him. Do you? I'd heard of him and what he does. Now I know it's just like I heard. Well, who is he? You didn't tell me. Who else could do so much for so many people and leave without making it possible? Well, Mr. Taylor, anyone would know the only man who does that is the Lone Ranger. This is a feature of the Lone Ranger Incorporated, created by George W. Trenville, produced by Trenville Campbell Muir Incorporated, directed by Charles D. Livingston, and edited by Fran Strecker. The part of the Lone Ranger is played by Brace Beemer.


How you get started? Good morning. How's everybody doing? Little bit ladder. It's always tough to be the first breakout session after a keynote, so how is everybody doing? Thank you. That's a little bit better. This is going to be interactive, so I'm going to make people raise their hands. We're going to do calisthenics, so I can get a feel for everyone. So first, I actually want to ask the audience to understand how many of you have heard of Cloud Foundry, have used Cloud Foundry, so raise your hands. All right, good. Most of you, fantastic. That's good news. So my name's Chip. I head technology for the Cloud Foundry Foundation, which is, as of late January, actually stood up. It had been a work in progress for quite some time. So we're now official. We're now an independent foundation with a number of member companies that are similar to the OpenStack group. So today, what we're going to do is we're going to talk a little bit about the power of two. And actually, it'll be the power of many as we spend some time thinking about both the business context within which Cloud Foundry is working and some of the technology behind Cloud Foundry and how the two integrate, and how we integrate with some other projects that are further down the stack. So this might seem like the type of thing that you hear all the time, but we are, in fact, at the dawn of a new era as it relates to computing. So a few decades ago, entire companies had about as much computing power as we have on our phones today. We're hyper-connected. This is changing the nature of business. It's changing the nature of innovation. It's changing the nature of competition between companies. And that's really very important because a lot of the consumerization that's occurring within the technology industry is putting a lot of pressure on companies to respond with agility, respond quickly, and be able to really keep up with the shifting expectations that are out there for us. So how many of you are familiar with the MIT Sloan School of Business Management? Anybody heard of them? Anybody read their type of article? So for decades, at least 20 years, the Sloan School has been talking about the way for a company to succeed long term being to find a sustainable competitive advantage. And this is the type of thing that's driven corporate strategies. It's driven the way that boardrooms think about product investments. It's the way that CEOs have been interviewed. What are their thoughts around how to create competitive, sustainable advantage? But the Sloan School of Business Management doesn't say that anymore. They've actually said that it's now impossible to maintain a sustainable, competitive advantage. And instead, we need to be thinking in terms of continuous innovation. So continuous innovation, this is not just about technology, although technology is one of the leading reasons why you can't sustain that competitive advantage anymore. This is really how you're going to capture the opportunities that present themselves to you as a company. This is how you're able to respond as another firm might be taking advantage of technology, iterating faster than you are. This is all really, really important. And frankly, the continuous innovation notion is exactly what Cloud Foundry is very focused on. So how many of you have heard this term before? Water scrum fall. So how many of you do agile development? Yeah? All right, keep your hands up. Keep your hands up. How many of you deploy continuously to production? Keep your hands up if you do that. Everybody else drop them down. So we're down to like a handful of people. So you're trapped in a water scrum fall model right now. And that is absolutely affecting your ability as engineers if you're developing applications to get what the business needs done and out the door. You're still you're trapped. And what we think you need right now is the pairing of cloud native applications with this continuous delivery business value. Again, that's the continual innovation. Now, we're here at OpenStack Summit. And there are a lot of projects and a lot of market pressures that are leading different groups to collaborate in different ways on projects that are solving pieces of the puzzle. We have OpenStack. We have the Zen project. There's OpenCompute. We've got OPNFV, Docker, obviously. Language frameworks like Node. All of these are open source projects. And they're driven by the basic concept that to deliver continuous innovation, we need to be in a position where as an industry, we're sharing resources in ways that are not where we're competing, but in fact in places that allow us to have a platform that we can use to move forward. And that pressure continues. And it's starting to cause the creation of projects like Docker, like Rocket. Automation, obviously, has been around for a long time. And it's part of the solution. And then you have cluster management solutions like Kubernetes and Apache Mezos. There's a lot of work happening out there right now. And a lot of the challenge that the enterprise is going through is how do you take all of this new technology? How do you take all of the business problems that we've got and come to some sort of a solution that's going to apply the technology to help the business move forward? And what companies are doing is that they're going through a selection process to determine what their data center stack is going to look like. Now what's really interesting is that we're seeing that this is open from top to bottom, whether you're talking about that open compute layer, or whether we're talking about projects like Node.js or other language frameworks, open by default is allowing us to then compete in other ways, but also collaborate to bring the whole industry forward. What we're actually striving for is this concept of a cloud-native application platform. So a cloud-native application platform is exactly what we just talked about. It's a solution that allows us to deploy applications in a way that's going to allow for continuous delivery. It's a solution that ties deeply into parts of the stack that are underneath and for capabilities that are going to ride on top. So let's think about this for a minute from user expectations, from the user expectations perspective. So when you take something like infrastructure as a service and you pair it with an app-centric platform, you're able to actually service really three different categories of use cases. So the IOS layer is going to give you the better SLAs on infrastructure deployment, more flexibility, faster time to get the infrastructure stood up. You're going to get higher availability out of your infrastructure, and that's all fantastic. But the application developers are really looking for faster time to market for the apps themselves. They're looking for how do you get that type of agility, that iterative deployment out there? How do you leverage open source software, the new frameworks that you want, the new technologies that you want to deploy without being stymied by an IT department saying, this is the language that we know how to support in production, and so this is what you have to write everything in. You don't get to take advantage of newer technologies. And then the ops side has a problem too. So if the developers are busy speeding up their delivery, they're using new technologies, that presents a real challenge. They're looking at it from the perspective of continuous delivery, ensuring no downtime, focusing on instant scaling, and making sure there's consistency and automation in every environment. So let's just think about the unit of value for a minute. A simplistic way to view this is to say that for infrastructure as a service, the virtual machine is that unit of value that you get. It provides you with an operating system that you can then deploy your applications on. It allows you to do a level of orchestration of the infrastructure, but really you end up in a position where you need to add something like Chef or Puppet, you need to think about how you're going to deploy the application within that virtual machine container. And so it's not quite in line with what the application developers need. But the unit of value for an application platform is where the containers are transparent. You don't really care what's happening underneath your app. The life cycle is dealt with. You've got system changes in a very declarative way so that you're no longer scripting and dealing with any idiosyncrasies there. You're just simply declaring the state that you're looking for. So one way to look at this would be to say, we've got developers and they're producing a whole bunch of artifacts. They write code in their IDE. Everybody's heard the joke before. It works on my laptop. So what's the problem in production? So the goal for an app platform is to be able to take that artifact, the result of the application development pipeline, and turn it into a running production architecture. That seems very simple. You need some load balancing. You have an app. You need some type of staple service underneath it. And you need to be able to run it across a dev environment, a test environment, staging, and production. But really, that's just the day one problem. The day two problem, the day three problem, is how do you have that complete life cycle? Whether you're talking about the build application, the push, the maintenance, the updates, and then the retiring. Applications have a lifetime. That lifetime is getting smaller. And that's OK. So it needs to be part of the cycle. So how many of you are familiar with the microservices pattern? Yes? OK, great. Of course, you should be. OpenStack is based on that. This is actually a very important trend. And we've been spending a lot of time with enterprise IT shops that are attempting to figure out how they change their development approach from the monolithic approach to the microservices pattern. And it's a really fascinating transition they're going through. Huge amounts of education, but they're all coming to the realization they need a platform that's going to solve for this. Who here has heard of Martin Fowler? Couple of you? OK, great. So Martin does a good job of looking at the microservices pattern. Now, it's not a revolutionary pattern. It's more of an evolution. But there are some emergent properties and emergent requirements that come out of microservices. You have the need for rapid provisioning of infrastructure. We talked about that at the IS layer. That's going to solve the rapid provisioning problem for us. He describes it as basic monitoring. But I kind of generalize a bit more and say that's basic operability of your application. You need to, by default, have an operable environment. You need to have logging and metrics. You need to have self-healing. Third, he describes it as rapid application deployment. And that's how you take your application pipeline and ensure that it's fully automated end to end, hitting all of your various environments, and pulling yourself into production. And last, and probably most important, is the people aspect. So we've been describing this in the industry as the DevOps culture. Obviously, that's a very well-known term today. But people are what make most of this work. You need a platform, but you're trying to enable people. You're trying to enable your application operations team, your platform operations team, but most importantly, the developers and their line of business partners. So how many of you have looked at 12factor.net before? I told you there were going to be some calisthenics, right? Lots of hand waving around. Good. So some of you have seen this before. Fantastic. So 12factor applications is kind of another way to describe the microservices pattern. It's a slightly different take. It talks a little bit about what are the factors that describe an app that can be considered cloud native? And so I encourage you to take a look at it. But you can really summarize it in these basic points. So you use declarative formats to set up your automation. You want to minimize the time and the cost for new developers to be onboarded. You need that clean contract with the underlying operating system for portability. You need to handle deployment on a modern cloud platform. You need to minimize your divergence from dev to test to production. And really, production, the only real difference between production and any other environment, should simply be a function of scale. How many instances are there? How many users are you servicing? That is the ideal state for a 12factor app. And that seems like a lot, but it's actually far from enough. Simply just having a solution that solves for those five problem demands isn't enough. You have a lot more that you need. You need to be dealing with things like cross-service configurations. You need to handle automatic healing. You need to handle HTTP routing on the front end, or really any traffic routing on the front end. Scaling up, both scaling down as well. Automatic failure recovery. And then it needs to just simply work tomorrow. How many of you deploy an application and think to yourself, well, this is great. It's working today. But what about tomorrow? What's managing it for me tomorrow? And that's what a cloud-native app platform is going to do. Now, I love containers. They're a wonderful ingredient. They're absolutely fantastic. I like Docker. I think that the Linux features that allow us to do containerization are really important. But the point that I'll make here is that they're an ingredient to a platform. They're critical. They're very interesting. But they're just simply an ingredient. And they're part of the solution. You need a cloud-native app platform. Now, of course, I wouldn't be standing here if I didn't believe that Cloud Foundry was that type of platform for you. And there are others. And you could also build your own by bringing a number of these pieces together if you'd like. But we believe that Cloud Foundry is a platform solution that solves for continuous innovation. So that was a lot of kind of businessy talk. And I'm assuming you'd want to spend just a few minutes maybe talking about some technology, right? Yeah? All right. So let's do that. So here's the architecture of Cloud Foundry. And for those of you that said that you're familiar with Cloud Foundry, a lot of this should be something that you're used to seeing. But let's go top down. End users, we know the story here. End users are mobile. End users are consuming everywhere. They're using their browsers. They're using their phones. But what we're seeing is actually in addition to the users, there's a much higher number of industrial internet or IoT devices that are consumers of these applications. At Cloud Foundry, we're seeing companies like GE, Lockheed, Honeywell. They're all trying to figure out how do they solve for that industrial internet problem in a consistent way where the mobile application experience and the browser application experience is all managed consistently by the same application teams. Moving down a layer, we have what we call the elastic runtime. This is what you normally think of when you talk about cluster management. So cluster management of the customer applications, this is where you get that 12-factor app design pattern being employed. Today, we support a build pack approach to deploying application code, build pack, in very simple terms. I have some code. I'd like to hand that code to the platform and let it figure out how to build it, stage it, containerize it, and deploy it. I'll talk a little bit about some of the things we're doing in this space where we're bringing in newer technologies and newer ways to deploy workloads into the runtime. So below the runtime, you have services. And services can be a number of different things. Really could be anything. But the majority of services that we support are those stateful services, where persistence is really the key, your databases. Whether you're talking about a Hadoop cluster, or whether you're talking about a simple Prokona-based MySQL cluster, whether you're talking about Ryex CS, the services layer is really important to the developers. And it's also part of an enterprise's job to make sure that they've curated an effective set of services, or they've purchased an effective set of services that are going to build the foundations for all of the applications that are going to live in the environment. We also support user-provided services as well, which we think is pretty important. What that lets the end application developer do is bridge this platform with legacy environments. We all have existing applications that exist today. There might be restful interfaces into it. You might have a mainframe sitting somewhere with some sort of proxy that's handling access in and out of it. You need to be able to connect Cloud Foundry apps to that type of legacy dataset. And then below the services, we have operations. And to us, this is something that's really important. The project name is Bosch, that takes responsibility for the operations layer. And what Bosch lets you do is deploy the elastic runtime and the services in a consistent way. So you're dealing with a pool of infrastructure. Hopefully, Anayaz is underneath it. You're able to ask that infrastructure layer for enough virtual machines and disk volumes to support the services in the runtime environment. But that Bosch layer effectively lets you describe in very declarative terms how large your environment's going to be, how many instances of each service will exist, respond to the provisioning requests that come through. It also deals with things like logging, scaling of the overall environment, health monitoring of all the services, and the runtime components themselves. And then last, I talked about the infrastructure layer. So we're here at OpenStack. OpenStack is one of the three officially supported infrastructure targets that Cloud Foundry can talk to. Amazon, of course, VMware, vSphere, vCloud as well. And then we've got an extension capability that lets us pull in other infrastructures and service environments. And that includes companies like IBM, who have integrated with SoftLayer. And it works very well. It gives us a consistent way to let the platform, the app platform operators, live on any infrastructure environment they choose. So what are we doing now? The biggest project that's happening right now within Cloud Foundry is a rewrite of the elastic runtime. We'll dig into that just in a minute. But the key thing to take away from a capability perspective here is that we're going from a purely build-pack model to a model where we can also accept Docker containers. We can also accept Rocket containers. The idea is that we need to allow the different application delivery pipelines to produce whatever artifact is going to be output and then take that and take responsibility for scaling and managing it, as well as routing traffic into it. So the work for that rewrite, we call that Diego, was really a lot of effort was put into thinking about the architecture of Cloud Foundry, which was a lot more tightly coupled than it is in this picture. And tearing it apart and continuing to iterate through the process of teasing different components apart. And what we end up with is an architecture that looks something like this. Now, we could spend the time to walk through each one of these in a lot of detail. But needless to say, you have the Diego block is the, I guess it's showing up a little bit purple, but the blue block here, where you have the cells. An old Cloud Foundry terminology that would be called a DEA, or a Droplet Execution Agent. So today we're calling them cells. There's a number of internal components here. This is allowing us to actually support not just Linux containers, but we can support containerized solutions for Windows. In fact, we've got a number of different approaches to that as well that are in the ecosystem. And it's a very general purpose container environment. We call that Garden. And then there's a Garden Linux or a Garden Windows implementation of it. That's where you would see something like Garden Docker, Garden Rocket. And we've been able to allow the containers to live within the environment, within the cell, in a way that can accept whatever that artifact is going to look like. So below it, we've got things like the BBS and the brain. This is really what's managing the overall cluster. It's tracking desired state versus actual state. And that's probably the hardest problem when we're dealing with infrastructure automation. So everybody here should understand that. Once you describe what you're looking for, that's great. Then you have this thing that's for real, and it exists. And those two are supposed to match. But we know that you're going to have changes to desired state that need to be reflected in real, in the real state. And you know that you're going to have occurrences that happen in the real state that have to be reflected in what you expect or what you're tracking is the desired state. So the thing that we've figured out, though, is that deploying platforms can be pretty hard. How many of you have actually deployed something like Cloud Foundry before? Yeah, well, not that many. But how many of you deployed OpenStack? All right. Platforms are hard. A lot of product companies do a great job of trying to smooth out the edges. But complex distributed systems are just fundamentally difficult to deploy, especially when you're talking about data center scale. And so for the Cloud Foundry project, we said there is a need to take the same type of experience and give it to a developer on their laptop, or give it to, let's say, a collection of developers in sort of a work group scale. And we wanted to make that a lot simpler. So everyone here, of course, has used Vagrant before, right? Vagrant or how many of you use Terraform from HatchiCorp? No? All right. Developers love those tools. One command, you get an environment up. With one command, you get either a virtual machine with maybe a bunch of components running inside of it. Or with Terraform, you can do things like run, deploy entire clusters with one command out on an OpenStack-based Cloud. And so this is where we've created Lattice. It's basically Cloud Foundry by subtraction.  And instead, you solve for the developer problem. And you say, well, you need Diego. Again, that's the cluster manager. And you also need routing inbound traffic. And you need log aggregation. That's it. Single command, you get a great cluster manager that's able to be deployed on really any infrastructure cloud that Terraform would support, where you can run it in your local laptop. And you get the same type of experience you'd get with a full-blown Cloud Foundry environment. So why do you care? I've been kind of yammering at you for a little while. So why do you actually care about this? It depends on who you are. So I think there's three reasons. So first, if you have OpenStack installed, this is going to help unlock some of the investment. The promise of infrastructure as a service is that level of agility that you're looking for, the virtual machines being deployed very quickly, access to the infrastructure in an elastic way. But to really unlock that value, you have to hand it all the way to the developer in a way that lets them simply code and scale, code deploy and scale. And so that is how we believe that you're unlocking a lot of that investment in what you're doing with OpenStack. The second is that I spent a lot of time talking about continual innovation. The reason for that was that that's where the business value is. My favorite quote in the last few months was from Michael Cote, who used to be with 451 Research. He's bounced around the industries at Pivotal right now. And my favorite quote from him recently was, great job deploying those servers. Said no CIO ever. How many CIOs actually said, great job deploying those servers. I've just achieved our quarterly business objectives. None. This allows you to get closer to the business value where the business users actually see value. It's the applications themselves. And then last, we're deployed all over the place right now.  We're in a ton of Fortune 500s right now. GE, Lockheed, Humana, Allstate. Kind of list goes on really big in Wall Street.  So then we'll step back a minute then. I mentioned continual innovation up front. That's the purpose of Cloud Foundry. We're very focused on that. With Sloan School of Business saying that this notion of sustainable competitive advantage going away, that really puts some companies in a really tight spot. The reality is that the percentage of companies that are in the Fortune 500 today that will be around in two decades is pretty slim. There's been a lot of churn in the Fortune 500 recently. And we're going to continue to see that accelerate. And that is a function of disruption, largely driven through technology, that's forcing us into a situation where you have to have continual innovation to survive. You can't have that sustainable competitive advantage. So I guess just to wrap up then, and I will take some questions if anybody has any. At Cloud Foundry, we're focused on really three main things. And this is the future that we believe for the Cloud Foundry software. So first, we see a world where there's a ubiquitous and flexible substrate deployed across public and private environments. It's likely going to be coupled with OpenStack, with a number of other open source projects underneath, with a lot of open source software frameworks that we support above. This will be ubiquitous. It's going to be deployed across a large number of telecoms. And second, there's this concept of portability. We're working very hard to make sure that we create a certification program that tells an application developer, if I write my application and I consume these types of services and I deploy it into a Cloud Foundry product or service, that same experience will exist if I go to another product or I go to another service. And that's going to give us some portability. It's going to give us a level of trust with the environment that we're working with. And then last, vibrant and growing. I mentioned the ISV story and why it's important to ISVs to take a look at how you deploy into Cloud Foundry. We actually have a very vibrant and growing ecosystem right now, but we expect that to continue to grow. And that's our main focus moving forward, is how do we help the ISVs deploy into this type of environment to give the IT departments the same consistent experience, whether you're talking about a bespoke application on one hand, or whether you're talking about a product that you've purchased from someone on the other hand. And with that, thank you very much. Pretty brief. I'm willing to take questions if anyone has any. There's a microphone, though, so. Duncan, how are you? If you flip back to the slide where you had the new activity in the elastic runtime, yeah, there. So if you introduce things like Docker and Rocket, is there going to be some kind of blurring between that and the services that you're trying to provide underneath the elastic runtime? That's a very good question. So what's the difference between the elastic runtime experience and that services experience? So what I can tell you right now is that persistence is best achieved through the services implementation. There are a number of reasons for that. But we are exploring right now within that elastic runtime, how can we use the same type of scheduler, the same cluster manager, to handle stateful services? They behave very differently. And I think we all know that volume management is critical. So there are questions of, do we tie into the underlying IaaS and expect it to completely solve for the problem? Do we do network-attached-based storage? Do we do some other type of trickery? So there's some challenges, and there are a couple of exploratory projects that are going on right now to see if we can unify the theme of persistence across the two layers. Any other questions? OK. A little bit early, but thank you very much. Appreciate it.