Okay, we're back here live on day three of the CUBE, our flagship program. We go out to the events, extract the signal from the noise. I'm John Furrier, the founder of SiliconANG. I'm joined by co-host Jeff Frick here. Day three with Ross Turk, who's the vice president of Community at Ink Tank, which is you guys manage around CEF and all the other components around. Obviously involved in OpenStack pretty heavily. Welcome to the CUBE. Thank you. So obviously a community you're involved in dealing with all the open source activity and all the people developing. So let's share with the folks first about the company, your company, and CEF and what's going on around that and then we can dig into the OpenStack conversation. Sure, Ink Tank is the primary sponsor of the CEF project. It was spun out of a hosting company called Dreamhost last year. The CEF project has been in development since 2004 and it's an open source distributed storage platform. It started off as a Department of Energy sort of experiment or funded project to figure out how to make a distributed file system that really, really scaled. But out of all that thought came CEF, which is more than a distributed file system. It's a complete storage solution and what makes it different is how it scales. So what storage is open, I mean is it pure like commodity drives? Is it specific vendors? Because we've had NetApp on earlier, they're doing some work in this area. What's storage in particular? So CEF is, it's different from a lot of that because it's software, it's not hardware, right? So CEF is a software layer that sits on top of everyday hardware and exposes those storage resources of that hardware in a way that's useful. So it exposes it as object block and file storage depending on what you need. So it's commodity storage. It's commodity hardware. Not like a brand named like a NetApp or EMC. That's right. So they're competing with that from an open source standpoint basically. So the open compute initiative must be interested in this. Yeah, absolutely, absolutely. Yeah, so NetApp obviously was on Monday and they have their filers out there. So obviously the storage is a big part in fact one of the comments was storage is afraid of OpenStack because there's a lot of disruption going on. So what is the big thing about CEF that's getting traction in the enterprise and the OpenStack community in particular? Is it the positive compliance? Is it some of the things you guys done with it? What's the big aha around CEF? What do people need to know? I would think the big three ahas. The first one is lowest cost per gig because it uses commodity hardware and because of its self-managing and self-healing capabilities it's a little less difficult to administer than a lot of other storage systems. It was built exactly for that. So keeping the costs low on storage is super important especially as the scale is starting to get crazy, right? We're seeing this hockey stick in scale. Storage is not scaling linearly. So the technology shouldn't scale linearly either. So that's the first. The second I think is the really good level of integration that CEF has with OpenStack and CloudStack in Proxmox and Gennady and a lot of the other CloudStacks and integration with the Linux kernel and that sort of stuff. So the focus on integration is definitely number two. And then I just completely forgot what I was going to say for number three. So, well maybe we'll serve us in the next question. The slides are not rollers. No, no slides. No slides, no slides. Vendor hype-free zone here. So let's talk about OpenStack in particular. So what are you guys doing with OpenStack in the storage area? Obviously software-defined, software-led as we call software-led infrastructure is our vision. We don't really call it software-defined because it's not yet defined. It's evolving very fast. And you also have the advent of Flash which David Floyd or Wikibon covers extensively. Those things are changing the game. So scale out, open source is really the key. How do you guys work with OpenStack? Can you share some of the things there? Sure, so our integration with OpenStack is sort of in two different areas. The object and the block, right? So on the object side, we speak the Swift API, Northbound, so applications written for Swift will work with stuff in an OpenStack context. And same thing with S3. If you have an application for S3, it works too. We also integrate with Keystone over there for authentication management and that sort of stuff. On the block side, we have integrations with Cinder, Glant and Nova so that you can boot virtual machines off of images that are distributed amongst the entire storage cluster. And do interesting things also like create volumes from images instantly. So it makes it a lot easier to manage large numbers of virtual machines. What is the big interest from the enterprise? Because I talked to CIOs and they're saying, hey, we need to have these boxes checked off, POSIX compliance, NFS support, all these nuances. That open source developer is kind of not really thinking about that operational side. So what has been the traction in the enterprise? What's the interest level like? And what use cases do you guys fit? Well, the primary use case in the enterprise is private cloud for us today. And I think it's just because it lines up really nicely with CEF's architectural theories, right? The scaling out in every sense. A lot of the more traditional storage stuff is in the future for us. We're looking mostly at private cloud deployments today just because it just fits the scalability profile stuff really well. So we're targeting, if you look at the financial industry, you have data needs there that are growing just like crazy. So we try to focus on being the most cost effective and most easily managed. What use cases and who are you disrupting? Which vendors? Obviously EMC has a large presence in the enterprise. So as the guys buying EMC drives, what do they look at this? It's a lot of extra work. I got to bring in commodity storage. I got to set that up, stand that up and I got software, how do I manage it? Those are really legit questions they have. And they might not even have the people to actually do it. Sure, sure. Well, it's really important just as anything that we're seeing here at the OpenStack Summit to have a lot of the build automation and systems like Puppet and Chef and Juju, we're working on getting integration with those. So it's easier to manage these distributed systems because as you suggested, instead of having a single box with a sort of single purpose, now we're talking about hundreds or thousands of boxes. Management is a big issue, but we're relying heavily on the efforts of the folks who are working on Puppet and Chef and Juju and Robart. And Chef wants to ask a question, but I want to get this out, but you're seeing clearly that the scale out is the preferred way, right? For the environments you're in? Absolutely, absolutely. Yeah, we do best in environments that are focused on scale out. And is it really to be able to implement, excuse me, new applications? Are these new business applications that are enabled because of this massive storage? Or is it just simply a less cost alternative to do what they were doing before? Or are you enabling? And if it is new things, what are some of the business applications that people are using this new cheaper storage that they couldn't do before? Interesting. Well, again, I mean, I go back to the cloud, right? A lot of the greenfield opportunities that we have in the enterprise, at least, are our private cloud. And I think it's because people are starting to look at how they can make their resources more elastic, right? I mean, you can say a lot of things about NetApp and EMC and all of that, but the SEPH strives to be ultimately elastic. So any type of workload that needs that, HPC, big data workloads are also really well suited for SEPH. Okay, so it's really the elasticity adding and subtracting and really morphing the requirements dynamically, as opposed to kind of a static, as somebody else earlier said, and you're kind of mapping your storage to your application needs on a one-to-one basis. So a little bit of a shift gears, you know, we're here at OpenStack and it's interesting that there's all these kind of open source projects that are now coming from different parts of the infrastructure and merging. You've been involved in SEPH, how do you see kind of this confluence of open source projects now coming together to really provide an open source option for the enterprise with these, you know, SQL and Linux and SEPH, and it just seems to be going on on MongoDB. I mean, it's just curious that they've all been kind of independent projects, but now clearly to execute well in the enterprise, they all got to kind of work together. So how is that being involved in the foundations and how do these groups work together? Well, open sourcing the enterprise is nothing new, of course. I think it's just moving up the stack a little bit. In the early phase, in the early 2000s, the solution to that was a Linux distribution. Today I think the solution to that is really good definitions around interoperability, good adherence to API standards, strong systems like Chef and Puppet that can understand the interdependencies between systems and deploy them in an intelligent way. And the ephemeral state or the ephemeral nature of a lot of cloud computing, I think makes some of that easier as well. You know, things can, things like continuous integration will, they help make sure that things are integrated properly as they're being developed. So there's been a lot that's happened since Linux hit the enterprise that make it a lot easier for people to take that risk. Ross, I want to ask you about, I'll see the buzz here. So what are you hearing here at OpenStack Summit? I'll see it's a record crowd and they expect the growth to be bigger next time. It's a lot of, I'll see a lot of interest. Again, it's not a hype area right now. There's a lot of developers doing some stuff. What are the core issues you're hearing around storage here? And what are the hallway conversations and specifically things you heard in sessions? Well, I haven't had a chance to make it to many sessions because, you know, it's okay. Okay, what are you hearing at the parties and what are you hearing from your peers?  It's the epicenter of all the action storage. You've got big data. You've got as a key element of the operating environment in cloud and it's not going away and there's, you know, flash memories accelerating different architectures and it's quickly disrupting the marketplace. What are you hearing people talk about? Well, I'm hearing people talk about Seth. So that's good. That's wonderful. OpenStack in general, I think we're hearing more about users, right? Then developers. And that's been the most interesting thing at this OpenStack Summit for me was hearing big companies talking about how they're going to be using OpenStack, which is something that is becoming more increasingly interesting, right? Particularly for us because we're starting to see some of our biggest users come out and talk about Seth publicly, which is a lot of fun. So what's on your roadmap right now? So what's the next year look like for Seth? What's the key things that you guys will be working on and where's the attention going to be focused in on? I think our biggest challenge, our biggest upcoming challenge is figuring out the multi-availability zone thing. Right now, Seth, the way it works, is a land scale technology because it does replication synchronously and is designed for consistency. So figuring out how to allow people to have one Seth cluster in this availability zone and another in a different availability zone and have them work together is a big challenge for us. And we've got a lot of good ideas, but that's a big challenge when we're working with the community to figure out. What about upgrades and automation and configuration management side? You mentioned Poppet and Chef, obviously those are popular tools. Are there other legacy environments that you're bumping into that you need to support? Like obviously the big enterprises and service providers that some, not all of them have a clean sheet of paper. They have to deal with their existing legacy. How do you guys integrate with that? Well, I mean, there are a couple of prototype ISCSI target implementations for Seth and the communities built things in Samba and Ganesha to allow Seth to speak SIFs and NFS for the typical scale-out NAS workloads and that sort of thing. But a lot of the people who are using Seth today are actually Greenfield. And they're like cloud providers? Cloud providers, service providers, exactly. Some people are not even cloud providers, some people are just storage as a service providers. Well, we know you're getting a lot interested in the enterprise folks we talked to and because of the compliance issues, right? That's a big thing. How's the community? I mean, talk about the community, obviously that's you're in charge of that. What are some of the dynamics going on? I mean, what are you seeing just in general, looking at over the open source horizon? Obviously they talk about Oskon is where REC space kicked off OpenStack, you have the Hadoop community, you have other different communities, Linux communities. So there's almost a blending now of the crowds in the communities. Can you share your opinion on what you see happening and help people understand how to navigate the different communities and is there any common threads together that you're seeing? Any signals? That's a lot of questions.  What's going on in the community? I'll start with the first. I'll start with what's going on in the Seth community. I think I've snatched this. What's going on in the Seth community? Massive growth and adoption, massive growth and participation, overwhelming growth and participation actually. We're at the point where the community management team at Seth is trying to figure out, okay, we have a lot of people who want to contribute to the project, how do we do that in an orderly fashion that maintains the quality of the project and that maintains its architectural integrity. So that's the big challenge for us. And it's a huge challenge. Governance, exactly, governance. And engineering processes and practices are a huge challenge for us. We look beyond that to the community. It's fascinating. I've been in the open source community for a really long time and I found that everybody who in the early years was saying, oh, I'm an open source person is now saying I'm a cloud person. I think that's a really interesting movement. The open source and cloud communities are really intermingling and it's funny. Back in my early career, I used to think that the job of a community manager was temporary because eventually everybody will be a community manager. Just like no company has an internet department these days. Native. Yeah, and so all kinds of companies who did not have community intelligence before have community intelligence now and that's fantastic to see. And you're seeing people really understand the maturation, maturing of these protocols, these implicit protocols, contribution. Not just a marketing statement. And that's been something that Rackspace, I think, hats off to Rackspace what they did with OpenStack. What they could have kept it kind of internal and put up red herring out there community and make it look like a community, but they went all in. And the benefit- You could call that faux open source. Yeah. What do you call it? Faux open source, like faux, like yeah. So I mean, but again, but they've proven the business model side of is actually interesting. Their lift as a company, they can move the ball down the field because they now have got huge pool of people developing on their platform or and it's helping their guys. So that's a new concept in the mainstream and not so much an open source, but the leads to the question is, what's your advice? I mean, just, you know, just on a personal level to folks in the enterprise that might be watching who say, hey, we got to invest heavily. We got to do transform our architecture to modern. We want to go cloud, but we got on premise. I got to get new tools and I want open source. We're obviously scaling out. I'm buying a lot of gear and I don't want to be restricted on data centers. I want to scale it out and use an interesting hardware. How do they deal with open source? What's your advice? Because that's a question we get all the time. So when you get that question all the time, what is the concern? Is it a legal concern? No, it's just like, what's the mechanics? I mean, do I hire different people? IT has always been kind of like this closed operational focus. Now the investment is coming in saying, hey, we want BYOD, bring your device to work. We want to have mobile apps. We want SaaS and we got to have our business model be Sassified. And so they got to do with open source. The best advice I can give to enterprises wishing to adopt open source is to actually become involved in the community. And that's something that a lot of companies are slowly figuring out is you can't just take the bits off the internet and deploy them and get them working. It's really much better if you understand how they're built and understand how they're developed and who's developing them and what their motivations are. And you insert yourself into the conversation to make sure that when you deploy, you have the intelligence, you have the lifeline if you need it as well in the community for help. And you have a way to influence the direction of the technology, all comes from participation and contribution. Well, it's interesting, just your title, you know, Vice President of Community. It's kind of funny to watch titles evolve over time, like, you know, CMOs and different things that kind of follow the trend of the technology. But I wonder if there'll be a lot more because as you said, it's, you can't pull a head fake on the community. You can't feed them a line that's not supported with other stuff. You'll quickly be found out and you'll cause more harm than good. And community is, I mean, it is becoming an executive discussion topic, you know, which is something that's new, you know, the discussion used to be about, with community used to be about, do I allow my engineers to contribute to an open source community? And now it's about, how can I align my company with the motivations of this community? Or if you're in the case of Ink Tank, you know, how can we build a broad ecosystem, you know, around this technology and still have a business, right? So these kinds of questions, I think we will see more VP of community titles because these types of questions are business questions and they're high level strategic questions. They're not as tactical as they used to be. What are some of the kind of legacy frameworks in terms of thinking that you guys have overcome as a company and maybe Ink Tank's not the right company because it's relatively new and it's kind of built out of the open source project? We got lucky because we were an open source project. Which means that a lot of the spirit and company culture were there. But we still have conversations every day about how do we differentiate our services from the other services in the ecosystem? How do we align ourselves as a business and still facilitate a community? Like what is that balance? It's a conversation we have every day and we'll have every day as long as the company is around. And you should, as soon as you stop having that conversation, then you're going to start blowing it. But again, you feel fundamentally because of where you are and what you've decided to do with your career that that's a solvable problem. You can effectively build a business around an open source foundation of technology and really do it effectively. Yeah, unquestionably. I mean, there are a lot of bad examples but there are a lot of good examples too. You know? A lot of companies have done it really, really well. And I think it's definitely possible. I actually, I think it's unavoidable. Yeah. Okay, we're here with Ross Turk inside the Cube talking about SAF and open source, all the great magic that's happening, awesomeness that's happening here at OpenStack. Final question before I want you to kind of get the last word in. I want you to, and take your time. There's no need to be a short answer. Obviously DevOps, we talked yesterday heavily. That's now mainstream. A lot of people recognize DevOps as a mindset and a movement that's legitimate. I want you to comment on your opinion of infrastructure as code. I mean, a lot of us folks talk about that in the communities because that's a great way to look at programmable infrastructure but that's now coming into the mainstream. And it's a concept that a lot of people are talking about like service mesh, et cetera. What is infrastructure as code? What does that mean to the world? Infrastructure as code. That's an interesting question for me because I've always thought about it that way. I've always been a program, I started as a programming system administrator. Yes, that is actually a really interesting question. I never saw the separation for DevOps that a lot of people saw. I think that that was somewhat manufactured by the way companies were put together. Yeah, I don't think infrastructure and development are different and I don't think they really ever have been. There it is, he's been living infrastructure as code since he's been breathing in IT. And obviously scale out open source. Ross, thanks for coming inside theCUBE and sharing. What's going on with Seth, appreciate it. This is Silicon Angles exclusive coverage of OpenStack Summit. Here we're day three live wall-to-wall blanket coverage. We write back, extracting more signal from the noise, sharing that with you guys. Thanks for watching. We write back with our next guest after the short break.


Hello. Morphology, as you may know, is the study of words and their internal structure. This unit is introductory in character. First, it relates this branch of linguistics to all its other branches and second, the notion of the word is put to test, resulting in a unit smaller than the word. In the virtual session, which contains one central e-lecture, we will look at the position of morphology within linguistics and discuss the nature of the word as a linguistic unit. If you don't know where to start, use the question sheet with its hyperlinks as default guidance. The mastery worksheet is a multiple choice task with several introductory questions about morphology. After the virtual session, you should be able to manage this task with ease. And the practical? Well, it's introductory and allows you to apply your knowledge about the branches of linguistics using data from various branches of linguistics with various degrees of complexity. So all in all, quite a lot. But if you invest a reasonable amount of time, you'll be fine.


What we're doing here today is a restoration project, and we are recycling Christmas trees. The reason we are doing this is it's very important for our mission. New Orleans, we always deal with subsidence in New Orleans, so the ground is steadily sinking beneath our feet, and the Christmas trees act as a wave break, and it slows down the wave action. We could not do this project without the help of the National Guard. You have to be pretty precise, but mostly about communication. We have a crew member in the back, which he's him or her, our eyes outside. Once we're over the load, we really can't, we don't see it anymore. Because also we have personnel under the aircraft, so we have to be very careful, listen to our commands from our crew members. Very important, we're taking advantage of the training value for it. Sling loads, external loads don't come very often. In this situation, we're helping the coastline or the environment, but also gaining training that we use stateside as part of our state mission.


Let's now move to the Emerald Region, Dr. Barakat, please. Thank you very much, and thank you for inviting me today to participate in this panel. So I think following on from the talks that we've just heard, the WHO Eastern Mediterranean Region consists of 21 countries and one territory. And within the Emerald Region, there were 23 million cases of COVID during the pandemic and reported 348,000 deaths. Of course, we believe this is an underestimate. There are certain countries that weren't fully at capacity in terms of their ability to test, diagnose and to manage the cases. So we suspect the numbers are greater in the Eastern Mediterranean Region. And if you allow me to go into the UAE as a specific example, and then we can explain how within the UAE there were initiatives that helped other regions in Emerald, other countries. So within the United Arab Emirates, where you are today, the population is approximately 10 million people. And in the last almost three years, we've had one million cases of COVID diagnosed by PCR, of whom unfortunately 2,348 passed away. So that gives us a kind of average case fatality ratio of around 0.2%. The way that the country dealt with the pandemic, so the UAE's response, had several pillars in it. But if we can concentrate on some of the most important, and I would say the most important one, was wise leadership at the highest level. So governance at the highest level that was able to coordinate the national response. So the whole of government response, the whole of society response, all coordinated in a seamless manner. I think all too often we see cases where resources may be available, but something goes wrong with the governance or the leadership and you don't get the optimum outcomes. I think leadership is extremely important. Other pillars to the response. Obviously, the infection prevention and control program nationally that's comprehensive, robust, protecting the most vulnerable, protecting frontline workers. You have, I'd say the third pillar is laboratory testing. If you can't diagnose it accurately and quickly, you lose the ability to fight COVID. When you can diagnose it urgently within 24 hours, you can implement your isolation and preventive measures much more effectively. The UAE actually conducted 200 million tests, PCR tests, in the last three years. That's 20 times the size of the population, so on average an individual would have had over 20 tests on average. Then comes vaccination. No country could have protected itself against hospitalization and mortality without an effective vaccination program. The UAE started clinical trials and vaccination as early as summer 2020. By September, there was emergency use of vaccination. By June 2022, the United Arab Emirates had achieved 100% of its target of vaccination of its target groups. I think this is really a key component of a country's ability to reduce hospitalizations and death. Furthermore, last year, the construction started on a local vaccine manufacturing plant that will produce 200 million doses of vaccines. Again, this goes back to the emerald region and Africa and other countries that are in need. These 200 million doses every year will go to support not just the UAE, but the region and other countries in the world. There are other pillars, and if I can, in the interest of time, maybe just concentrate on one more, which is urgent and critical resource mobilization. Both in terms of prioritizing domestic budget towards COVID, getting equipment, mobilized and supplied to hospitals where they need it, and of course human resource. How do you mobilize a team at urgent times with very short notice? The question is, who are these people? Who makes up the front line? The UAE is unique in that His Highness Sheikh Mohammed bin Zayed launched the Frontline Heroes Office in June 2020, dedicated to looking after all frontline workers in the country, to champion them, to listen to their needs, to support them. And the office set up a registry. The registry has now 135,000 files for each frontline worker. We know their individual circumstances, their personal needs. The office has supported them with education for themselves, for their children with health needs, physical and mental health support. It's worked with the central bank to ease the stress of repaying loans. And for those that are expatriates, they've given them golden visas to help retain them and support them in the country. And for the category of frontline workers that have sacrificed the most, those that have died, we call them the fallen heroes. The office actually has adopted their children and spouses. We look after them. We make sure they have their schooling covered, their healthcare covered, their housing covered. So we don't forget those that have sacrificed the most. And I think my final point is it's not enough just to look within your own country. The United Arab Emirates was one of the first to help internationally. And in the course of the pandemic, over 2,000 tonnes of medical aid has been distributed to 135 countries. So, Mr Chairman, I think in summary, if you ask me what was the most important element of the UAE's response or any other countries, I would say wise leadership. You need wise leadership to coordinate national efforts and to help with urgent and critical resource mobilization. Thank you. Thank you very much. And thank you for that focus on healthcare frontline healthcare workers. I must say I'm not aware of any other country that would have set up a special office dedicated to healthcare workers, reporting basically to the highest level of government.


Ladies and gentlemen, the President of the United States. Thank you. Thank you very much. Thank you all. It's indeed an honor for me to be able to speak to you, the representatives of some 13,500 manufacturing enterprises across our country. For 90 years, the National Association of Manufacturers has given able voice to the concerns of American industry. And I'm very happy to be any place with something that's older than I am. And in recent years, as our administration has fought to halt the growth of government and expand the freedom in the marketplace, your association has given valuable support. I owe to each of you a deep debt of gratitude, and I'd like to take this opportunity to give particular thanks to your Chairman, Stan Pace, your President, Sandy Trowbridge, and your Vice Chairman, Bob Dee. You know, I remember an old story that's appropriate as we consider the challenges now before our nation. It's, most things make me think of a story, and I'm just hoping, remembering the many times that I've addressed you before, that I haven't told it to you. If I have, be polite. And it has to do with an old farmer that took over some creek land down there in a creek bottom, never had been farmed before, covered with rocks and brush, and he worked, and he worked, and he cleared away the brush, and he had the rocks hauled away, and he fertilized, and he cultivated, and he planted, and he really created a garden spot. And he was so proud of that that one day at church, he asked the preacher if he wouldn't come out and see what he'd accomplished. Well, the preacher went out there, and he took one look, and he said, oh, this, he said, I've never seen anything like it. He said, these melons, these are the biggest melons I've ever seen. The Lord certainly has blessed this land. And he went on the tallest corn that he'd ever seen, and the squash, and the tomatoes, and the string beans, everything, and every time he was praising the Lord for all of this, and the old boy was getting pretty fidgety, and finally he couldn't stand it anymore, and he said, Reverend, I wish you could have seen this when the Lord was doing it by himself. And so it is with our nation. We've been blessed with a vast and beautiful land, and with an energetic and enterprising people. Yet it's up to us to keep our nation prosperous, strong, and free. We must examine our problems, decide upon the solutions, and then forcefully and without hesitation take action. Secretary of State Schultz has just spoken to you, and yesterday you heard from President Jose Napoleon Duarte about Central America, an area where the principle of fourth right action unmistakably applies. My remarks today will focus on the budget and tax reform, but permit me to say a few words first about this region I've just mentioned. Our policy in Central America is straightforward. We intend first to offer support to the free nations of the region, to those that have already achieved democracy and to those that are working toward it in good faith. Democracy in the region has achieved a firm foothold. Costa Rica has long been a healthy democracy. Honduras is making strides and now under the leadership of President Duarte and in the face of attacks by communist guerrillas, El Salvador too is making progress. Just last week, the New York Times carried a front-page story on El Salvador that reported human rights violations at a five-year low, new successes in countering the communist guerrillas and arising international confidence in El Salvador itself. We're also determined to prevent the communist regime in Nicaragua from exporting revolution. Since taking power in 1979, that regime has established regular censorship of the press, harassed the church, driven the Jewish community out of the country, and practiced virtual genocide against the Mosquito Indians. They've expanded their military forces from 5,000 troops to regular forces of more than 60,000, from a handful of tanks and aircraft to more than 350 armored vehicles and tanks, and an air force of 30 helicopters and 45 fixed-wing aircraft. Nicaragua is another pawn in the Soviet grand strategy of expansion, a direct challenge to America just 700 miles from our territory. Already, more than 250,000 Nicaraguans have fled, many flooding into Costa Rica and Honduras. If the Sandinistas, the communists, are allowed to export their violence, the flood will grow, and our southern states could become virtual refugee camps for hundreds of thousands, even millions of the dispossessed. Our administration firmly believes that the United States should provide aid to the Nicaraguan freedom fighters struggling for the democratic ideals that the Sandinista revolution has betrayed. So far, the House of Representatives has blocked this aid, but we're going to come back again and again until the House fulfills its responsibilities to protect freedom and our own security. Permit me now to turn to the federal budget and tax reform and first the budget. With your assistance when we came to office in 1981, we took the first steps in decades to restrain the growth and power of government and to create incentives for American enterprise. The results have been dramatic. The economy has shown solid growth for the last nine quarters. The recovery of business investment has been the strongest in some three decades. Productivity has risen, bringing an end to stagnation that characterized the close of the last decade. Inflation is at the lowest level in more than a decade, and the economy has been creating new jobs at the rate of hundreds of thousands each month. Just this week, the Dow Jones industrial average broke 1,300, a new record, and the New York Daily News carried a headline that I will always cherish. I simply read Zippity-Doo-Dow. As for government revenues, despite a widespread impression to the contrary, they are actually on the rise. In 1984, federal receipts increased 11 percent, a healthy gain of 7 percent even after accounting for inflation. This fiscal year, that remarkable pace is being sustained. I had to believe it was working as if they stopped calling it Reaganomics. Sadly, however, the historic achievements of recent years have been cast in shadow by a menace that could wipe them out, the federal deficit. It's important to be clear about the source of the problem. This deficit has not arisen as a result of the tax cuts. On the contrary, as I've said, government revenues are actually on the rise even though we've reduced the rates. Instead, the deficit problem is a problem of spending, spending without disciplinary direction, spending that in recent decades has burgeoned absolutely out of control. Sometimes I think that government is like that old definition of a baby, an enormous appetite at one end and no sense of responsibility at the other. To begin to bring deficit spending under control, we've worked with the Senate to put together a package of spending cuts that would trim $56 billion from the budget next year and some $300 billion over three years. While, like all budget resolutions, it has its imperfections, the Senate resolution is historic, a major effort to control government spending. It will prepare the way for tax reform and help put our economy on a growth path through the end of the decade. Yesterday, the House passed its own budget resolution. It is frankly unacceptable. It's unacceptable to me and to the American people. House sponsors claim that their plan will save some $56 billion. In fact, billions of those savings would come from what could only be charitably described as phantom cuts. Even worse, the House plan fails adequately to address the fundamental problem of unbridled domestic spending. Instead, it goes easy on the fat in domestic programs and turns instead to our armed forces freezing the budget for our national defense at last year's level in real terms a deep cut.  My friends, the Senate has shown the way. We can cut the deficit while protecting our security. I want to thank you from the bottom of my heart for all the help that you provided during the Senate budget process. Now we must work together to make certain that those Senate efforts are reflected in the final budget resolution. Can I count on you? Thank you. Next Tuesday, I'll address the nation about a dramatic proposal to reform our system of taxation. The first comprehensive plan to modernize the system since the income tax code was enacted some 70 years ago. It's a proposal that will affect Americans of all ages and occupations and touch every aspect of the economic life of our country. Details of the proposal will have to wait until the address on Tuesday, but I'd like to discuss with you the principles upon which our plan is based and the outlands of the plan itself. Already, the momentum of public support is building to the point that what was once thought impossible is now considered all but inevitable. Tax reform's time has come. We've proposed to replace a tax system that is almost universally regarded as needlessly complicated and unfair, and replace it with a simpler, fairer, more streamlined model. Today, almost half of all tax-paying Americans seek professional advice on filling out their forms, and there are probably a lot more every year who end up wishing they did. Tax reform will mean that you won't have to have an advanced degree in accounting to get your taxes right. Most people will be able to fill out their tax forms without paying for help and in a fraction of the time that they take now. With simplicity will come fairness. The complexity of the current tax code makes it ripe for abuse. Today you can see advertisements for tax shelters and tax avoidance schemes with little or no economic justification and credits for investments in windmills to deductions for so-called educational cruises on ocean liners. Well, the American people know that such waste doesn't come free and that for everyone who finds a shelter, someone else is left out in the cold. That for everyone who avoids paying his fair share, someone else has to make up the shortfall by paying a heavier tax burden. Just as important as the unfairness of all this is the tremendous waste of time, energy, resources that the present system entails. Instead of inventing a better mousetrap, our entrepreneurs and businessmen have to spend their time avoiding the tax trap. Steeply rising income tax rates punish success, discourage hard work and initiative, and cut into savings and meanwhile tax loopholes and shelters divert investment away from the productive economy and into areas that are often economically stagnant. This is what happens when the government tries to run the economy through the tax code. Tax considerations become paramount in business decisions and the rationale and efficient allocation of resources by the market is distorted out of all recognition. Our economy becomes enmeshed in a bureaucracy instead of energized by opportunity and economic growth slows the creation of new jobs and businesses. Well, we have a better idea. Let's remove government obstacles to growth, lower rates, close loopholes, and put this country on an ascending spiral of business formation, job creation, and technological innovation. We've seen what the first tax cuts achieved in revitalizing our economy and setting it firmly on a path of healthy non-inflationary growth. Tax reform is the necessary next step, truly returning us to the free market principles that made the United States the land of opportunity and the greatest economic power in the world. As in the past, on so many of our initiatives, we'll be looking for your help. And I know that on this vital issue, I can depend on your support and in advance from the bottom of my heart, I thank you. Two centuries ago, America was born in a rebellion against unfair taxation. Today, another revolution is quietly growing, a peaceful revolution to restore this country to its original promise, to strike a blow for fairness, to break the last economic shackles from the land of the free and the home of the brave, and propel America into a future of almost limitless possibilities. My friends, it's been an honor and a pleasure to talk to you on this, the eve of the Second American Revolution. And we will make you safe in your books and records. Thank you, and God bless you all.


Hello and welcome to this video where today I'm sharing the five stages of your successful art business. Now this is part of our art business success path that sits inside our membership and it's not something that I've shared yet publicly so get excited as I walk you through exactly what we teach in our membership, the Art Business Academy. Now these stages are of course super important because they walk you through step by step how to get from starting out as an artist to having a full-time income and making a living from your art or creativity. If you're new to this channel then welcome I'm Sophie Mehear and I do just that. I help you make a living from your art and creativity. On this channel I share all things art business related so if you love the content don't forget to give me a thumbs up, a like, subscribe to the channel, hit the bell to get notified every time I post a new video. So let's go ahead and dive into those five key stages of building a successful art business. Now on our art business success path we have the five stages but we also have a pre-stage that's sort of stage zero if you like and that's our vision stage and that's where you might be doing things like actually creating a clear vision working out what it is for yourself what is it you want to create what kind of business do you actually want to put together so at this point you haven't committed to doing anything you're sitting in that vision that dreaming state if you like. You're also working on developing your creative practice now I did a video on this so if you check there you'll see the link directly to a video on how you can develop your creative practice as a professional artist also be sort of professionally setting up so you're getting yourself ready to actually make that commitment and say yep you know what I'm going to do this like I'm going to build an art business okay so in stage one this is the creation stage so at this point you're actually creating or making the products or services that you're going to be selling you're also going to be doing that all important business plan now I'll put some links below this video to other videos and resources I've got on building your business plan but this is of course a crucial part to building a successful business. We'll also be looking at some big picture planning now if you love planning the way I do again I'll put some other resources below this video to other videos I've done on planning but the big picture planning the business plan and working on your products and services are all part of stage one creation so in stage two the foundation stage this is where you are literally laying the foundation stone for your business it's all those things that a lot of artists like to avoid it's getting your marketing set up it's getting your social media set up it's getting that email list set up sales platform set up and also of course all your time management tools things are going to help you stay on track and help you get to where you want to go. So stage three is the launching stage you are ready to open the doors to the world you have an art business launch event make it official get out there and celebrate you'll build your first audience you'll start working on that marketing routine and maintaining that routine so things start to work for you you also at this point want to be looking at covering at least 50% of your core outgoings every month so you start to make some sales get excited you should be. So stage four is momentum that's when you've really got things going and now you're looking at taking it all to the next step you reach monthly break even that's when there's money coming in to cover everything that's going out and that's happening month in month out and that's a really good stable place to be and a great place of course to then build from you're going to be also building your audience so you want to increase your audience by at least 50% that audience is starting to grow your year is going to be fully booked up you know that point where you're like oh I can't fit anything else in this year I'm going to have to put it in next year that's what's happening in the momentum stage you can also close that stage by start being in profit so you've gone from break even into at least 25% profit so a lot of people will stay in that stage for quite a while as they start to build things up and that's great okay that's brilliant because stage five is really where you want to be going so stage five of course is success so this is the final stage and it's not the end because what we always suggest is that when you reach stage five you go back round the stage one and you start improving and you work your way through through again but at this stage you are able to replace that full-time income you I've got things really on a roll you're looking at outsourcing even building a small team if that's what you want to do you've really created a balance now in your life so between your business and your creativity and your personal time things are nicely balanced the way you want and you have created your dream art business not anyone else's but yours exactly the way you visioned it right back at the beginning and like I say at this point then what we suggest is instead of saying I've got stage five that's it there's nothing more there's always more if you'd like it of course so then you go back to the beginning and you start to relook at things again and say okay maybe I want to develop more products or services maybe I want to take a business partner or I'm going to expand into a building or there's all sorts of expansion things are going to be happening as you sort of move out of stage five and you go background into relooking at the plan and relooking at what you could be doing next so it's kind of a nice circular thing so really what we do when we welcome people into the ABA our membership program is the first thing you do is work out well where am I on this path so if you want to play a fun game just listening to the video you could just work out roughly where you might be on the path and here's a here's a quick hint most people think they're further along the path than they really are all right and so you know if you haven't got all those foundational things done yet you need to focus on that and you're going to stick right back at that point and that's okay there's nothing wrong with being in those early stages get excited because once you've got all that stuff in place you can move forward I think one of the biggest mistakes artists often make is like I've made something I'm going to sell it and then suddenly there's a lot of backtracking and it's like oh wait a minute I haven't got a website or I haven't got this or should I have done that and that's when the overwhelm can come and it can be super frustrating because you know you've got something that you haven't filled in all the pieces and you're trying to leap from here to here and it doesn't work too well and we like a nice system that walks you through things keeps you stable keeps you grounded you just focus on the bit that you're focused on you don't have to worry about anything else so if this sounds like something you're even just slightly interested in click below this video or look below this video and there's a link to where you can find out more about our art business academy there's also a free training that you can watch if you'd like to watch that as well otherwise thank you so much for watching today's video if you liked it give me a thumbs up shoot me a comment let me know below this video what stage you think you're at and even put a photo of what you're doing we'd love to hear from you as well alright thank you so much for watching I'll see you on the next one


Hey guys, it's Nate, AKA the Foot Accountant. Welcome back to the channel. This is a video today for my guys on a low budget. I'm gonna be talking you through some ways that you can make coins in FIFA 20 Ultimate Team with a budget of anywhere from zero coins all the way up to like 150 to 200K. We're gonna be looking at some bidding strategies today. It's gonna be basically bidding so that we can flip cards and flip cards quickly and increase that coin amount very, very quickly. There's some very OP methods, especially right now in foot, with a lot of people doing league SBCs. With all of these SBCs out in the game, there's constant demand for all of the players in these leagues because people are wanting to get either these rewards from completing the entire league SBC or they're wanting to get the pack rewards that you can completing the individual SBCs, right? So these league SBCs right here are the main focus for us today. These are the main cards that we're gonna be looking to find and to bid on. I've been starting to flip a few of these cards just to kind of get back in the swing of things. But you know, I like to trade with a lot of icons, right? But before you can get to a level where you trade with these icons, you have to get some coins, right? I just made three to 400 coins per card right here on these silvers, right? It was very easy. I'm gonna show you how I did that right now. I'm gonna talk you through it step by step. Now, first thing I wanna show you, just gonna be three methods in this video today. First method is using league SBCs. And is this video for everybody? Yes, I think it is because if you're somebody who has eight million coins like me or somebody who has 10,000 coins, maybe like you, we can all use this information to become a better trader on this game. And this is a good way to even practice for like the beginning of FIFA when everybody starts on zero coins. But regardless, here we go with a, this is a league SBC inside of, a league SBC solution inside of FIFA 20, right? So what I did here is I went and I found the league SBCs on footprint.com. I'll leave a link to this in the description where you can find these league SBCs. So I'm inside of the serial league SBC and I'm gonna click on a squad. Let's click on spa, right? This is a league SBC solution for spa. So people come to this page to find out which cards they need to buy to complete this league SBC. It costs about 9,000 coins on the PlayStation at the moment, right? But if we look over these cards, this Dabo is 1,300. This Velody is 800. Valdivore, 1,400. Tiago is 2,100 coins, right? Some of these cards we're gonna be able to get on bid or very, very cheap. And again, people are always doing these league SBCs. There's always demand for these cards. So I'm gonna take you over to foot and we're gonna look at some of these cards individually, right? This is the first method that I wanna talk with you guys about today. Looking at individual cards that you need for league SBCs. So this Dabo, 1,200 coins, right? Now, we have to make sure that we're buying the correct one because we want the one from spa. The one that I just looked up there was Fiorantina. Both of these are from Fiorantina. Let me find a one that's from spa really quick. Boom, there's two. Make sure when you're buying these cards, right? Make sure you're buying ones that are from the correct team. A lot of these cards have, you know, a lot of these people have changed. These players have changed teams and sometimes the team that you're looking to buy is not the exact one that you actually need for that SBC. So anyways, for this Dabo, looks like he's selling for 1,900 coins for this spa version of his card. We have a couple open bids here for 300 coins. We're gonna check those on the transfer list and try to catch them on an open bid because we know we can sell them for like 1.9K. We can get them on bid for 1,000 coins or less. That would be fantastic, fantastic profit. Let's look at one more card, the Tiago, right? It was Tiago Cognier. That was his, was that his name? Tiago Keonek. Ah, this guy right here. Says it's 2,000 coins according to footpin. This guy, the spa card here, ooh, there's some at 1,400, interesting. But how many open bids do we have? Again, we're looking for the open bids, the quick, quick flips. This guy's usually like around 2K-ish. Boom, two minutes left. We have a 200 coin bid, a 150 coin open bid, right? These open bids are gonna be everywhere for these cards on this game. Add them to my transfer targets and we'll go back and we'll bid on those here in a minute or so. So that's kind of step one, right? You're going through an individual league SBC. Let's look at one more. We have a couple, we have like a minute before that card's gonna show up, right? Flow Kari, how much is he? How much is this guy? 900,000? This guy's right around 1,000 coins. Boom, 1,000 for Flow Kari. How much can we get him for on bid? Any open bids about? Let's set it to 800. 800 is a couple of them, right? So we have a couple open bids here. We can add this guy and boom. Now we're just trading inside of one league SBC solution and we're gonna be looking for a few of these cards. Now show me these, Tiago Keonek, right? 350, there's a bit of competition here. We missed a dabo on 850 bid. Now that card was probably re-listed for by another person trading with these. We're like 1.7 or 1.8K. They're making almost 1,000 coins on that flip right there. So that is a GG for them on that flip. So again, you can do this all day long with these cards. You just find a card that is on an open bid and you get on the bids if you know the price via the league SBC that we used here, right? So I'm gonna try to win this for like four, like maybe under 1,000, because I know I can sell it at 15 or 1,600 over the hours timeframe. I'm gonna go ahead and bid 600 on this. Looks like we have some competition though, so it might not be the best odds for us to win this. But again, this is like method number one that you can use to bid on these cards. Again, the biggest thing here is you're finding cards that sell for an inflated value because of the league SBC. I'm just gonna drop a 1K bid. I'll go 1.2K and I'll walk away from this one just in case, right? I'm gonna show you method number two just in the sake of keeping this video moving and keeping the information flowing to you. Again, we're gonna be looking at silvers and we're gonna look at an entire league at one time right now though. Instead of searching for one player, we're gonna make this little filter right here. You can do this with almost any league, especially a top five league because those are the league SBCs that are completed the most. We're looking at Serie A right at the moment. Max price, 300 coins, quality, silver. You set this max price to 250 or 300 coins. You're going to be looking at a lot of cards like this Casata. Does he sell for anything? This guy's going on a 150 bid. Oh, it went away. This is, oh my gosh, Lukic. What is this from Torino? Always add it to your transfer targets, right? This guy, wow, this is actually an expensive silver, man. Are you kidding me? Oh, I gotta get back to my transfer targets. That is a way right there. That filter that I just showed you is a perfect way to get on some, oh, it went away, man. No way, how much is this card worth, bro? How much is this card worth? Yo, that's a 2,000 coin silver card and this guy just got it for 300 coins. So this filter that I'm showing you right now is a great way to look at a mass amount of silver cards at any one time. Favolini, right? We're going to add it to our transfer targets, then we're going to compare the price. I see a couple of 600, but at 150 coins, you literally cannot go wrong. You literally cannot go wrong. What about the Alessandro? There's 1 in 900 coins right there. A lot of these cards, you can honestly, if you see a bid at 150, you can drop the bid because at the very least, they'll probably sell at 200. But what we're looking for here is kind of what we saw with that last card, Krunich, right? That's a big team, Dacosta and Krunich. Let's go take a look at these. I'm going to my transfer targets to compare price on these cards. Dacosta, 300 coins. Looks like you might sell for like 650 or 750. I'll drop a bid at 300. What about Krunich at 350? What does he sell for? Somewhere around maybe a thousand? I'll drop a 450 bid. Now, one thing you have to be very careful of when you're comparing price and using a filter like this when you're quickly comparing the price for Dacosta and Krunich. Let me go look them up individually. You have to make sure that you're getting an accurate representation of the price, right? So this Dacosta, what was he rated? He was a silver. He was rated like what? Was it this guy right here? 72 rated Dacosta? Yeah, this is him. This is him. When you compare price on a card, right? When I click compare price, I'm obviously not seeing all the listings. So you gotta make sure that's why you add the card to your transfer targets if it's in that 30 second window. So this Dacosta card sells for 550. Looks like he sells for 550. I just got him on bid for 300, right? So that's 250 coins of profit right there. Again, if you're using this filter, let's go back to Syria, 300 coins. This is the biggest tip that I can give you. When you go to these cards, right? You find ones you wanna bid on. Patricione, we're gonna add them to the transfer targets. This is a center back. I'm gonna add him to the transfer targets as well. We're gonna look at Patricione. Tricione, let me find my guy right here. This is my guy. This is the best way to look up the prices individually instead of comparing price. Boom, 650, all right? He's on the market for 650. I forget the other guy's name, but we add him to the transfer targets and there's a little bit of time left so we can actually find him. So boom, Patricione, 250. You know what? I can sell him for 650. I'll drop a cheeky bid of 300. And if I win that, we'll be sitting pretty. What about this guy? What about this guy? I see a thousand right there, a center back from that team. I'm okay with bidding 400. And as you start to do this, you'll learn which players are more expensive and which players are less expensive. So boom. Did I win any of these bids? I did. Wait, let me go back a page. Here we go. DeCosta and Favolini. So on Favolini, looks like he sells for right around 500 coins maybe, 550. Maybe 500 coins. So you know what? I'm gonna list that up for, I'll list it up for 400 coins. I'm making 300, like 350 coins after tax right there. Boom, that's a solid sale right there. You know, you're making a little bit at a time. Oh, Patricione, my man. We got him for 300. He sells for 650, right? I'll list it for 600 even and undercut that price by 50 coins. Boom. And then, oh, we got this Dmitri guy as well. All right, I'm gonna have to go look at his price for the quick boys, all right? D, Dijimsi? The pronunciation is not top tier on these boys. I'll be honest. This guy sells for 900 coins and we just got him for 400. Is that right? So dudes, I know this does not seem like a lot but if you're somebody on those low coin amounts, right? This is massive for you. I'll list him for 850 and that's itself pretty fast. We're already getting a couple sales rolling in on the transfer list. As you see, I trade a lot with icons. Favolini, boom, 400 coins almost instantly purchased. That's a GG right there. So we got one sale literally in seconds on one of our first cards right there. So that's the whole point of flipping these cards to get quick, quick flips, right? So that's methods number one and two. To kind of build off of method number two, I wanna show you guys a way to do this with non-rare golds. If you don't wanna trade with silvers, that's fine. You can do it with non-rare golds. I'm here on foot bin.   Way down here. That's how you can sort all the gold non-rares and then sort by order by PS price or Xbox price, whatever you're on, high to low and then you're gonna kind of scroll down to like page three or four. Find some of these cards that are like 2,000 coins. Sven Bender is my example, right? This is a center back for Leverkusen. He's 2K at the moment according to foot bin. All right, let's go check out Sven Bender. How much is he actually going for on the market? 2,000 coins, Sven Bender. There's a few of them, 41 minutes left. What about 1,900? 1,900 for Sven Bender right now. How many open bids do we have, all right? How many open bids do we have? I'll bid up to 1,400 if I can sell at 1,900. Look at all of these open bids in the next 10 minutes. In the next like 13 minutes, we have a full page of Sven Benders on open bid that we could be getting at a low price, right? So you're gonna add these to your transfer targets. This is one way that you can kind of control the market on one card if you just wanna focus on one card instead of a lot of them. You can do it this way as well.  Patricione, my man, selling at 600 coins as well. That is a dub. All right, last thing. This is for like, so those methods I just showed you, right? That's perfect if you're on anywhere from 10K to like 50, 60, 70,000 coins. But once we get up to that 100K range, we wanna graduate into something a little bit more, right? We wanna start trading with some more profitable cards because now that we have more coins, we can go spend more coins to make more coins, right? It just compounds until you get to the highest levels of trading on FIFA. I'm looking at Team of the Week 18. You're like, why am I looking at Team of the Week 18? I'm looking at these guys on the bench, the SBC fodder cards on the bench of these Team of the Weeks is where you wanna look, right? If you're on anywhere from 50, 60, 70K and above, look for open bids on some of these informs that are almost forgotten about, right? What are these cards used for? SBCs and basically SBCs only. L.Arabi, 84 rated, he's 18K, right? This guy's basically SBC fodder, right? But he's from an old Team of the Week and that's the key here. L.ArabiInform says he's 18K. Do we have any? He's got a UCL card, so we cannot get those out by doing a min bid, right? Wow, 81, okay, we want the 84. That's a good thing to note. So we want the 84 rated, not the 81 because this guy has an 84 and 81. So this guy's like what, 19,000 coins it looks like? 18,000 coins for the 84 rated L.Arabi. So we're gonna go look for open bids on a card like this at like 15, 15,000 coins, boom. We wanna see all the informs, right? 84 rated, here's an open bid L.Arabi with 28 minutes left, open bid, right? This is the card you're gonna wanna watch, try to get it on bid for cheap and you can look through a lot of these Team of the Weeks back on footbin. The older that you go, the better because for these SBC cards, the longer that they're out in the game, the less supply they have and if somebody needs to go buy for an SBC if they're using an SBC solution, you could make some coins on it. Pacheco, 26K, Junior Morales, 12K. You don't wanna look at 12K cards. You wanna look and see if they're like 15K and above because those cards you'll be able to get on bid cheap enough and get some profit off of. And again, we're looking at old Team of the Weeks, so like this Trimmel guy, right? Right wing back from Union Berlin. Let's look at Trimmel. My dude, this could be a good card right here. Trimmel, Christopher Trimmel, special card. It says he is 18,000 coins. He is currently 18,000 coins, five minutes left and this guy's got an 11,000 coin open bid right here. There's potential for profit on this card, right? This card sells for 18K. We might be able to get it for 11K on bid. That could be massive. So again, that's kind of a method you can use if you're starting to move up the ranks, 50, 60, 70,000 coins or above, you can start moving up those ranks. I just got another sale. Who did I sell here? Dimitri, boom, 850, I got that for 400. So again, you can see how this can be very profitable over time because you're constantly turning in and out cards on these open bids. What did this Sven Bender go for? Okay, this went for 1,500. Didn't any of these other ones go for cheap? I'm watching you use Sebia right now as well. That's in a totally different price range. 1.1K for this, 350, right? And then I have a Mandanda that I'm watching. This guy sells for 15, 16K and then Trimble, right? So that's kind of how you go for it. I'm not gonna be able to have time in this video to go for these in forms just cause I wanna keep it short for you guys. But those are the three methods you can do to get yourself from like zero, 10K, all the way up to 200,000 coins and it will go by fast, boys. Let me tell you, all right? Let me tell you it'll go by fast because as you can see, I just flipped three cards within a matter of like 10 minutes and if you're being wholly focused on this and entirely focused, it can be very, very profitable if you're on that lower tier budget. So if you guys enjoyed this video today and it helped you out at all, smash your thumbs up on it, comment down below if you have any questions and of course, subscribe to the channel if you are new. It's been Nate, The Foot Accountant. Catch you guys later. Peace.