Hi, I'm Matthew Coast, head dating coach and founder at CommitmentConnection.com and in today's video I'm going to tell you five signs that you're dating a toxic person. So are you dating a toxic person? We're going to find out right now. And if this is your first time to this channel, make sure that you hit the subscribe button on the bottom right hand side of the video in order to get more videos on how to have the relationship you've always wanted. So let's get started. So are you dating a toxic person? I'm going to give you five signs to figure out if this is a toxic relationship, a toxic person that you're with that maybe you might want to get out of. Sign number one is that he's always playing the victim and there's always drama everywhere he goes. And you can tell this usually like if he talks about some of his previous relationships or if he talks about his family or if he talks about some of the situations he's in and he's always kind of the victim. He's always being mistreated. He's always he's always the getting hurt or something and it's just this big whiny cry fast. That's a good sign that he's a toxic person. Sign number two is that normally you feel great about yourself. Normally while you're single or maybe you've been in other relationships you felt great but all of a sudden it's like you got into a relationship with him and it's like you find yourself feeling crazy and maybe emotionally psychotic all the time. Here's the question you should ask yourself. Did you feel like a better person before you met him? If the answer is yes, you're probably dating a toxic person.  Sign number four is that he gets so jealous and it's not you know getting jealous is a I think it's a natural and normal thing to feel but if you get jealous and start behaving through that jealous especially to the point of like trying to control or manipulate somebody trying to you know constantly we constantly have to be in touch with each other. I constantly have to talk to you.  That's a good sign that that person is actually just toxic. So sign number five is the overly nice guy and you know sometimes these guys aren't super toxic it's usually more like they're just really needy and that they aren't very confident in themselves and they don't really know what to do and usually you'll see them be really nice and then not get a reaction that they want and then they'll turn into this bipolar guy where they're angry all of a sudden because they were really nice and they didn't get what they want and so you know if you're with a guy who kind of defines himself through his relationship and thinks that you owe him something because of how nice of a guy he is that's a good sign that he's probably not the right guy for you. Thanks for watching this video. If you're ready to know exactly what to say and do to attract the man and the relationship you've always wanted click on the button on the right hand side of this video and go to our website.


Well, I'm on my way up. That's my goal. It's the top As a rational agent I have goals that's Part of what it means to be a rational agent and again for you know a major thing about rationality is To perform those actions that do not defeat the purpose or the goal of that action So it would be irrational For me to climb to the top of this by say I don't know trying to somersault Special with me it's never going to happen Okay, well remember for Kant Rationality is everything when it comes to morality And he has some yes, there's some pretty serious implications from this so One of these implications that constant, you know basically what constant trying to get at is you have to let people make their decisions and Be responsible and live with the consequences of their decisions Well a question really quickly is you know kind of why I mean this is real intuitive We you know we think something like this is true already We may not be to convince me may not need to be convinced of this But there's there's some reasoning behind it right for what what Kant's saying here is look you're a rational agent you have goals you try to achieve those goals and Anything that defeats the purpose of your actions, right? If you're performing an act to defeat the purpose of that act is a self irrational Now what does this mean well? Suppose you take Kant's opposite view or opposite of Kant's view and you say well You know I'm a rational agent, but I can thought I can interfere with other people's agency Kant would say that's irrational Because there's no real difference between the kind of thing you are and the kind of thing other rational agents are You're all rational agents. So if you interfere with rational decisions You are saying that Rationality is a self something to be interfered with. That's irrational. It defeats the purpose of being rational It defeats your purposes if you say it is fine for me to interfere with the decisions of rational agents you are Allowing yourself to be interfered with because by the way you're a rational agent So again Kant's pushing on this idea that rationality implies Universality if you are you know if you're performing an act you are willing that that act be made into universal law and That's just because you're a rational agent amongst the rest I'm gonna keep climbing to the top Please Don't stop me. This was this whole rationality thing amount to anyway. Well think about it this way When we were talking about the categorical imperative before and Kant's pushing this idea of rationality so What's going on? Well Think of it this way for Kant You're doing things every day You're making decisions and you are willing certain actions to take place Now think of every action you make as Generating a rule in a game And it generates a rule in a game and what this game means is that everybody can do and does What you do so I'm walking along this path and I In stopping occasionally To talk into a video camera If I can't this means that as a rational agent I have decided this so I've established this rule That everybody can do that, too Right. It is I am willing that everybody has the option to stop and occasionally on the trail as opposed to something like You know, I you know if I just kept walking on the trail never stopping never allowing any pause Right, that would be a different rule that was set into place Now since I've allowed myself to stop and pause on a trail I've established this rule And other people may also follow other people may stop and pause on the trail And this is this is this is kind of sort of what Kant is getting at with his idea behind a categorical imperative It's like when you act You're making a rule And you're making a rule for everybody else to follow And by the way You're going to be held to that rule, too That's part of what it means to be a rational agent.  We say it a lot, but Might have consequences that you don't foresee So first consequence of this is one we we typically like when it's applied to ourselves, right? First consequences is we can't use people as a means to our ends We have to treat them as an end in or themselves What what does this mean? Well? We are all rational agents That means you know if we try to interfere with somebody's rationality. We are desiring We are you know willing that our own rationality is interfered with And again your rationality of an act requires universalizability, right? They're universalized, right? It's you will an act you willing this rule into place Well and to will that you you know to will that other people may be used, right? That we may treat it like a means means that you're willing yourself To be a means and that's irrational it defeats the purpose of being rational Okay, so when we're talking about using people as a means Cons talking about manipulation Cons talking about lying Cons talking about even just persuading somebody To do what you want them to do But you know maybe a way to say not for the right reasons So as an example of using people as an end or our treating people as an end I should say now the idea is that you let them make the decision With you know the best knowledge and best desires that they can have So a lot of business exchanges are supposed to work this way I go into a restaurant and I order a tuna sandwich Now I am paying the person at the counter money for the tuna sandwich But that's part of their decision-making to accept that money and make the sandwich for me We've both made this decision. We both have goals in mind and our goals have aligned in this one action Me getting some food Their goal, you know to make a living and the goals have aligned To for this one action where I pay for a tuna sandwich and they make the tuna sandwich for me Now if I would to use somebody for my own ends I would You know the goals would not be aligned right or I would try to achieve the goal in a way that subverts their goals Right, so I'd walk into the store right walk into the restaurant ask for tuna sandwich Then making the tuna sandwich, and then I bolt I dine and dash Okay, I have subverted their goal Their goal is to make a living and I've cheated that purpose By you know letting them think or manipulating to think that I'm going to give them money for the tuna sandwich so we can't treat people as a means we have to If we're gonna act and we're gonna work with other people we have to work in a way Such that everybody gets what they want That's what it means to treat somebody as an end everybody gets what they want This is the the first consequence and you know a first implication of his view about respect for persons and we like this because we want to be respected as a person and we want our goals to be met but This means that you Have to also work and cooperate in a way that such that everybody else's goals are met And that's hard kidding. Everybody's goals to align. That's hard Well I'm sure everybody has heard of the golden rule and it pops up and across the planet across time actually and roughly You know it's treat others as you want to be treated and Cons theory cons idea behind respect for persons very much applies here treat others as You want to be treated Now since he has this notion about rationality And that we should you know where we're acting. We're setting these rules into place if we're gonna respect other people's Wishes other people's agency We have to treat them According to the rules that they establish So cons theory about respect for persons Pretty much implies treat others as you would want to be treated and And as the second part treat others as They treat you and this is where he gets into his talk about punishment right when we punish the criminal we treat the criminal as The criminal has treated others Because the criminal is a rational agent and has decided that as a rule that behavior is What should happen? So we should respect their wishes If somebody steals they are willing stealing as a rule So we should take their property As somebody is violent We're willing violence as a rule or excuse me. They are willing violence as a rule So they should be treated violently if we If somebody will murder They are willing killing Therefore they should die This is the idea behind a cons idea behind punishment That we are merely respecting their wishes When we punish them for their crimes and in a way, it's really not even punishment, right? We're just treating them as they want to be treated Now con you know somebody would say well hold on a second, right? No, no nobody who goes to jail for stealing ever wants to have their property or their time taken away from them Con would say sure they do That's what they willed as a rule. I mean they're a rational agent and all I'm doing Is respecting their wishes They have willed that stealing be a rule So we take from them And this this is an interesting position, right? It's not just the golden rule treat others as you would like to be treated But adds on the second part of that Treat others as they treat you


Your first December opponent, Philadelphia, their quarterback, Jalen Hertz, last Sunday night set a franchise record for rushing yards. When it comes to defending a quarterback like Jalen Hertz, where do you start? It's hard. You know, it's, he's, he's having an outstanding year. He's really got a unique skill set as a dual threat player.  He's able to make yards running the football. He's really good with the ball in his hand. He's elusive. He's fast. And he's good throwing it too. You know, he's almost 70% completion rate. He's got weapons to throw too. So he's a dangerous player right now. Now, Mike took the low hanging fruit because everybody talks about Philadelphia's offense, but their defense has actually been ranked higher throughout the season. What makes them so good? Well, I think it all starts up front.  Him and Hargrave are playing really well in the interior of the defensive line.


2023 is going to be a crazy but exciting year. You have seen the stock market going up and down and company layoff employees. They also slow hiring freeze hiring. Some of you guys have to lend the internship in the summer 2023 because you'll be graduating sometime in the future. So it's very critical. You have to use the latest and new strategy to conquer economical challenges in this video. I'm going to share with you the top five strategies, how you're able to lend your PM internship as soon as possible. And in the last two months, our student lend three prime manager internship offer from Microsoft. I guarantee you follow the five strategy exactly how I told you in this video. You're able to achieve significant outcome as well. So make sure to stay until the end of the video to unsend the secret number five that majority of people do not do. Hey guys, this is Dr. Nancy Lee, a direct product and featured in Forbes. I help 100 people lend their dream PM job offer in fan companies and unicorn startup and continue to get promoted as a product leader. If you're interested in management course, you go to PM accelerator die. Oh, to learn more to learn the most effective way to become a product manager, subscribe to channels, hit the like button. So be notified every time turning video every Wednesday to lend your product manager internship in the summer of 2023. First of all, let's understand the most important question. A company still hiring right now? Even during layoff? The answer is yes. You're able to find 16,000 PM internship jobs on LinkedIn as I am filming this video right now. So there are still opportunities out there, but definitely significantly fewer than before. I've been coaching people in the program engine and space in the past a couple of years. Now, let me give you my prediction regarding how many more internship opportunities will be available in the upcoming few months. Majority of the companies, they will decide they're going to hire PM internship starting from February and March. And suddenly we'll see more PM internship openings because these companies, they are trying to look out for the new economy. They're also preparing for the summer. So therefore I want to get ready for the prime recruiting season in February and March. There will be more openings coming up. Knowing that there will be more PM internship opportunities coming up, you should also be strategic regarding what type of companies you should apply for. First of all, let's call the elephant in the room. It is true, majority companies reduce the hack on layoff people, but some companies they still send out PM internship offers already. So let's look into fan company's category and for some companies, for example, Google program manager internship, they already gave out offers and Microsoft program manager internship, they already gave out offers as well. So those positions are filled in fall 2023 already. So therefore I want you guys to focus on other fan companies if you want to go to fan companies such as Amazon. So Amazon program manager internship is still available and they give out internships throughout the entire year and also before you start your summer internship. For example, last year, I was going to receive the Amazon program manager internship in February and when he networked with prime managers within Amazon, the opportunities wasn't available. But once they opened up the opportunity, he's the first person to get in or land the internship. So therefore look into Amazon as a company because they're more dynamic. I also highly recommend all of you guys to look into non-fan companies as well because those fan companies already give out internship offers. Now for non-fan companies, especially those small media companies, they are getting ready to open up their PM internship in February and March. Now let me define small media companies. Small media companies are companies who come from the startup all the way to medium-sized companies but still generate good cash. So they're cash cow businesses even if during a recession. And those cash cow businesses they either already received lots of investment from the investors or they're already generating lots of cash flow from the customers. They will continue to hire prime managers and interns. Now let me ask you this question. What do those companies have in common? Google, Apple, Amazon, Netflix? It's not that fan companies actually, they're all born during a recession. 68% of fortune-fisher companies actually was born during a recession. So therefore capture those opportunities working for small media company could be a really good way for you to land a PM internship. Secret number three, get as many referrals as possible and do not only apply for jobs online. As we all know during recession there are much fewer opportunities out there and there's so many more candidates competing for the same job openings. So therefore you need to increase your efficiency by getting referrals into the new companies. Now how to get referrals? There are two ways to do it. Number one is that you need to look into the existing connections, especially alumni, your students. You connect with lots of alumni who can refer you into a new company, give you extreme crazy case. A friend of mine joined Google. It's crazy how he joined was because his college classmates and roommates, sister works for Google and then she got a referral into Google and then he passed interview and joined Google eventually. So those examples of referrals and doesn't have to be someone you know very well but as long as you have some weak connections and you're able to have that person to refer you. What if you don't know anybody inside a company? You just need to pitch yourself to the hiring managers or anybody currently working within the company. But the biggest mistake people make when they reach out people to get referrals is that they do not pitch themselves. They go out to ask for a job but instead you go out ask for advice. And on top of that, you should also pitch yourself so that they think you're the next Elon Musk, the next deep job, the next CEO in the future. So they really want to help the next talent out there. Oh, by the way, people don't like Elon Musk. Well, maybe he'll say, you're the next people who can even chat GBT in the future. So it's more about showing off your contribution, your talent for people to refer you into the new company. And you can learn specifically to pitch yourself to the hiring manager for 30 seconds by starting this video free training right here. The fourth secret is to build a product portfolio. Believe me, once you have a product portfolio ready, it's going to increase your success rate 10 times higher for sure, I guarantee that. Product portfolio is a tool to demonstrate your related experience and also your achievement so that you're able to show off your raw talent before you even join the company. And the company can also use that to evaluate actually you can do the job or not. And also for people who refer you, you already have a portfolio. So all of these persons really like dedicated in manding this job and joining this company and you will get much higher success rate for people to refer you as well. Of course, a product portfolio is very different from a designer's portfolio and product management portfolio can be the following. For example, your school project or your volunteer experience as long as they are related to product management. And the most important thing among everyone to understand you need to learn the product management knowledge before you turn everything into a product portfolio. For example, our students Iris, she learned the PM internship offer from Microsoft. She turned her past experience into a product portfolio so that she's able to have very great conversation to show off her ideas during the interview and demonstrate to the interviewer that she already achieved something similar as a product manager in the past. That's how she learned her Microsoft product manager intern for summer 2023. There are 13 different kind of projects you can do on your own to create your product portfolio. You should go to this website and download 13 different projects immediately. And check out this video where I give you free training regarding how you're able to gain experience and leverage product portfolio to increase success rate significantly. I'm going to link the video in the description as well. Now let's talk about the secret number five. How to land a remote PM position that most people miss this big opportunities out there. First of all, you need to search remote PM position on LinkedIn and you can discover 35,000 search results. And on top of that, you can also try to change your search location to make it in UK, Singapore, maybe China, Canada, US, many different places. You're able to find so many more remote PM job opportunities out there. And second, immediately after you find those opportunities, reach out to the company to tell them that you're willing to work in the local time zone. And third, you need to expect and be reasonable regarding the salary because when you get remote PM internship or PM position and it's likely they will pay you based on the local currency. And for example, if we're for US company, your salary will be higher compared with any other countries regardless of remote or non-remote positions. If you work a company in UK, the salary will be lower compared with the US salary for sure. So you need to be reasonable regarding your salary expectations. Third, once you find those remote PM positions, you need to use the networking strategy at teaching step number three to get referrals and network with them, pitch yourself to the heavy managers or people inside a company to increase your success rate significantly. So comment below, are you looking for remote or non-remote part of the internship? I'd love to learn about it. The company currently looking for remote positions are Microsoft, Autodesk, Dell companies. There's so many more, you can discover them on LinkedIn. One of the biggest challenges in your PM job is actually not having product management experience at all. So in this video, I discuss how you're able to get your PM internship with no experience. You should study this video in depth so that you are able to use the best strategies with the right experience when you're dream product manager internship. If you find the free tips very helpful today, please make sure to like, comment and subscribe to channel and share this video with any aspiring product manager. This is Dr. Nancy from PM Accelerator.io. I'm gonna see you in my next video. Bye guys.


We'll work with the breakfast and plus TV Africa. Time for us to look at, you know, electricity tariff and, you know, conversations surrounding it. Nika Gule would join us this morning, I mean, to make sense of some of the consents that have been raised by electricity consumers. However, electricity consumers in the federal capital territory, that's the FCT and other parts of the country, have decried the increase in tariff by the electricity distribution companies, discourse, the consumers say the increase in electricity tariff is unjustifiable given the unreliable and epileptic power supply across the country. They've also described as annoying the secret increase in tariff. I think that you only discover that there was an increase when you recharge your meter. This is for meat at customers because, I mean, you still have on meat at customers. Information available shows that the Nigerian electricity regulatory commission approved a minor tariff order review for December 2022. According to the review order of Abuja Disco, saying that was made public, it was reported that it issued the adjustment to power tariff on November 28 and directed discourse to implement the charges from December the 1st, 2022. Now, BAN-A customers will pay as much as 81.1 per kilowatt and BAN-A customers would receive minimum of 20 hours of power supply a day, which will, you know, they'll have to pay between 66.95 Naira and 81.18 Naira per kilowatt. That's in the hour. Now, BAN-B customers who enjoy a minimum of 16 hours of power supply a day will now pay between 63.35 Naira and 76.15 Naira per kilowatt. That's, you know, per hour. Now, and in all, the Nigerian Ministry of State for power, Godi, Jedi, Agba, and all the stakeholders have reportedly refused to confirm an electricity tariff increase that have occurred. I mean, that has occurred. Now, it feels like there's been a categorization of consumers. So you have BAN-A, you know, you have BAN-B and all of that. And depending on how many hours, but however, there's an increase. Nick Aguile joins the conversation this morning. Nick, it's good to have you join us. I'd like you to show your thoughts on this. What do you make of this whole, I mean, scenario? And do you think that this tariff that has been increased can be justified with the power supply that Nigerians are getting across different parts of the country? Thank you so very much, Merci for that question. And my direct answer is that it is totally unjustifiable. You see, I am in a position where I pay electricity tariffs in two countries because of my dual residency. So I pay electricity bills in the UK, where I live with my family. I also pay electricity bills in Nigeria, where I visit now very often. And I can tell Nigerians for free that Nigerians are paying way too much for electricity already. You know, in the UK, we have what you call dual fuel. Dual fuel in the sense that every home has gas and electricity packed into it. You need a gas for cooking and you need a gas for heating when it's wintertime like now. And then you have electricity. The money that are paid for this dual fuel in the UK is less than what people are paying as electricity tariffs in Nigeria. By the time you add the fact that people have supplemental power solutions, either as generators or inverters or solar or some other thing, if you add the cost of all of that, Nigerians are actually paying way too much for electricity that is not being delivered. Because the cost that I'm comparing with, which is the UK cost, where I also pay electricity bills, is for 24-7 electricity supply. Specifically, I would like to tell our viewers that I have lived in the UK for nearly 20 years. And since I have been in that place, electricity has not blinked for even a minute, a second. It has not blinked. It has not blinked. So at any point in time, you switch on your lights. The lights are where they will come on. And there are people who cook with electricity and also sorts of things. Electricity is steady 24-7 years. People are paying less for that than in Nigeria where you'll be lucky if you see hours of electricity per day. And the problem here is very simple. By global standards, you are expected to generate and supply 1,000 megawatts of electricity to 1 million people. So as Nigeria is populated by 200 million plus people, if we go by global standards, we should be supplying 200,000 megawatts of electricity per day. What are we doing? 3,000. So if the supply is short, the price will go up. So this hike, this electricity tariff hike that we are experiencing, is resulting from supply deficit. That is the canon of the matter. The more electricity we generate and supply, the less the unit cost of doing that. So that is just what it is. And that is my initial view on this subject. What are your thoughts on the lack of communication to the public about where things are right now? Lack of explanation because Meso is talking about the cost of electricity per kilowatt hour. Not many people are really familiar with what is being charged and what they are paying. Nobody has written a letter to me as an electricity consumer. Nobody has sent me an email as an electricity consumer. All I know is that the 5,000 that used to last me one week or more, but at least one week now lasts me sometimes three days to four days. Some of the posts are paid by consumers in this country. If they tell you what they are paying now, their electricity bill would actually be higher than what they pay for rent if you add it up for the 12 months in a year. So it's just like the fuel supply situation. We know for a fact that the NMDPRA met with members of IPMAN and directed them to increase their charges or the cost of fuel per litre. We know for a fact that NNPC filling stations in Abuja and Lagos are selling higher than the approved pump price. But they are not telling Nigerians that they've increased it. No information. So what are your thoughts on this situation in the electricity sector? Bearing in mind the fact that look at the NERC regulations, the discos are meant to implement increase every year. They call it multi-year tariff or something. Increases periodically. Yes, my thoughts is that this is very sad. This is very sad because there is a maxim that says the consumer is the king, but not in Nigeria. In Nigeria, consumers are made to become beggars, to be queen of for everything, to be looking for photos and services with their money in hand and people cost scarcity of these terms. So it is very sad that this lack of communication by the electricity companies to consumers to inform them of tariff hikes. I mean, it bothers on, I don't want to say criminality, but definitely it is morally wrong and it doesn't show any good business ethics for you to surprise your customers with price increases. I mean, any decent organization should be able to inform customers and say, look, this is the picture on the table because of A, B, and C, we have to increase prices so that we can serve you better. But to increase prices through the backdoor electricity, backdoor price increases. A few backdoor price increases, as you have rightly mentioned. It just takes the consumer for granted. And I tell you the reason why this is the case. In Nigeria, we have electricity generation and supply transmission and supply at three layers. That is the generation, the transmission and the distribution. In the UK, we are also live, they have it at four layers. That is generation, transmission, distribution and retail. Now, at retail, you can switch your electricity supplier. So, if you live in a kejah for instance, you don't have to be bogged down with only a kejah distribution company. No, there will be about 5, 10 electricity suppliers. And if any of the suppliers is not treating you well, you just with a phone call, you will call and switch your supplier from one company to the other. With that, there is full competition at that retail point. And the companies now know that if we don't treat our customers right, if we don't pass information to our customers, if we don't respond to our customers needs, like transformer is down and we didn't go there to sort it out, the customers are going to switch their electricity supply to another company. Perhaps that is one thing that is needed in Nigeria, to create that four layer in the electricity supply chain. So that would you have the ability to be able to switch our electricity suppliers and put these companies that are taking consumers for granted on the spot. Nenek, just before Mercy comes in, what I said is, I mean, I won't be fair if I don't tell you that we're having where reside in Lagos, having next to constant electricity, if they take it at all, maybe for almost, I think, more than 18 hours of electricity a day. Mercy, don't be, don't be, don't look at me like that. So if we're seeing increase improvement in power supply, I mean, I had to use a generator, it's on constant, perfect current, you know, we have low current in Nigeria or like you guys in the UK. And should we be complaining? If we have 18 hours of electricity supply in Nigeria, like you are enjoying, I mean, you must be one of these privileged, you know, but don't ask me for the area, I won't tell you on national TV.  If we have 18 hours of guaranteed electricity supply in Nigeria, one thing that is going to happen, 3,000 megawatts to 200 million people is not going to be able to do that. Yeah. So we need to, as a matter of urgency, increase our generating capacity to at least 40,000 megawatts. Now with 40,000 megawatts, these are the things that will happen. Number one, we will not be able to supply more electricity within that realm of 18 hours to Nigerians in more places than just in a few places like in these privileged areas in Lagos. Number two, to supply, to move from the current 3,000 megawatts to at least 40,000 megawatts. It means we're going to build new power plants. And building on new power plants, we create jobs, you know, and then we're going to have new transmission lines. We're going to have new distribution centers. And all of those things are going to create jobs for our youth who are just working about endlessly without jobs. There are graduates that have left school for like 10 years, they haven't landed a quality job in their life. But these are the things that will run the economy. Okay.  And also the fact that despite the bailouts by the federal government, as of, you know, the time that we're looking at 1.5 to trillionaire, to this discourse, we're still having issues with power supply. I mean, the government is still giving bailout to the discourse, unless we're going to say that that's on paper. But yes, so my question is, what exactly is going on, even when, you know, the government is supporting this sector 1.5 trillion as a, you know, August 2022? The direct answer to that question is the fact that Nigeria has already undertaken a humongous privatization process in the telecom sector. I cannot stop using the telecom sector as an example. Yeah, because it is a privatization that we did well. And we are seeing the dividends. We have never heard that government is subsidizing or supporting the emptiness of this world in Nigeria. Never. We have never heard government giving them any support. Why? Because the privatization was done right. The privatization of telecoms was done such that they were regional telecom operators who already had strong balance sheets and expertise and experience and the technology to deliver telecoms to Nigeria. And that is why the MTN, the ATES, and the ATES gave me. These are already existing telecom operators and they were giving the licenses and we can see the results. Compare that to the power sector. The 11 discourse that we have, all of them, which one was given to a company that was already in the electricity sector somewhere in the world? Of them, the entire 11 discourse were given to politically exposed persons. We know them. We know the owners. And they have no experience in the power sector. They don't have the money. They don't even have the technology to do this thing. And that is why after privatizing, government is still taking our money and giving to them. And as government is pumping more money into them, private entities or what they are supplying to us is darkness. So what needs to happen? And I direct this to the incoming government because we are tired of advising President Buhari. I mean, he has three months or so to go. He is writing his handover notes. But the incoming government, what we are just advising them to do is that electricity is the lifeblood of any modern economy. Without electricity is like a doctor wants a body to thrive without blood. That doctor's work is in vain. So recognizing that with electricity, this our economy will not do well. Once they come into office in May this year, they should tackle this electricity conundrum head on by unbundling the sector. You mentioned about privatization. Now, we privatize the generating companies. But the government is holding onto the transmission, which is the middle layer. And then we privatize the discourse. Now, the generating companies cannot generate more than transmission can carry. In fact, some of the system collapses that we see is as a result of the generating companies trying to push too much power into the transmission network. And it just collapses the system. So if the generating companies cannot invest to generate more, because there is no transmission to carry it, and distribution can only distribute what transmission has given them, why is government not sitting on that transmission? And we have a government that is boring to pay salaries. They don't have the money to expand the transmission network. So the next government should unbundle the sector should leave the gencos there, should hand over transmission to a world, a global electricity supplier, like same the manitobas of this world, so that they can bring money the way the MTS grow money, and just give us a transmission capacity that can carry like 50,000 megawatts in the first instance. And in another four years, we should be talking about 100,000 megawatts of transmission capacity. With that, the discourse will not have enough electricity to distribute to Nigeria. And you know, as we distribute more electricity, so the unit cost will be falling. So this is what the next government must do. If we don't do this, the Nigeria economy will never do well, regardless of who is managing it. Thank you, Nick. I think what remains right now is that Nigerians are going through the harshest of economic times. And it is at this time, without any information that the government has sanctioned an increase in tariffs by the discourse. We'll wait to see if they will, hey, they will tell us anything about it. Thank you very much for your time, Nick. Thank you. My last word on that is that you remember that we had one NEPA, one NEPA, one managing director. Now, we have 11 discourse, 11 managing directors, 23 gencos, 23 managing directors, and a transmission, all these things on the same 3,000 megawatts. So you can see that what Nigerians are paying is at the additional cost of setting up all these companies with managing directors, executive directors, and that's what we are paying for, because the output has not increased. So we are just in a box, but let Nigeria come out to vote. On the 35th of February, we will take Nigeria back. And things like this electricity we are talking about will become a thing of the past. Hopefully. Thank you very much. All right, Nick, thank you so much for joining us this morning on the breakfast and plus TV Africa. We have to go. We wish you a very beautiful day. I wish you a happy day as well. Thank you and have a nice day. It seems pretty bright where it is. The sun is shining brighter in Makodi. That's the size of our package. I will be giving a cage of electrical medicine to find out if I'm paying more. That is officially. But you can follow us on social media, Facebook, Twitter, Instagram, and YouTube plus TV Africa. Second channel on YouTube is plus TV Africa lifestyle. My name is Kofi Bartel, so we're back tomorrow. And I am Messy Apokor. Do have a great morning. We're joining the newsroom at 9 o'clock for the news group. Please stay with us.


Real advantage I see to the cover crops is by September cool season and warm season you're basically out of grass for the guys with corn stalks, corning, harvested yet. So they need a place for these cows. Well that's where the cover crops really come in. They can go there and otherwise they just leave them in the pasture. Well then there ain't absolutely nothing left in the pasture and so that's where I really see Paul cover crops being a great advantage.


Thank you. Thank you so much. It's a great pleasure to be with you and to talk a little bit about ASA and to integrate what ASA does in what you've heard this afternoon, this morning. Sorry I'll get it right. And in a sense the presentation is reflected ASA's style, which is to actually get stuck in and do the hard work and try and do something to build a base for understanding African inequality in a very careful way and then talk about what we can say about African inequality but not shy away from the hard work, but then also not shy away then from the ambition of trying to explain that inequality. So that hasn't been a strong feature of our presentation this afternoon, but you need the basis of good data to do that. And I guess ASA's it's been around since 2018 and its hallmark has been to build these data sets and to build some tools. So what you've seen when people spoke about the ASA perspective on inequality and its trends in each of the three country contexts, those were built in partnership with the national statistical offices in each of those three countries. In fact the South African report is the first South African official release on inequality ever. Well I don't know about ever, but as the record somebody, some historian might find some clay tablet somewhere, but that close working relationship on the data and the data quality and into the policy space, into the SDG measurement space. So we've had some impact on what the countries add to their inequality reporting on SDG 10. Given the texture of the inequality it makes sense for some countries to be tracking lots of things and you've seen we don't just do income and expenditure, we do multi dimensional inequality and then the art of the work program is okay but how do those multi dimensional inequality intersect to reproduce and to produce the levels of inequality that we see and there's a particular focus in ASA actually on the dynamics of inequality between cross-sectional time periods because we have two very very good panel data sets in the continent, the Ghanaian socioeconomic panel and in South Africa the national income dynamics study panel which have to be the two best panel surveys on the continent and then we've also accompanied that work with a series of the commitment to equity, the benefit incidents, exercises, we've done them in each of our contexts, we've done them with the ministries of finance or the national statistical office as the bridge then into the policy discussion with something to say and in order to stimulate the national dialogue and then we've worked quite hard to try and increase the accessibility of the data for the national discussions of inequality to take hold and to stimulate the national discussions. So as you can tell there's a lot of sweat in there but it's that that's the way we've chosen to go. Of course we want a key foundation, founding principle of ASA really is that there's a lot of there's a lot of discussion about African inequality and it's growing importance in on the global stage and African poverty as well but a lot of that discussion doesn't actually embed itself in in Africa with African researchers and with an interface into the African policymaking fraternity and so we do have the aspirations to be talking about African inequality in general as well. We just started with our core basis and this is a key point actually if you look at the graph that I've got here these are measures of African inequality on the continent but by country that are produced one by the World Bank and you can see what came up before it was on Moon's slide was the extreme inequality in Southern Africa it's by miles the highest inequality region in the world and in fact if you take that art or just for it in Africa's inequality trends then Africa falls from being right up there with Latin America to the middle that doesn't mean that's the accurate characterization it just means you've got to be careful there's heterogeneities across the continent that are crucial. There's another picture here that's derived from the World Inequality Database in 2019 that doesn't just use the Living Standards Measurement Surveys of the World Bank but uses a combination of those surveys and fiscal data and national accounts to produce a picture of African inequality and it doesn't I guess take my word for it you can look at the PowerPoint later. They don't map exactly that they're roughly the same but there are many differences and in particular notice the fact that at the top end of the continent or their pockets on the continent where there's no survey data but there are estimates from from there but these are the databases that are being pushed into the big discussions in the UN around about African inequality and what we need to do to tackle it and so these differences are very consequential and it's not very very comforting actually to come back to my point about grounding inequality in in the in the policy processes but also in the dialogues within countries and then across the continent it it's not appropriate actually that the that these high level discussions are almost absent of Africans African voices and the data differences are consequential too so who's talking in what forum about African inequality and we just we don't just want to do what I'm doing now do missionary work but we were actually want to grind out then okay we need to come with something to say into that space and you've seen a bit of that today but not much about the multi-dimensional work that we've done right and so I just reproduced a slide from the South African presentation that that shows the paper that we've written recently using demographic and health survey data actually and some asset measures that we have developed ourselves to measure asset inequality and that's just to make the point that the objective of the exercise is to explain inequality and to to be able to focus strategies to overcome inequality okay there's a lot of missionary work but I think that's okay given all the data stuff we've had. I just want to make my point by little advertorial to a session this afternoon where we'll be talking about some work that we've done using the the WID data just to say it's possible it's not that we don't have the skills to use these data sets but we want to ask ourselves the question should we be using these data sets are they telling us stuff that's useful so we did use the WID data in this case and this is this is the famous re revisited elephant diagram updated a little bit where where the elephant went on a diet or something lost lost the middle and what we did was add Africa to that and it's and it looks impressive right and it is impressive and and it's important too if it's if it's true right and we're assuming it's true and we're just making a point here a very important point where does Africa sit in this world picture when you pull all the data and you do the world distribution well you can see these incredibly high shares of of Africa in the in the bottom percentiles of the distribution and it helps you well we'll tell you why that's important this afternoon but for now I just wanted to make the point that one of the reasons we're getting into this these data quality issues is so that when we come into the international discussion we're the respected voice that's what we want to be and you've got to earn that she has another this is about the African inequality by percentiles and it just shows a very high top end in fact the top end jumped so steeply it disappears off your slide right at the 99.9 percentile okay so how many how am I doing thank you you give me a lot of latitude here that's dangerous anyway so let's wrap that back that's about ASA but it helps I think ground the detailed work so we started with the hard work and then we're coming back out again now to tell you to try and show you well why is this important because we developed these country diagnostics of inequality the the there are a number of international comparison comparable data sets the world I showed you one from the World Bank showed you know one from from the the the world inequality database and then obviously the weird one that's been around forever for a long long time particularly designed to get the trends right and if you think about the work on on monitoring STG progress and things like that the levels are important of course in terms of the texture and what you know and and and and then the texture of inequality is important too but for the STG monitoring process you got to get the trends right in whatever you're measuring and so it's a particularly unique space I think for the with data in these national discussions is just focus is so hard on the trends okay some key points that came out across our country presentations so this is a very fruitful dialogue I guess that's what I'm trying to say we really do appreciate the the joint project with you and you wider on this and just to raise some of the issues that come out in the comparison well obviously there's a focus on income inequality and it turns out the South African income data is is is there the the the other in Kenya and Ghana the income data doesn't look particularly good and it's a bit of a puzzle if you think back to the Latin American discussions that we've been having right the Latin American discussion is income and they've even got harmonized income across the whole continent and it's unleashed an incredible amount of really good research right and and it goes to some policy issues you do need income data you might not only need income data but you need it anyway so so the income that's one of the issues and the comparison of of income versus consumption and I guess one of the the key wins the one of the reasons we wanted this project actually is the fact that Africans produce consumption data mostly driven because the focus has been on poverty reduction right in the continent it it's not obvious there are measurement issues with consumption data too but nonetheless this mapping between income and consumption data for which is important and I guess what we're getting out of our country studies is that is that the the weird data is combining income and consumption and actually earning sometimes and when we bring our multi-dimensional perspective to that we can actually help a lot to the series it's it's not clear that income and consumption should be put together rather than the relationship explained in any country context they're not necessarily exactly the same concept but what what are we supposed to do I don't think in the South African context we saw no major violence is done in in in Ghana and in Kenya it's not so much a question of violence the South African context the data is used in the wood series in the Ghana and in Kenyan context it's that they're adjusted for Cote d'Ivoire actually it drives a lot of what you see and the gap between income and consumption etc. becomes very important so so just interrogating these concepts that's what you get out of these country studies and it's I think it's incredibly important actually so and that's the punchline really I think I think that's bringing the whole analysis of inequality to bear on on the weird data is is the way to triangulate how are we going to decide at the end of the day about what's going on in Ghana other than bringing our full understanding of what we've got consumption income for sure but the other multi-dimensional measures also count and help in the validation okay I'm gonna am I now I think right okay so I'm not gonna get us gave you the high level on the data I think there are some some lessons I told you about the income versus consumption and and the fact that you know it does seem that we need to think very very hard I think talk when he supported quite nicely actually that we really do we need income data but we need to think really really hard about how to measure it was a bit of a puzzle to me why why we don't seem to be doing very well to some extent I think it's because we haven't taken it very seriously across the continent actually that's my that's one of my views so coming into this we get the the word and and I think you know to 20,000 observations maybe that's too many but these country studies then can really help that the wood ridge companion reduces us to one preferred estimate per country per year so that's then a very nice vantage point to get away from the 20,000 to interrogating that preferred estimate and obviously I think the the the different countries give different value add in comparing the estimate in any given year so in South Africa we do have multiple estimates of the same year we've got a lot to bring to that that comparison in the South African context and it is part of the the harmonized wood series in in Ghana and Kenya we don't have that but we can what we can do then is is bring a lot of value add in terms of the type of standardization and smoothing that is used in the wood data for African context I think that's what we've got to bring so I said all of that luckily for you guys it's a talk when he's a showed us the slide and I just had one key point to make from that it in some senses that the wood data needs to pick linked link series if you're gonna if you're gonna do trends and changes over time you need to pick like a base here in a CPI almost right you got to pick a year to link the series and what one of the things the South African as example makes clear is that actually the choice of the anchor for the link is really important if we picked at 2015 instead of 2010 we we can produce a slightly different graph but in general the South African case fits pretty well and that's not an accident it's involved in the thing but it's still a sophisticated relationship okay so we've got work to be done as part of the project we're wrapping it up now through to the end of the year and really wrapping it up in a way that tries to integrate the narrative of inequality in each of our country context and then one paper that really looks at the cross-country African work that's done out of that and these are all key issues for Asia and I just end with a little inspirational message I think this is absolutely crucial work I don't know how inspirational it is you need a nice picture or something but you know it's just to end where I started the discussion understanding African inequalities and what can be done about them and why they're so important in terms of how they stifle countries at the national level but citizens within countries as well it's it's such a crucial agenda actually and and you know the data are not great but they're not there they are data they just have to be used appropriately to tell the story thank you


Big warm welcome, please, for Rose Schuller. Clicker is here, Rose. Wonderful introduction. OK, which way? This one? All right. Let's get the technology under control first. Good afternoon. This is more, oh, it's 11.30. That's afternoon in my time zones. Actually, it's about 2 o'clock in the morning where I'm from. But isn't this some beautiful facility? I'm not sure I've ever presented somewhere so lovely. As I was introduced, I am the Vice President of IOTG Global Sales for Intel. Now, my first warning is I'm not here to actually sell you anything. Look, I get a round of applause already for a simple statement. Why I'm here today is I've been at Intel for 28 years. And about 15 of those years were actually defining and running the P&L for networking with at Intel. Now, with that, we watched some market dynamics occur. We watched some change happening in the industry, sell some pretty interesting signals. And we adapted both our strategy and our technology to really drive a transformation in that market. When I came over to IOT, what I noticed in the industrial and energy segments in particular were some of those same market signals. So I want to spend about 20, 30 minutes talking about the learnings and networking, sharing how we think it implies to industrial and energy, and then just taking some questions from the audience. Sound OK? Let's get rolling. So I think this is data that I'm sure you have all seen at Nazium. 40% of the top 20 businesses in every industry will be disrupted in the next few years. 150 knowledge-based workers, 150 million knowledge-based workers today are going to be replaced by cognitive robots by 2025. 50% of businesses will rely on digitally enhanced products and services by 2020. The average age of a company historically is about 60 years. By 2020, they believe that that's going to be 12. So we're not going to see the pace of change like we've seen moving forward. Change is going to be part of our everyday lives and our jobs as leaders in our various industries is to how do you embrace it? How do you realign your business models? How do you realign your product strategy to take advantage of that change? So let's start by looking at the telephone. As I mentioned, I ran networking at Intel for many, many years. And I think this is a super interesting analogy. You look at the far left of this slide and it's Alexander Graham Bell's very first communication device, 1786, I think it was. And it was really not a commercial product, it was proof of the ability to communicate. And that evolved to what was called the Lucifone. You remember the curly cord with the dials on it, right? Does anybody know why it was called the Lucifone? Because it was present in a lot of I Love Lucy episodes. So a little kind of fun fact to put in your profile today. Then we saw the emergence of the Motorola Dynatech, first wireless phone. And then the BlackBerry came, where you actually had a full keyboard where you could text, right? And everybody was excited to be able to have a full keyboard and voice started to get encroached by data.  And that was the iPhone. And as you look at this transformation as consumers, we were very aware of the changing user experience that was occurring, the additional capabilities that were brought into our hands. But what was even more fascinating is not what was happening in our hands, but what was happening in the infrastructure behind this iPhone. As the operators looked at the surge in iPhone sales, there were a couple interesting trends and dynamics that were occurring. Number one, how many have iPhones? Okay, if you don't have an iPhone, do you have an Android device of some sort? If you have a BlackBerry, please let me know who you are afterwards. I'd like to grab it and put it in a museum somewhere. Everybody has these highly compute intensive devices in their hands today. How many of you see those little red notifications pop up on your apps? Get a lot of notifications. Each of those notifications, in essence, is the same function as a call set up and tear down on a traditional analog phone.  Those notifications caused and created what was called signaling traffic. And signaling typically occurred on old five ESS switch equipment. But now, that was happening at a unprecedented pace with all of the application capability in the iPhone. Add to that what was traditionally just a voice data type was also additive with data text messaging as well as video. And it wasn't just video download anymore, it was video download and uplink. And the network wasn't architected for that type of traffic. More traffic, different data types, and uplink and downlink. So this chart has become very renowned in the telecommunications industry and that it was really their burning platform moment. Revenues and ARPUs, average revenue per user was flattening out and the traffic was going through the roof. It was an unsustainable business model. They needed a way to continue to make money, to save money on their infrastructure deployment, and not compromise performance and user experience. So what did they do? At a very interesting meeting that I attended with AT&T in about 2013 and 2014, their senior vice president looked at us and said, hey, can we use any kind of general purpose computing technology? Is maybe the $180,000 that we spend on a switch today, or $150,000 that we spend on a switch or a router? We can spend maybe $15,000 to $18,000. And if we can get that level of savings in our infrastructure deployment, we think we can weather this storm. We had a meeting with Huawei. Are you familiar with Huawei out of China? And then one of those meetings, Huawei said, Rose, we're currently using nine different architectures across our network. What challenges does that create? Number one, for each one of those architectures, I need a unique team with a unique skill set. I need a unique set of tools and capabilities for that architecture. I would really love to reduce that to two or three. What can you do? Well, at the time, our specific architecture wasn't terribly good for some of the workloads that were pervasive in networking, and specifically that's packet processing and signal processing. So we had to invest a tremendous amount in our technologies to support those various workloads, so x86 as an architecture could be used in the network. The other thing that we noticed was, hmm, if we moved in that direction, there's this other interesting trend in enterprise IT. The starting to gain momentum, it's called cloud. Can cloud architectures be used within these real-time workload-intensive infrastructure implementations within the carrier's networks? Again, investment was required to take something like virtualization, which wasn't real-time, but when you're an operator and you're gonna use virtualization in a radio network controller, which is hosting and supporting calls on a wireless network, your latency has to be real-time, 40 microseconds or less. So when you move a call for one VM to the other, you don't drop the call. We wanted to maintain user experience. And then finally, the third major transformation from a technology perspective was really getting scale in the management and provisioning of these networks. How do we get really efficient in managing the traffic? And by supporting technologies like software-defined networking, we were able to get that scale across provisioning management of both the network and the traffic on the network. Three big shifts. Workload consolidation, virtualization of applications, and software-defined provided the technology base that allowed us to support the needs of the infrastructure. So, what did we go from and to? We went from fixed boxes like firewalls, VPM, intrusion detection, routers, switchers, radio network controllers, base stations, you name it. And we moved it from a hardware implementation to that application running virtualized on a standard compute platform based on open standards and open architectures. And I think both of those phrases ring very loud and very true to this audience. The timeline, it's still in progress. It was a 10-year labor of love for me running that P&L. But as we look, what were the big things, the major initiatives? I had mentioned the architectural requirements. We had to learn how to move packets really efficiently on a standards-based architecture. And an innovation called Data Plane Development Kit allowed us to do that. And the evolution of Moore's law allows us to continue the performance per watt per dollar economies of scale that comes with using an open architecture. Open standards that were sometimes driven out of industry. We'll talk more about that. Sometimes driven out of academia. Involvement from the end user community. The likes of AT&T standing up and their chief operating officer saying, we are going to move to domain 2.0, really solidified the industry and pulled through the technologies.  We saw acquisitions at the likes of VMware because VMware had to augment their technology for applicability in this market segment. Technology, open standards, academia, industry alignment, new emerging players, which I'll talk about, all came together to really drive this transformation. Who were some of those critical players? We saw the likes of AT&T, John Donovan, making basically a gigantic statement of we will move to standards-based architectures and it will be called domain 2.0 and we will transform AT&T around this initiative. British Telecom, Verizon, China Mobile, driving research and product opportunity around virtualization of mobile networks. All allowed the supply chain to then follow suit so they could bid on the RFPs that were requiring this type of approach and technology. Suppliers that traditionally hadn't had a focus in networking, whether it be HP or Dell, because of the move to this standards architecture and leveraging information technology aligned with operational technology, the blend of IT and OT really created, I'd call some good tension in the supply chain. The likes of Cisco who had a traditional networking business as well as an emerging server business had a very interesting role in that they were able to kind of watch the gameplay out from both sides and align according to the needs of their end user community. We had mentioned VMware, Ericsson, Huawei's interest in aggregating their architectural approach and then the standards efforts around use cases out of Etsy and then an organization very similar to the one we're sitting at today, OPNFV, allowed for the open source capabilities to be productized and integrated and market and definition set forth. Standards, disruptors, new players and users with a passion for change all pulled through this type of technology. I was looking up, I did a little research this morning in preparation and I think it was SDN Central noted that now by 2020 they're expecting NFV, network function virtualization which is kind of the tagline of this whole transformation to be a $20 billion business, $15 billion business by 2020, excuse me, 15 billion by 2020. So about a decade of transformation leading to a $15 billion industry and growing. So let's look at what's happening and on the industrial side with the Industrial Revolution. You look back to the late 70s, you saw things like steam and machines and transportation really take hold in industries like textiles that drove that first phase of the Industrial Revolution that was followed by electricity, steel, assembly lines and auto manufacturing where you could increase productivity, improve yields, really get that economy as a scale which led to the 90s when, the late 90s when you saw computers and IT and automation move from things like what was analog type implementations to digital implementations and things like programmable logic controllers and such. Now we're facing what is the internet of things where machines will interact with machines, where intelligence will sit, whether it be in the robot or the edge on prem cloud or in a public cloud. You'll see machines interact with people, change their behaviors based on the implementation and the environment in which they reside. So how do our learnings from that networking experience really play themselves forward into this fourth Industrial Revolution? Well first, like we had in networking, we have to start with some type of business problem. People don't invest in change just to invest. There has to be almost a burning platform moment and that often centers around the need to lower CAPEX and OPEX. If you're in energy and in the oil industry, maybe it's the price of oil and the forecast of that price of oil and how do we reduce the infrastructure cost to maintain our margin position? In some cases it could be like faster time to revenue. If you're in pharmaceuticals, you can't be late to market with a new drug because it'll cost you billions of dollars in profit. On the customer driver side, people, if you look at some of the most pervasive use cases in IoT today, you often see predictive maintenance at the top of the list. Why is predictive maintenance so interesting? One, lower downtime, optimizing yields, being able to predict that downtime, get ahead, do predictive maintenance on the equipment. How do you get to a set of factory networks where you have the flexibility to move manufacturing seamlessly without being burned with a proprietary implementation that doesn't allow for that flexibility? And finally, we know within this fourth evolution of industrial networks that security, whether it be an industrial or transportation or pick another market, will be the foundation of the internet of things. So let's talk about how we believe this is gonna happen in industrial first. I think industrial is a fairly unique scenario and that there's a number of things like pumps and water pumps and air conditioners and you name it that aren't connected today. One set of data that we've seen is there's over a thousand manufacturing facilities, a thousand factories worldwide that have the ability to produce up to a petabyte of data a day. So how do we get that knowledge, that data off of that equipment so we can make more proactive business intelligent decisions? Then what we'll see is that these things start to get smart, whether it be the robot or the train, I think the most real time example that we see all the time in the news are cars, right? Not an industrial example, but we see the car getting more intelligent. When you connect it just like the phone, you start running applications on it, you secure it, you manage it, it continues to drive up performance and make that device, that edge of that network and the compute required to get the business intelligent out of it, smarter. One more click, there we go.  How does it use the information from itself and the environment within it resides to make better business intelligence and decisions for itself? Connect it, it gets smarter, it will become autonomous. So what's that model look like? If we take what we saw in networking from these proprietary boxes and we play it forward to an industrial environment, some with similar characteristics, we see things that are very proprietary, specialized, monolithic, not being able to be integrated across multiple suppliers because of their proprietary nature. That could be a DCS, a programmable logic controller, human machine interface, machine controls. If you think about it, those hardware implementations are just like those network boxes. And what can we do as an industry to take those hardware functions and again make them a software implementation that can reside in a container on a standard compute platform? What are the requirements of that new platform for things like time synchronized networking, real time attributes, virtualization, security? How do we need to amend the technology to support the workloads that you see in the upper left-hand corner of this chart? That's what we as an industry need to define and work on together. Then you see an implementation where the software implementations run on a standard compute node. You have sensors and connectivity on the thing itself. You can run analytics on an on-prem private data center or if depending on the application burst it to a public cloud. Then you have the opportunity to achieve that flexibility, leverage the economy's scale from an IT environment while accounting for the needs of your OT world. So as we look across where these transformational opportunities are in industrial or energy, we can start in places like discrete manufacturing where efficiency and throughput are critical. If you talk to a car manufacturer, there are over 600 welds in a single automobile that are inspected after the car is manufactured. Is there a way by monitoring the equipment to predict where those bad welds may occur? As I mentioned, in something like continuous manufacturing, pharmaceuticals, if you're trying to get a manufacturing lineup quickly to get a time to market advantage, how can we leverage these standard architectures that provide that interoperability and flexibility to achieve those goals? In the domain of energy, the smart grid, predicting use cases, I'll create a quick analogy. When we were looking at leveraging this technology and wireless networks, we found that there was a bimodal distribution of traffic on a base station. I'm guessing you can figure out when that was. In the morning when people were driving to work and at night when they were driving home, the traffic on that base station would peak to max out utilization. And when you deployed a network, what did you have to do? You had to deploy based on the peak, not on the mean or the average, because you couldn't move the traffic on that base station or within compute platforms within that base station. So the ability to predict and proactively manage and distribute that traffic over an open platform and a standards-based architecture, Joe, I believe it was a 60% savings and CapEx and OpEx. Create that same analogy for a smart grid. If you could predict when your peak times were coming, distribute that energy appropriately, what type of infrastructure savings could you realize? And then for our last example, oil and gas, I would like to bring up Don Bartuzia, Don. Don is Chief Engineer of Process Control at ExxonMobil and Don's gonna take a couple of minutes to talk about the problem statement that they're looking at and how open architectures can help solve that. Thanks, Don, it's good to see you. Good to see you. All right, good morning, everybody. So in addition to Chief Engineer for ExxonMobil Research and Engineering, I'm also Co-Chair of the Open Process Automation Forum of the Open Group to put a plug-in for the home team here. I love it. So the business challenge that has brought me here today is ExxonMobil, we have to replace the majority of our process control systems that we use in our refinery and petrochemical plants over the next 15 years. And this represents a once-a-generation opportunity for us to achieve a step change improvement. Step change reduction in cost of these systems, step change reduction in the value generation that we're capable of getting from these computing systems. And in our search for a solution to that business problem, we looked around the world and looked at adjacent industries. And the experiences and transformations that we've seen in adjacent industries and I'll give you two specific examples in a second. We think are showing us the path to success to solve our business challenge. So the first adjacent industry that we saw that has technologies and business model transformation opportunities that we thought was a very useful analogy was avionics. And in fact, it was the future airborne capability environment face consortium of the Open Group and our connection to Lockheed Martin, which is really the reason we're here today. The second of the adjacent industry experiences that we saw is the innovations that have occurred in telecommunications, which Rose really elaborated on. But we first perceived the opportunity by seeing bits of technical solutions. And that opened the door. But as we got into understanding what happened in avionics and what happened in telecommunications, we realized it's more than the technology. It's a business transformation that has to occur. So our vision for the solution of our business challenge is to move from the proprietary closed systems that Rose described towards a standards-based, open, secure and interoperable process automation architecture. Against which instances can be built that are fit for purpose for the end users. And we, ExxonMobil, humbly acknowledge that we alone cannot affect this transformation. The essential thing that has to happen is other end users have to see this vision and join in this ask for change. And so that's really why we're here. We're well aligned. I mean, we're really excited to work, again, Intel was the company that first showed us the technology that got us excited about what Telecom had done. And now that we've understood network function virtualization and we've recognized the business model transformation that has occurred, we just want a piece of the action just to emulate it. And we think it's a fantastic example. Thank you, Rose, for giving me this opportunity. Thank you for your experiences, thank you. So one of my favorite sayings that one of my SVPs taught me a long time ago was, are you gonna be the disruptor or the disrupted, Rose? And it was a statement that stuck with me through my entire career. Because you can't sit back and watch it. You end up being the disrupted at that point. So as you sit in the audience, think about from your vantage point in the supply chain, are you a disruptor or are you going to be disrupted? This convergence of IT and OT is beginning to happen today. What role can you play? How can you connect the unconnected? How can you leverage technologies like security and virtualization to really take advantage of the economies of scale that comes in our cloud and our compute environments? And what are you doing to leverage the data that's created once you drive the connectivity to create business intelligence, leverage analytics, artificial intelligence to improve your current capabilities and drive your business models of the future? I love this quote by someone that I think is pretty darn brilliant. I think he most would agree with me that the ones who are crazy enough to think that they can change the world are the ones that actually do. What are you guys gonna do and Gal's gonna do in the next couple of years to change your individual worlds? Thank you. Now I think, Steve, you got a couple questions for maybe Don and I, yeah. Take the seat and Don, if you wanna join us as well. I'm gonna give you this because I'm gonna be playing with this clicker if I keep it in my hand right there. Join us too, Don. Thank you very much for that, Rose, and for the very articulate piece at the end, Don. So first question we've had from the audience. There's a lot of focus at the moment on security of IoT systems. Do you see this as a fundamental challenge or is it just part of the normal adoption cycle for this new digital environment? Well, certainly security is an absolute requirement, and we've seen really rapid innovations in security technologies that we think can be applied in process control, operations, technology, IoT services. So we're optimistic that this problem can be solved. Yeah, from our perspective as a technology company, we're looking at a few things. We believe that it's foundational. We won't be successful without a very capable and pervasive security implementation. We believe it needs to go from the thing to the network to the cloud, not only in the device, but in the transmission of data. And we also believe in our driving alignment around not only making sure that the hardware is secure, but also the software capability as well. And we just, as an example, used a very open approach. We licensed a technology recently called Epic, such that we can get a pervasive architecture in the thing for secure device onboarding at scale, which we think is a pretty significant problem in the industry that we were trying to help to solve. Okay, thank you. So you talked about the fact that end users making a stand or making demands, effectively end user requirements, pulled through effectively in open-grip language, pulled through the technological change in telecoms? Absolutely. And that's something we've seen as well ourselves. If the users are demanding it, then the vendors will see the value in producing the product. So do you see that being directly repeatable? Are there changes in the types of standards that are gonna be utilized or caused that pull through for the new age, either for you or in Don's area? Go first this time. Well, so I'm personally involved in standards development organizations as well. I mean, most specifically ISA. And one characteristic of the successful standards is when there's really the end users demanding it. When the standard activity gets to the point where it's just the suppliers debating on mine versus yours, it tends to be the characteristic of an unsuccessful standard. So Steve, your point is absolutely correct. I mean, the demand for the standards really have to come from the end users. And we like the open groups process. The concept of standard of standards resonates with us. I mean, we think in our world in open process automation, in our forum, we are gonna be doing a lot of selection of existing standards. There are some white space areas where we think we're gonna have to spin up a request to an SDO. But in general, standards are the way to win. Standard, successful standards come from the aligned voices of the end customers. And I'll just share my experience and I agree 100% with Don. We had, you saw the logos of a few carriers up there. The very first step that was taken was we embraced the needs and the use cases of those carriers. We had a very small group of folks that got together and defined what the top use cases were. There were nine. And then by the time we got to the standards bodies, like you saw Etsy mentioned, a lot of the groundwork and the alignment of the carrier requirements had been achieved. So then we were able to move very, very quickly in getting those use cases approved. So but that alignment and the needs of that end user community, I think was the tipping point moment for the adoption of the technology. And I know in your case, Don, we started with oil and gas with the open process automation very quickly identified as a similar interest level in many other industries too. Can you say a little more about that? Absolutely, so it's all the industry verticals that are using control systems. And there are differences in the use case requirements for discrete manufacturing versus continuous processes. You have to recognize that continuum. It's not a one size fits all situation but many industry verticals need this solution ranging from oil and gas, pharmaceuticals, electric power generation, minerals, mining, industrial gas as there's a large number of industry vertical sectors who need to align to call for the standards required to sustain what we're looking for. The other thing that I would add is we're a technology provider. We're not providing end solutions. We're not providing the software itself. So we very much rely on the end user requirements to drive technology modifications required to successfully support the use cases as defined by our end user community. So we really look to that dialogue with end users to say, hey, your virtualization technology as the example I gave doesn't provide enough real time support. You need some type of time synchronized networking capability on this platform. It doesn't come in a standard server configuration. How do you support that Intel? So in many cases, we will look to that community and then drive technology modifications back on our side to support those, the needs of these case. Last question. We have a lot of interest in enterprise architecture in our group. How to get involved in the business area on the need of the design for the new architecture? Which deliverable could show the value of an EA. So I guess the role, my interpretation of that is the role of enterprise architecture with the business in this new world. So in making the step change. Well, I'll answer that question very personally. In the open process automation forum, one of our top level working groups is enterprise architecture. And it's another fantastic story of cross fertilization. So I'm gonna give a shout out, Mark Bush from Shell, who's really coming from the IT side into this process control environment is bringing a lot of that skill and expertise in enterprise architecture. And we are learning rapidly as we go and it's proving to be tremendously valuable to us. And I just like thank my lucky stars that this happened to us. I'm a go EA. Good for you. All right. Good place to leave that. Rose, Don, thank you both very much. Thank you. Thank you very much. It was good to see you. Thank you.