Okay so this is my experiment for how to record a phone call with a microphone and put both sources of audio into my GoPro Hero 5 Black and if it works for this then it would also work for a GoPro Hero 6 and a GoPro Hero 5 session. Here's the theory and we'll see if it works, I'll test it out with a phone call. For a pound I bought an audio splitter, then that splitter means that I can run one cable to the camera, hopefully there's a cable that comes with the splitter, that will go to the camera. Now the problem I had was that I wouldn't be able to listen to the call because it's being run into the camera, so the splitter means that I can plug in my earphones so I can listen in on the call. This is my GoPro Hero mic adapter, my lap of electronics, my crotch of audio, so then the other idea was to use this splitter, they're really easy to get on Amazon and eBay. So if I put this into the input, that jack is split into left and right, so I can put the phone in on the right hand side, so the phone audio will go to the right hand side into the GoPro Hero mic adapter and on the left hand side I'll actually put this microphone, which isn't plugged in at the moment, you're hearing me through the on-board camera on the GoPro, so I'll put this microphone, there you go, this is the Boyer BY-M1 and then make sure your Boyer BY-M1 is switched on and then all you need to do is plug the mic adapter into the camera. The fingers crossed you can now hear me through this microphone and I'll tap it. And then also hopefully, I've got the phone audio running in so I'll just put the earphone on and I'll make a call to my long suffering wife and I won't show you the number because she's a very busy woman. I know it's not working because I can hear the phone. Okay, so the problem I've got is my cheap splitter is a bit too cheap because it goes into the phone but not all the way to click and make a good connection. So I've got a barmy idea now, I'll use the splitter built into my Urban Ears headphones. So I've got my headphones on, so I'm going to plug in the Urban Ears to my phone and then they have a socket here you can use to daisy chain other headphones but if I run the cable that goes into the camera you should be able to hear what I'm hearing in the headphones. I'd rather not wear headphones in the videos but I guess it's the best I can do and also it's good because it means they'll be able to hear me through this microphone. You can hear me through this microphone which is going into the splitter. Take these earphones out they're not they're not needed and unfortunately my poundland splitter isn't needed so all I need to do now is to make another phone call to my long-suffering wife to see if this one works. Hi. Hi can you hear me? Very well, loud and clear. That's great and I can hear you in in both ears because I've got my big headphones on so the the test is to see if I can record a microphone and a phone call at the same time. It sounds like it works so at least you can hear me. Yeah really clearly. That's great. I was only calling to ask one thing can I use this on YouTube please? Yeah yeah. Great that's fantastic thank you. Okay. Bye. Bye. So it worked. I can't hear what you're hearing I need to listen back to this. I hope this has helped my god if you've got to this part of the video and it has helped why not give me a thumbs up or even subscribe I'm trying to get to a thousand subscribers at the moment that I'm on 211 it's never going to happen it's going to take years. If you need to subscribe you can give me now or help me closer to that dream. If you have any questions please leave a comment I'll try to answer them and if I can't then I'm sure someone else out there will be able to. Anyway I hope if you're searching for how to record a phone call and a microphone at the same time into GoPro Hero 5 Hero 6 or Hero 5 session this seems to be how you do it. I've now got to make some phone calls and put them on video. Thanks again for watching. Bye.


Hi, this is George, and today I want to talk with you about increasing your financial skill through the concept of buffers. Some people call this financial savings goals, such as saving for a vacation or saving for a new car. I like to use the concept of buffers. Buffers are a natural, they create a natural minimum so that psychologically you have the motivation to keep those as reservoirs to maintain a sense of financial well-being. Now, I'm not saying that if you don't have those buffers you're not financially well, but I am saying that as you save, as you make progress towards savings for those buffers, you come to a new level of financial skill where if you ever start dipping into the natural buffers that you want to keep as reservoirs, you will feel as natural. It's very strange, but our minds, perhaps our subconscious minds, create this natural motivation and natural energy to make sure those buffers are okay. So a couple of examples of buffers that I have are a car emergency buffer, which is, you know, if the car breaks down, we want to have a couple thousand dollars there in case we need to fix the car. Or another buffer is a travel emergency buffer. So if I ever need to suddenly go see my parents or family members, it's nice to have a couple thousand dollars there so that that can happen if it comes to that, right, if it's necessary. So what I'm going to do is, as part of the notes for this video, I will include a list of buffers that I recommend. And the key I want to suggest about creating progress in these is that it's not about feeling bad if you don't have such buffers. Give yourself a goal of creating and maintaining these buffers so that you have clarity about what your financial security means, clarity. And it's not, a lot of people have this sense of, oh, I want to make a million dollars or whatever it is, then I'll be financially secure. And it's, the mind doesn't really believe it. And if your mind doesn't really believe that you need a million dollars to feel secure, you don't have the natural motivation and energy to create that. But if you are clear about, okay, I need $3,000 in case my car breaks down, right? Or I need $2,000 for a travel emergency buffer or whatever, or dental emergency buffer, for example. When you're clear about those things, your mind says, yes, that makes a lot of sense and it will give you the natural motivation and energy to make progress towards those. So progress is key here. So if you can save away, if you can get clear on those buffers and then save away $10 per month for each of your important buffers, that is progress. And that's a win. You celebrate that. So you make sure your monthly goals for savings for those buffers are really realistic and doable so that every time you do save $10 for your car emergency buffer or whatever is doable for you, you feel a sense of success every month you do that. And yes, you are making progress towards it. So I hope this is helpful. I always welcome your comments and questions. And remember, progress, not perfection, is what's important here. So until the next video, be well.


Okay, ground them and then just try to keep a pair of them. Is one of the kindrests in the Ice Spirit Guide kindrests here? Cross for yes. Oh, sure. Whoa. Did you have a spirit guide? Thank you guys. I don't know. Wait. They're guarded by angels. They're what? Darken angels. What happens if no one has a card of an angel? Everyone has a card of an angel. They seem to be like strangers on the internet. Do you have an ID that might be? It might be my dad. Okay, is kindrest dad, if you're a spirit guide, please cross the rods for yes. He's excited. Yeah. Do you want to get a hug from his dad? That was not his question to work. Kindrest dad, who is a spirit guide, would you like to give your daughter a hug? Spread them apart, spread them apart, and touch your shoulders. Spread them apart, touch your shoulders. You're giving your daughter a hug.


Now, one would think that, you know, the issue of defection should have ended prior to the elections in 2023, but that's not the case now. Defection's still trailing political parties. Three senators belonging to the all-progressive Congress, the APC Senator Ahmed Qaeda, representing Katsina Nath, Lawan Yahya, Kumar of Balji, South and Francis of Adonath have registered or resigned their membership of the ruling party, while Baba Qaeda and others defected to the opposition party, that's the People's Democratic Party. Kumar, on the other hand, defected to the new Nigerian People's Party, that's the NNPP. The notice of the arrexignation defection was contained in a three separate letter that was read during the plenary by Senate President Ahmed Lawan, also a member of the House of Representative from Oyo State, Mr. Shina Pella, has named Accord as his new political party. Nika Gule continues the conversation with us this morning. Nika Gule, it's good to have you join us. Here's the public affairs analyst. Thank you very much, message. Nika Gule, what do you make of the defection that is still going on, even as we get close to 2023? One would think that there should be a timeline, you know, game over, and the defection should have ended. Well, thank you very much for that question, message. Defection has come to be part of the Nigerian political landscape, and I can assure you that we have not seen the end of the defection yet. These defections are going to continue from now into the lead-up to the elections next year, and even after the elections have happened and new leaders have emerged, you will still see defection happening because some people will be on the losing end of the political divide when we get to 2023, and you will see them quickly jumping onto the winning train and positioning themselves so that they will be appointed to one office or the other. So that has become the problem, or should I say, the sample of the Nigerian political landscape that these people are defecting from one end to the other.  You know, elsewhere, like in the UK where I live, we have two parties. You have the conservative party, and you have the liberal party, and these two parties have their ideologies. So a conservative remains a conservative, and a liberal man remains a liberal man. Because the two parties, in terms of their ideologies, you are able to know what they will respond to no matter what the issue is. So for instance, I'll give you an example. The conservative party, they want to have a small government, so there should be less taxes, small taxes, so that both corporates and individuals can take their economic decisions. The liberal party wants a bigger government, so they tax people more so that government will have revenue and deliver social welfare. So you can clearly see the difference in the ideology. So you couldn't be someone who was saying, I want less taxes on corporates and individuals as a conservative man. And then tomorrow you jump and say, oh, I want more taxes so that we can provide social welfare. That is why parties have ideologies. In Nigeria, parties don't have ideologies. People are only using parties and platforms to be able to assess power. You know, so this jumping from one end to the other of the political spectrum is going to continue. In fact, it hasn't even started. Let's see, it hasn't started. But the time will get closer to the election. That is when you will see more decampings. And then after the elections, when winners have emerged, those who have lost, or were on the losing side will still be decamping so that they can position themselves for political appointments. Well, let's look at the reason why. I mean, you have raised very valid point that has constantly been an issue on the front burner of the nation, especially when we talk about the electoral process and political parties. That political parties do not have ideology. People don't stand for anything. You can categorically state, even though you have on paper what the parties say they stand for, maybe, or maybe not, it's not communicated clearly. But that has been the argument. But you have these persons who have defected. I mean, we're talking about these lawmakers now. They are saying that the decision is anchored on the continuing and continuing crisis that has bedeviled the APC, especially in their districts, I mean, varying differently. And another issue is the issue of marginalization. They have constantly said that they have been marginalized by the leadership of the party and the government and not been considered. In words, you would hear some of these senators saying, I'm a small person. I don't have a place. But these are valid issues, right? Or should these issues not be considered by these persons who belong to these parties? I always see Nigeria as an unfortunate nation. We're unfortunate, probably unlucky, that the people that step forward to lead at various levels in Nigeria are so selfish. And they don't even hide their selfishness. Look at the reasons that these guys are profiting. Continuous crisis in the party. I am being marginalized. Some of them is talking about the fact that, oh, we promise Nigerians that we are going to deliver A, B, and C. And I can see that we are not delivering that A, B, and C. Therefore, I'm putting. Oh, we are looking at a lot of corruption in government. And I don't like this corruption. This money should be challenged to alleviating the poverty of Nigerians. Oh, we said we are going to do A, B, and C for Nigerians. And since we took power, we are not doing that A, B, and C for Nigeria. This is the reason why I'm quitting and I'm going to seek another platform to operate. We're not hearing things like that. We're hearing and marginalized. And what does he mean by marginalized? Probably they are pushing him out of the room where they are sharing the national cake. He's finding himself into one corner. Or someone is trying to actually push him out of the door. And that is the reason for him why he's deflecting. So unfortunately, these are the kind of people. These are the kind of people that we find in political office. And once they get to political office, it's about them and them alone and their families. Nothing for Nigerians, nothing for the nation. And that is why we continue to have a nation that is not doing well, but politicians are doing well. Because if we look at all these politicians, like we discuss ministers the other time, the governors, all of those who are holding political offices, if you look at their own personal economies, from 2015 to 2022, their personal economies have improved. You can even see it. They built new houses, bought new cars. The 13 children abroad, they go abroad for medical. They've sorted themselves out. But Nigeria as a nation is not doing well. So these are the kind of people we have in office that are happy to do well in their own individual capacities. We tell Bodrin that the nation that they represent is not doing well. So unfortunately, this is where we are. So Nika Gule. We can change it. We can change it because we, yes. Yeah, you have said that the fact that we have persons who are not, who don't have national conscience who are patriotic, who constantly put their interests above that of the nation's interest as the reason why we are where we are now. But some of the issues that you have, this Senator Keita has cited, for instance, as the internal crisis in the party, are you saying that that's not a reason for one to actually say, hey, I don't belong to this party. I don't want to belong to this political party. I have to take and leave. The internal crisis that he's talking about is nothing more than the fact that they are just in for power. They are just in for power. Possibly he was seeking an elective office and he wasn't handed the ticket or a candidate that he was supporting for elective office wasn't handed the ticket or he was looking for an appointment that has not come because if you ask the APC national body to say, is there a crisis in your party? They will flatly tell you no. There is no crisis in our party. There is no division in the party. You are not seeing APC faction A or faction B. You know there are parties that you have, we have a chairman, another chairman, another chairman of the same party and they are in court trying to educate who is the authentic chairman. The APC as a party doesn't have that as far as we know. So what this senator is talking about is clearly his own personal interest that he sees that can no longer be realized under the platform of the APC. And that is why he's coming out lamenting and crying. When the good, when the going was good, we didn't hear him. We didn't hear him. So this is the problem. And I'm sorry for Nigerians that follow this people to be making enemies of each other. These people don't consider us as anything. It is very tragic for any Nigerian to follow these politicians to be talking because I can assure you that this same person who is defecting now from the APC when the ground is fertile for him tomorrow, that same person is going to return to the APC. That same APC, he will return and they'll be making friends there.  Like I'm from Benioa State. I can give you the story of my governor. My governor was a PDP man. In 2015, the PDP refused to give him a ticket. Yes. Well, Nika Goulet, I'm sure we can continue with this story another day. Thank you so much for being part of the show this morning. And thank you so very much, Merci. It's always nice to have a conversation with you. Have a fantastic day ahead. Nigerians, go and register to vote. Go and register to vote. Our vote is our power. Let's make our voices heard in 2023. And all these shenanigans will put them to rest. Thank you. Thank you so much, Nika Goulet. And that's it. The much we can take this morning on at the breakfast. Nika Goulet is a public affairs analyst. We'll be looking at the defections that have not stopped. One would think that we're getting close to 2023 and, you know, political actors, gladiators, if you like to say, would probably just begin to consider the fact that you have less time. What's the essence of moving? But the movement has now stopped. We, all of us are saying we anticipate more movement as we inch close to 2023. Now, and if you missed out on any part of the conversation, it would be great to follow us on Facebook, Twitter, and Instagram to subscribe to YouTube channel at Plus TV Africa and Plus TV Africa Lifestyle. I am Messy Ibupo. Thanks for watching.


Hey guys, welcome back to my YouTube channel. This is Daniel Rosal here for this video today. I'm going to be showing you two ways to edit and improve the automatically generated YouTube subtitles for your videos. I'm doing this video today particularly because I'm currently working on using learning languages via YouTube subtitles. But in kind of the same vein, this is a way to make your subtitles better for the benefit of other people. So here's a video I uploaded to YouTube last night about a venue in Jerusalem, a restaurant. And I'm gonna, now just before I do that actually, let me say this is, I haven't done anything at this point. This is just what, this is how it's appeared to me in YouTube when I click into the subtitles tab on my video, it's already generated, automatically generated English subtitles. Now let's go and check out how that looks on the actual video here. If I jump ahead to some dialogue or where I'm speaking, now we're gonna click on the settings icon and in subtitles, we have English auto-generated. Again, to emphasize, at this point, I haven't added these, these have just been added automatically by YouTube. And you can see the subtitles tend to be pretty decent. I would say they get us 70% of the way there. You know, you can see clearly old city needs to be capitalized, Scottish guest house needs to be capitalized, more missing capitalization. We don't need to appear in the subtitle. This is where it's actually messed up here. It's, I say Jerusalem and it's captured that as no Jerusalem, no Jerusalem, no Jerusalem. Perhaps I wasn't articulating very clearly here. And there's actually a good reason if you're doing videos and I need to remind myself of this to speak slowly and clearly because it will help the translation algorithm to do a good job. Now what I can do is work on these translations to improve them. So what you can do is click on duplicate and edit and continue here. And what you were going to be able to do is edit these YouTube subtitles by hand. Now the first way it's gonna present them is as a chunk of text, right? This is what the algorithm has spitted out without the timings. And in my experience and from my perspective, if you don't have a ton of time to dedicate to improving the subtitles, I would actually say this is probably the best way to do it because the timings are usually accurate. What's usually falling down in my experience and of course this is getting better all the time is the actual translation itself. So I'm not sure why my capital H isn't coming in there. Welcome back to my YouTube channel needs a capital. This is Daniel Russell. No, this should be this is Daniel Russell here. Always trying to find, I had my caps locks on. Please eat and drink in. Jerusalem means the capital and bring this video to you from is the Scottish, so on and so forth.  Now, one other thing you can do is copy off this subtitle file and pop it into anything with a find and replace functionality. I'm just gonna bring over my LibreOffice writer here. And what you can do is program some find or place things, right? So if I take, oh, for example, I mentioned that that wasn't something we wanted to hear or see in the subtitle track, find and replace, find, oh, U-H. And let's just see how many times it appears in the transcript. One, two, three, one, two, three, four. And I can just do a find and replace and replace it with nothing, right? So I'm gonna do replace all. And there we go. We've cleaned up our O's. Now, if you have um, commonly, because I guess the way I speak English, I tend to say, oh, when I'm thinking for a word, if you're American, you probably say um, you can do a find and replace and clear up the ums in your transcript too. So now we're in a better, bit of a better, you know, and you can also on the fly. So what you can do then is copy, go back in and actually overwrite this file. And it's going to actually preserve the timings. Now, if I'm doing a find for O, I'm not finding any O's, so that has been updated. So the timings are, so this is one way you can really, really speed it up. The second way of doing this, um, how to improve, another way to improve the auto-generated YouTube subtitles would be to click on edit timings and this is a bit more involved. You might prefer to edit it this way by seeing line by line. It also allows you to play it back. So if you're not sure about something, you can do it like this. And you can also tweak the timings of the subtitles by making adjustments on the timeline. So this is actually much closer to creating YouTube captions by hand, which I've also shown how to do where you literally type a what you said. It's the slowest way of subtitling, but of course probably the most accurate. You can, the final way you can do this is to import a SRT file or any form of subtitle file and then edit from that. So there's actually a multiplicity of ways to do it. I said in a previous video, I think that starting from YouTube's auto-generated subtitles is probably the best way at the moment because you're saving yourself time and you're using YouTube's AI to your benefit. But in order to make these subtitles as good as possible for your viewers, it definitely does usually need a little bit of cleaning up and these are two ways to do it. Just to recap, the first way to do it is you'll get a big chunk of text from YouTube and you can just literally work away here and it's tedious and it's boring, but it will improve your subtitles for sure. Second way you can do it and what I recommend if that's a save a bit of time is to copy and paste that file into a text editor and just run a couple of finder places in order to get rid of stuff like um and um and anything else that you see YouTube constantly getting wrong and then pop those back in. And the second way is to click on edit timings and you can actually edit the timings or edit it line by line and listen back to compare what the subtitle came out as to what you actually said. Hope this video was useful if you are subtitling your videos on YouTube. Thank you for watching and if you want to get more videos like this, please do consider subscribing to this YouTube channel.


From New York City, it's theCUBE, covering Welcome to the New Edge. Brought to you by Pensando Systems. Hey, welcome back, everybody. Jeff Frick here with theCUBE. We are high atop Goldman Sachs in downtown Manhattan, I think it's 43 floors. For a really special event, it's the Pensando launch. It's really called Welcome to the New Edge. And we talked about technology. We had some of the founders on, but these type of opportunities are really special to talk to some really senior leaders. And we're excited to have John Chambers back on, who as a historic CEO of Cisco for many, many years has left that as doing his own ventures. He's writing books, he's investing, and he happens to be chairman of the board of Pensando. So John, thanks for taking a few minutes with us. We are more than a few minutes. I think what we talked about today is a major industry change. And so to focus on that and focus about the implications will be a lot of fun. So let's jump into it. So one of the things you led with earlier today was kind of these 10 year cycles. And they're not exactly 10 years, but you outlined a series of them from Mainframe, many client server, everybody knows kind of the sequence. What do you think it is about the 10 year kind of cycle, besides the fact that it's easy and convenient for us to remember, that kind of paces these big disruptions? Well, I think it has to do with once a company takes off, they tend to dominate that segment of the industry for so long that even if a creative idea came up, they were just overpowering. And then toward the end of a 10 year cycle, they quit reinventing themselves. And we talked earlier about the innovators dilemma and the implications for it, or an architecture that was designed that suddenly can't go to the next level. So I think it's probably a combination of three or four different factors, including the original incumbent who broke the glass, disrupted others, not disrupting themselves. Right. But you also talked about a story where you had to shift focus based on some customer feedback. And you ran Cisco for a lot longer than 10 years. So how do you as a leader kind of keep your ears open to something that's a disruptive change? That's not your regular best customer and your regular best salesman asking for a little bit faster, a little bit cheaper, a little bit of more of the same versus the significant disruptive transformational shift. Well, this goes back to one of my most basic views in life is I think we learn more from our setbacks we were a part of, or even the missteps or mistakes, then you ever do your successes. Everybody loves to talk about successes and I'm no different there. But when you've watched a great state like West Virginia that was the chemical center of the world and the coal mining center of the world, 125,000 coal miners very well paid, 6,000 of the top engineers in the world, it was the Silicon Valley of the chemical industry and those just disappear. And because our state did not reinvent itself because the education system didn't change because we didn't distract, attract a new set of businesses in, we just kept doing the right thing too long, we got left behind. Then I went to Boston. It was the Silicon Valley of the world. You know, route 128 around Boston was symbolic with the Silicon Valley and 101 and 280 around it. And we had the top university at that time much like Stanford today, but MIT generating new companies. We had great companies, DEC, WANG, Data General, probably a million jobs in the area. And because we got stuck in a segment of the market, quit listening to our customers and missed the transitions, not only did we lose probably 1.2 million jobs on it, 100,000 out of DEC, 32,000 out of WANG, et cetera, we did not catch the next generation of technology changes. So I understand the implications if you don't disrupt yourself. But I also learned that if you're not regularly reinventing yourself, you get left behind as a leader. And one of my toughest competitors came up to you and said, John, I love the way you're reinventing Cisco and how you've done that multiple times. And then I turned and I said, that's why CEO's got to be in the job for more than four or five years. And he said, now we disagree again, which we usually did. And he said, most people can't reinvent themselves. And he said, I'm an example. I'm a pretty good CEO. He's actually a very good CEO. But he said, after I've been there three or four years, I've made the changes that I know I've got to go somewhere else. And he could see I didn't buy in. And then he said, how many of your top 100 people you've been happy with once you've been in the job for more than five years? I hesitated and I said, only one. And he's right, you've got to move people around. You've got to get people comfortable with disruption on it. And the hardest one to disrupt are the companies or the leaders have been most successful. And yet that's when you've got to think about disruption. Right. So to pivot on that a little bit in terms of kind of the government's role and job specifically, we're in this really strange period of time. We have record low unemployment, right? Tiny, tiny unemployment. And yet we see automation coming in aggressively with autonomous vehicles and this and that. And just to pick truck drivers as a category, everyone can clearly see that autonomous vehicles are going to knock them out in the not too distant future. That said, there's more demand for truck drivers today than there's ever been. And they can't fill the position. So from this weird thing where we're going to have a bunch of new jobs that are created by technology, we're going to have a bunch of old jobs that get displaced by technology. But those people aren't necessarily the same people that can leave the one and go to the other. So as you look at that challenge, and I know you work with a lot of government leaders, how should they be thinking about taking on this challenge? Well, I think you're going to take it on very squarely. And let's use the US as an example and then our parallel, what France is doing and what India is doing that is actually much more creative than what we are. From countries you wouldn't have anticipated. In the US, we know that 50% of the Fortune 500 will probably not exist in 10 years, 12 at the most. We know that the large companies will not incrementally hire people over this next decade. And they've often been one of the best sources of hiring because of AI and automation will change that. So it's not just a question of being skilled in one area and moved to another. Those jobs would disappear within the companies. If we don't have new jobs in startups and if we don't have the startups running at about three to four times the current volumes, we've got a real problem looking out five to 10 years. And the startups, where we think we're doing a good job, the IPUs are third to half of what they were two decades ago. And so if you need 25 million jobs over this next decade and your startups are at a level more like they were in the 90s, that's gonna be a challenge. And so I think we've gotta think from the government perspective of how we become a startup nation again, how we think about long-term job creation, how we think about job creation, not taking money out of one bucket and give it to another. People want a real job. They wanna have a meaningful job. We gotta change our K through 12 education system, which is broken. We've gotta change our university system to generate the jobs for where people are going. And then we've gotta retrain people. That is very doable if you go at it with a total plan and approach it from a skill perspective. That was lacking. And one of the disappointing things in the debate last night, and while I'm a Republican, I really want who's gonna really lead us well, both at the presidential level, but also with the Senate and the House, is there was a complete lack of any vision on what the country should look like 10 years from now and how we're gonna create 25 million jobs and how we're gonna create 10 million more that are gonna be displaced and how we're going to re-educate people for it. It was a lot of finger-pointing and transactional, but no overall plan. Modi did the reverse in India and actually Macron in all places in France where they looked at GDP growth, job creation, startups, education changes, et cetera, and they executed to an overall approach. So I'm looking for our government really to change the approach and to really say how are we gonna generate jobs and how are we gonna deal with the issues that are coming at us? And it's a combination of all the above. Yeah. The shift goes a little bit about the education system and you're very involved and you talked about MIT. Obviously, I think Stanford and Cal are such big drivers of innovation in the Bay Area because smart people go there and they don't leave. And then there's a lot of good buzz now happening in Atlanta as an investment, really piggybacking on Georgia Tech, which also creates a lot of great engineers. You know, as you look at education, I'm gonna go through K through 12, but more higher education, how do you see that evolving in today's world? It's super expensive, there's tremendous debt for the kids coming out, it doesn't necessarily train them for the new jobs. How do you see kind of the role of higher education and that evolving into kind of this new world in which we're headed? Well, the good news and bad news about when I look at successful startups around the world, they're always centered around a innovative university. And it isn't just about the raw horsepower of the kids, it starts with the CEO of the university, the president of the university, their curriculum, their entrepreneurial approach, do they knock down the barriers across the various groups from engineering to business to law, et cetera, and are they thinking out a box? And if you watch, there is a huge missing piece between Georgia Tech, more of an exception, it's still not running at the level they need to, and the Northeast around Boston and New York and Silicon Valley, the rest of the country's being left behind. So I'm looking for universities to completely redo their curriculum. I'm looking for it really breaking down the silos within the groups and focusing on outcomes. And much like Steve Case has done a very good job on focusing about the Rust Belt and how do you do startups, I'm going to learn from what I saw in France at Polytechnique and the IITs in India and what occurred in Stanford and MIT used to occur is you've got to get the universities to be the core. That's where the kids want to stay close to and we've got to generate a whole different curriculum if you will in the universities, including continuous learning for their graduates to be able to come back virtually and say, how do I learn about rescuing myself? Yeah, the current model is just not the right model for going forward. K through 12 is hopelessly broken. And the universities, while we're still better than anywhere else in the world, we're still teaching and some of the teachers and some of the books are what I could have used in college. So we got to rethink the whole curriculum. Disrupt. Disrupt. So shifting gears a little bit, you've played with lots of companies in your CEO role. You guys did a ton of M&A, you're very famous for the successful M&A that you did over a number of years. But in an investor role, J2 now you're looking at a more early stage and you said you made a number of investments, which is exciting. So as you evaluate opportunities, A, in teams that come to pitch to you, B, what are the key things you look for? Go in the sequence, you raised them. First in my prior world, I was really happy to do 180 acquisitions. In my current world, I'm reversed. I want them to go IPO because you add 76% of your headcount after an IPO or after you become a unicorn. When companies are bought, including what I bought in my prior role, their headcount growth was pretty well done. We'd add engineers after that, it would blow them through our sales channels, services, finance, et cetera. So I wanna see many more of these companies go public and this goes back to a national agenda about getting IPOs, not back to where they were during the 90s when it was almost two to three times what you've seen over the last decade, but probably double even that number of the 90s to generate the jobs we want. So I'm very interested now about companies go on public in direction. To the second part of your question, what do I look for in startups and why, if I can bridge it to, am I so faired up about Pensano? If I look for my startups and it's like I do acquisitions, I develop a playbook, I run that playbook faster and faster. It's how I do digitization of countries, et cetera. And so for a area that I'm gonna invest in and bet on, first thing I look at is there a market, technology transition and business model transition occurring at the same time. In other words, Amazon 15 years ago is an example. The second thing I look at is the CEO and ideally the whole founding team, but it's usually just the CEO. The third thing I look for is what do the customers really say about them? There's only one Steve Jobs and it took him seven years. So I go to the customers and say, what do you really think of this company? Fourth thing I look for is how close to an inflection point are they? The fifth thing I look for is what they have in their ecosystem. Are they partnering, things of that type? So if I were to look at Pensana, which is really the topic about can they bring to the market the new edge in a way that will be a market leading force for a whole decade through an ecosystem of partners that will change business dramatically and perhaps become the next major tech icon, it's how will you do that? Their vision in terms of market transitions and business transitions are 100% right. We've talked about it, 5G, IoT, internet of things going from 15 billion devices to 500 billion devices in probably seven years. And with the movement to the edge, the business models will also change. And this is where democratization of the cloud and people are able to share that power where every technology company becomes a business, becomes a, every business company becomes a technology company. The other thing I look at is the team. This is a team of six people.  That is so unusual. If you're lucky, you get a CEO and maybe a founder or co-founder. This team, you've got six people who've worked together for over 20 years who think alike. The customers, you heard the discussions today. And we've not talked to a single cloud player, a single enterprise company, a single service provider or major technology company who doesn't say, this is very unique. Let's talk about how we work together on it. The inflection point, it's now. You saw that today. Nobody told them this young man's game, obviously. They got the 20-something mixed up. No, actually, we're redefining 20-something. But it does say age is more perspective on how you think. Right, right. And Shimon Perez, who passed away, unfortunately, two years ago, was a very good friend.  And to really think and dream out of box. And he did it remarkably well. So I think leaders, whether they're 20-something or 20-some years of experience of working together, you've got to think that way. So I'm curious your take on how this has evolved because there was data and there was compute. And networking brought those two things together and you were at the heart of that. Now it's getting so much more complex with edge to get your take on edge. But also, more importantly, the exponential growth. You talked about going from however many millions of devices that were connected to the billions of devices that are connected now. How do you stay? How do you help yourself think along exponential curves? Because that is not easy and it's not human. But you have to if you're going to try to get ahead of that next wave. Completely agree. And this is not just for me. How do I do it? I'm sharing it more that other people can learn and think about it perhaps the same way. The first thing is it's always good to think of the positive. You can change the world. Here are the positive things. But I've also seen the negatives we talked about earlier. If you don't think that way, if you don't think that way is a leader of your company, a leader of your country, or the leader of a venture group, you're going to get left behind and the implications for it are really bad. The second is you've got to say how do you catch and get a replicable playbook. The neat thing about what we're talking about, whether it's by country in France or India or the US, we've got replicable playbooks. We know what to run. The third element is you've got to have the courage to get outside of your comfort zone. And I love change when it happens to you. I don't like it when it happens to me and I know that. So I've got to get people around me who push me outside my comfort zone on that. And then you've got to be able to dream and think like that teenager we talked about before. But that's what we were just with a group of customers who were at this event. And they were asking, how do we get this innovation into our company? How do we get the ability to innovate through not just strategic partnerships with other large companies or partnerships or startups, but how do we build that internally? It comes down to the leader has to create that image and that approach. Modi's done it for 1.3 billion people in India, a vision of the future on GDP growth, a digital country, startups, et cetera. If they can do it for 1.3 billion, tell me why the US cannot do it and why even small states here can't do it. Shift gears a little bit. A lot of black eyes in Silicon Valley right now. It's a lot of negativity going on, a lot of problems with privacy and trading data for currency. And it's been a rough road. You're way into tech for good. And as you said, you can use the technology for good, you can use technology for bad. What are some things you're doing on the tech for good side? Because I don't think it gets the spotlight that it probably should because it doesn't sell papers. Well, actually the press has been pretty good. We just need to do it more on scale. Going back to the Cisco days, we never had any major issues with governments even though there was a Snowden issue. There were a lot of implications about the power of the internet because we work with governments and citizens to say what are the legitimate needs so that everybody benefits from this. And where the things that we might have considered doing that governments felt strongly about or the citizens wouldn't prosper from, we just didn't do it. And we work with Democrats and Republicans alike and 90% of our nation believe tech was for good. But we worked hard on that. And today I think you've got to have more companies doing this and then what we're doing uniquely in JC2 is we're already partnering with France on Tech is for Good and I'm Macron's global tech ambassador and we focus about job creation and inclusive, not just in Paris or around station F, but throughout all of the various regions in the country. Same thing with in India, across 26 different states with Modi on how do you drive it through. And then if we can do it in France or India, why can't we do it in each state in the US partnering with West Virginia with a very creative president of the university there, West Virginia University with the Democrats and Republicans in their national Senate, but also within the governor and the speaker of the house and the president of the Senate within West Virginia and really saying we're gonna change it together and getting a model that you can then cookie cut across the US if you change the curriculum to your earlier comments if you begin to focus on outcomes not being an expert in one area which is lawful not to have a job 10 years later. So I'm a dreamer within that but I think you owe an obligation to giving back and I think they're all within our grasp and I think you can do both together. I think at JC2 we can create a billion dollar company with less than 10 people. I think you can change the world and also make a very good profit and technology companies have to get back to that.  That just doesn't work in terms of the environment. Well, John, again, thanks for your time. Give you last word on kind of what happened here today. I mean, you're here, Antonio Neary was here we're at the headquarters of Goldman, a flagship launch customer. For the people that weren't here today why should they be paying attention? Well, if we've got this market transition right both technology and business model the next transition will be everything goes to the edge and as every company or every government or every person has to be both good in their quote area of expertise or they're vertical they're in they've got to also be good in technology. What happened today was a level into the playing field as it relates to cloud in terms of everyone should have choice democratization but also an architecture that allows people to really change their business models as everything moves to the edge where 75% of all transactions all data will be had and it might even be higher than that. Secondly, you saw an historic first never has anybody ever emerged from stealth after only two and a half years existing as a company with this type of powerhouse behind them and you saw all the players where you have a customer Goldman Sachs in one of the most leading edge areas of industry change which is obviously finance leading as the customer who's driven our direction from the very beginning and a company like NetApp that understood the implication on storage from two and a half years ago and drove our direction from the very beginning a company like HP Enterprises who understood this could go across their whole company in terms of the implications and the unique opportunity to really change and focus on how do they evolve their company to provide their customer experience in a very unique way? How do you really begin to think about Equinex in terms of how they changed entirety from a service provider perspective what they have to do in terms of the direction and capability and then Lightspeed one of the most creative venture capital that really understands this transition saying I wanna be a part of this including being on the board and changing the world one more time. So what happened today if we're right I think this was the beginning of a major inflection point as everything moves to the edge and how ecosystem players with Pensano at the heart of that ecosystem can take on the giants but also really use this technology to give everybody choice and how they really make a difference in the future as well as perhaps give back to society. Love it. Thank John. My pleasure. Appreciate it. John, I'm Jeff. You're watching theCUBE. Thanks for watching. We'll see you next time.


Live from Las Vegas, it's theCUBE. Covering Adobe Summit 2019, brought to you by Accenture Interactive. Welcome back everyone to live CUBE coverage here in Las Vegas for Adobe Summit 2019. I'm John Furrier with my co-host Jeff Frick, we're here for two days of wall-to-wall coverage. We're on day two. Our next guest, Mark Andre Sinclair, Director of Digital Marketing Platform Content Strategy Export Development Canada EDC. Welcome to theCUBE. Thank you. So love your title, digital marketing platform, content strategy, that's kind of in the center of all the action.  Tell us your story. What do you guys do? What's the story? So I joined EDC Export Development Canada two years ago, really helping them out on the overall digital transformation. So I've been fortunate to join the organization as the moment that the organization really wanted to change. Like we were on a mandate to gain back some relevancy in the market. EDC exists to help Canadian businesses go beyond the borders, go international. So they really wanted to be relevant to the market because we're not competing with the market. We're really just like a compliment to the market. So we've been on that journey to transformation for the last two years. We are now completing the first phase of a transformation and just about two years, which normally takes four years in the industry. And we're now at midway to our overall digital transformation. We want to critical the number of customers that we have in four years, but it's a very aggressive target. What we call normally like a stretch goal that our COS put. So that's what we've been up in the last two years. And what was the catalyst? Why the change? Because what was going on kind of behind the scenes to make such an aggressive move? If you look at the industry overall, there's a major shift in what is export. So exporting means merchandising goods for most of the people. But when you look at the shift in industry to software and services, these folks are not perceiving themselves as being an exporter. Like really, you build a software, you sell it, you don't think about your software getting beyond the borders. So the industry, the overall market size or the number of companies that we could help in the country has grown, but our number of customers remain flat. So we wanted to catch back at that market reach. And there was a few other imperatives that forced us to change, but basically it started with our CEO putting forward a strong paper culture. Like it really forced people to think differently and change. What's the progress like? Are you happy with the progress so far? Absolutely. What are some of the things you've knocked down already? What was the, take us through the steps, take us through the plan. What was the, what is the plan? What is completed? How much is left? Okay, so it started for us as a strong investments in overall, all the marketing tech stacks. We started obviously we're at Adobe Summit. So we started in investments with the Adobe Experience Manager. And it was about us changing the technology that we had in terms of delivering a customer experience. So the approach we took was people process and technology, but at the middle, we really put the customer experience at the forefront of everything, at the art of every decisions makings. So for us, we're migrating, we're finishing the migration as we speak right now. That's the first phase. And now with the partner that we have Accenture, we're looking in terms of, okay, how can we build capabilities back in the business? Because we've outsourced our full function to our partner. And now it's about how do we get the right level of cost, talent, scalability for the future so we can deliver premium customer experience. So there are a lot of activities have happened. We went in an agile transformation at the same time. The organization has embraced agile overall. And now we're really thinking about what's the future? Data, customer experience. So these are the biggest shifts that the organization is looking at. As we stand right now, we've done the migration and we can now start to think about personalizations, experimentations. These are all the cool things that we have ahead of us. What was the heavy lifting hard part of getting this off the ground? What's some learning or any experiences where you failed miserably and rebooted or reset? I mean, you learn through iteration we see these successful projects. What's the key learnings? Have you had any moments like that? Definitely. So first of all, I'd like to talk a bit about the fail approach because this is something that was not necessarily part of the organization. And that is something fundamental to a change in an organization. So to quote my boss, fail stands for first attempt in learning.  Otherwise you're not really pushing the boundaries. So I'm proud of our failure. And actually I won an award about failure last year at my organization. So they have corporate awards that recognize people that do fails but move on and fail fast. Like that's the spirit. So for us, I'd say at the beginning the biggest part of our project was to get the, what I call the MVP zero. So we had to change from a non-premise to a cloud architectures. And when you start to do these things at an organization that has never done cloud you uncover a lot of stuff. A lot of security protocols, firewalls kicking in. Our first MVP zero just to set the infrastructure has been quite a challenge. I think we went three times out and the third time was the right one. But this is the critical one where you start to build credibility. And even though for us we're working in Agile every two weeks we deliver cradle to grave, everything full blown experience. This one was really a longer one. And we really made sure that the organization understood that this is complicated. When you do the foundation this is complicated. It goes, I was going to say it's foundational. So you got to take your time. You got to get that right. Can't have any cracks in the foundation. Because you're building on top of it. Exactly. So three attempts you said you went out for bid or what three attempts of building it, what was it? So the three attempts are about us deploying the full technology in the cloud. So first time we went uncover a few things. Second time nothing popped up, weren't aware. And then the third time we went out, third time's a charm to say. We went out, it was good. We nailed it on that time. I'm surprised Satya didn't invite you on stage. Cause I don't know if he caught that in the keynote towards the end of his keynote. He said we need to have an award for people that disprove their own hypothesis. Exactly, exactly. So what you said, it's interesting. You said the people part was hard in the process. And yet it was a top down initiative from the CEO. So was it not bought in at kind of the mid tier management level, the senior management? Why if the CEO said we need to do this? Was it hard to move those different parts of the organization? Well I'd say the people part was more about having the right talent and the right mindsets. So when the CEO put forward the culture paper, the stretch goals, really the organization started to organize themselves on are we going to make that thing happen now? Like we need to work differently. And this is not about just more cash, more ad counts. We really need to re-engineer a bit the way we were working. So I wouldn't say that there was an issue with the way or the people over there. It was just like you start to hire scrums, you start to hire a coach, you start to hire a PO. These are skillsets that you've never had. Like at the beginning of the project we had new marketing talent, we had new partner for digital delivery, we had new partner for agile, and we also had new technology. So you start with a lot of new stuff at the same time. So I'd say these are natural things that you have to do. Is it easy? No, not necessarily. But we had a lot of support from the C-level standpoint. It sounds like you guys have a very DevOps oriented culture. Because talking about failing fast is a cultural cloud concept. I mean, agile, iterating, scrums. This is a DevOps mindset infrastructure as code. Did you guys have that built in or you said you started three years ago? Was that the core cultural mindset? I wouldn't say that we're a DevOps type of culture of mentality. I would say actually it's probably the part that we still need to invest hard. Because now we build a fully-hauled machine that's scaling and pushing the machine. You start on cover that once you go that full cycle few things are popping up. So in the 90s or the beginning of the 2000s like when you were thinking about naltics people were always like okay, let's do this naltics use case or addition at the end. Let's do your documentation at the end. It tends to be the same thing with DevOps sometimes. We have a strong architecture but in terms of regression, automation and all these things we truly need to invest a bit more so we can have it. Because we're deploying every single two weeks that we want it or not. So that's a lot of pressure on all the people that do QA, UAT to make sure that everything is out as well. So you want to get it right first then kind of bolt it on after as a more of an operational model. So we had a very strong foundation and now we're spinning every single week. I got to ask you about the export piece of it because obviously international global competitiveness is a big force right now. People have to be global. And data privacy, you mentioned we've talked about GDPR before we came on camera. You have an opinion on this. I do have an opinion. Could you please share your view on GDPR? I thought it was valuable. Yeah, absolutely. So what I didn't mention when we chatted about that before is we fought a lot about do we need to comply to GDPR? Because this is a European regulation. And we ended up that yes, as because we have presence internationally in Europe, it's not everyone that has that opinion that they need to comply. But what we've uncovered was one or two weeks before the D dates on May 25th that we needed to be compliant. So what has happened is in two weeks we stopped everything, we worked 24 hours for two weeks to restructure the platform to make sure that we were like compliant to GDPR. And then after that, for the next three months we looked into are we going to make that thing right? Because people are scared of GDPR. But that you want it or not, this is just the beginning. We see it with the California Act. Canada has a castle, I'm pretty sure they're going to be very aggressive. So you need to make sure that you really invest in data privacy management and all these things. At the end of the day, if it's well done, your customers will love it. The issue is people are being a bit sneaky without the used data. But if you're being transparent and you're being honest with the way you use the data and you're being fully disclosing what you're doing, it's not an issue. You need to embrace it actually. I think that's a key message. Embrace it because it's going to be part of our journey that we want it or not. So do the tough work up front for you. You was forced upon you because you were building something new and then, wow, the deadline's here. So it was a struggle, it was hard work, so you had to grind it out. So once you get over that, prepare for it, invest in it, nurture the strategy for that. Yeah, absolutely. What's the advice that gives someone a stressor? Has to do the GDPR. It might not be under the time pressure, but it's starting out and saying, okay, I got to get my arms around this. What's the core issues? Well, getting started, not GDPR, but what's Playbook? So the Playbook, I'd say, if you think about GDPR, this is basically for the European, if they're not giving you the right to leverage cookies and tracking and all these things, you should not be doing it. So it's simply thinking in your implementation of a piece of software that goes at the beginning that says, do you want to have full functionality, full personalization or not? And don't look at GDPR, but look at the customer experience. If you put the customer once again at the forefront and you really think about, what does it make sense? You know, if you and I get on the websites and we see that thing that is prompting, A, I know what you've done last summer, like it's kind of creepy. You don't want to have these things. And so you just build that customer experience around data privacy management and then everything will fall together. So build it into the product, in this platform. Yeah, and do it the right way and compliance will follow. Don't do it to be compliant. Don't exactly do it for the customer experience. Right, right. So how's the success been in terms of getting into some of these new markets for you? In terms of software and services and some of the other export markets? So, interesting question because two years ago, EDC was focused on two core things, financial products and insurance products. So right now we've expanded our product line and we're now having this, what we call knowledge business. So if you think about a Canadian business or any business that wants to go beyond the borders, this is quite scary to go into the international game. So now we're capable of offering them a lot of insights on international market, out to exports, various key questions that they have on their journey. So we're not helping them toward their journey. And also as we're well embedded in the international supply chains, we're helping them with connecting with big companies that are leveraging or looking for some capabilities that we have in the country. So we've really scaled up the product line that we have. We're really shifting the model. We're working a lot with the banks and the way we're supporting the Canadian businesses. So it's days and nights, the type of products, the type of solution, the experience that we're providing from two years ago. Do we still have work? Absolutely. Like digital transformation is never such a thing that is completed. The key essence, the key message is it's never done and the customer experience has to be at the forefront. If you think about the customer experience, it just happened that most of the experience is digital these days. So transformation is never-handing. I think it's a great mindset. I think that's so smart. It's not just about mobile-first or cloud-first, it's customer-centric at the beginning. So we're going to ask you the question, what's it like working with Accenture in Iraq? And what role did they play? Were they easy to work with, are they good? What's the story? Absolutely. I'm very pleased with the team that we had. We have strong people from Accenture. We're fully leveraging the network that they have because they're distributed in a global business. Accenture for us is doing all the IT delivery stuff, the very difficult stuff behind the scene that is normally like your IT function that you have in an organization. So we've been extremely pleased and actually I think that by the fact that we're capable of delivering every single two weeks an agile, we're pure agile. You will hear in the industry that some people think they're agile but they're actually hybrid agile. So we're full-blown agile in the organization and they've been a strong partner with us on that journey. That's awesome. Well, I love the story. Looking forward to keeping it in touch. Keep us posted on when you get this transformation. I look forward to chatting with you and thanks for sharing your story and insight here on theCUBE. My pleasure. Marc-Andre Sinclair, customer here inside theCUBE. Telling about the journey and the struggles and GDPR, get on it and make it an advantage. Great line there and digital is the future. I'm John Furrier, Jeff Frick. More day two coverage with theCUBE after this short break.


Good morning once again and thanks for joining us on the breakfast on Pulaski, the Africa. It's now time for off the press and let's go through some of the stories making headlines across Nigeria today. I'm going to start with the punch newspapers just before we introduce our guest. Yes, should be on your screen, yes it is. It says here the big one, a Buhari signing of PIB. Petro may sell for 300 Naira, federal government to decide on subsidy and others today. Signing of PIB has ended for all subsidy. Market forces to determine price says oil marketers. Minister will tell Nigerians the next step today says the aid and also OPEC and 80 others applaud new law. Our gun carpets governors as local governments get 4.85 trillion Naira in three years. Our debts will keep rising revenues decline in says the federal government and platoon killings northern groups won federal government 13 more suspects arrested. Nigeria records 37,819 color cases. Death toll hits 1,178 and also outside Nigeria now seven die. Taliban renames country Islamic Emirate of Afghanistan. Nigeria gets 698,000 more AstraZeneca doses and also this morning Hoshpoppy pro panel submits amended report on Kiari. Super TV CEO family accuses Ligus police of cover-up hires Ozekome and the NSCDC arrest 100 recruitment scum victims and Kingpin. Let's turn to the release on newspaper headline reads Ku against Shoneko confirmed our fears about June 12 says IBB. Hohari Kalu Abdul Salami, Atiku Hill ex-president at 80. Two die. 14 bosses raised in Anambra tank explosion. Above the headlines there it reads governor's Iqbal Zubello clash over repeal of 1999 constitution. Ex-AGF adurkey links marginalization to secessionist agitation. Sanusi here says I am prepared for jail after leaving CBN denies going into politics. ADF lords and the government state assembly over anti-open grazing bill. Platoon killings enough of empty threats northern elders tell Buhari the long won't tolerate religious violence again governor ones. Indonesia torture Nigerian ambassadors express fears over foreign service officers lives urge federal government UN to be thorough in handling case. PDP pandev others kick as Buhari ascends to PIB. Clark says he's disappointed. Senate hails the president. Group says it's an assault on Niger Delta and experts say Phil price hike imminent with the punch newspaper earlier saying that the price might get up to 300 are per liter with the new PIB. Lastly on the punch newspaper federal government releases qualification requests for four airports concession. And now to the Guardian newspapers. PIB assent mixed feelings first challenges trail legislation. Still on the Guardian. OPEC says it will open door to new investment. Host communities kick the cry exclusion. And PDP decries presidential assent despite outcry six urgent amendment. WHO alerts to fake COVID-19 vaccines as federal government receives more doses begins vaccination. Doctor strike continues as quarter John's case to September 15. Bandit's killed 30 abduct 15 in Zamfara Katsina. A number of PDP unveils advisory council elders forum campaign committee for Zibo and IPOB suspenders sit at home still grounds businesses in Southeast. Finally just crisis rages as a governor restates in position of curfews. I think that's all that we can share on the Guardian this morning. Let's take a quick look at the stories making the headlines on the daily trust newspaper. And the headline is still about the PIB.  Assent major victory for Nigeria, according to the National Assembly. Experts are urging to get the right persons to implement the act. Lupeng says we're sure no job losses. PDP pan of kick as OPEC others hill action. High taxes pushing SMEs mortality rate or shimbajo. The long says we won't allow platter return to days of religious crisis. 1178 lives lost as cholera spread to 28 states. I beg your pardon that's 23 states. COVID-19 aids workers at risk as Buhari flouts isolation guidelines. Presidency truly president truly isolating. That's according to the aid. Also how bandits abduct 15 students, five staff from Zanfarah College. The commune as IBV clocks 80 today. Naba says why third force would be difficult in 2023. I believe those are the stories we're going to take a look at this morning. Good morning to our guest publisher of CK News, Mr Chris Wando. Good morning and thanks for having me. Fantastic. I want us to begin with one of the biggest stories in Nigeria right now, right after the Zanfarah kidnapped, which is that the president has given his assent to the PIB. Reactions that is that mixed Senate, you know, prison, the president saying this would attract investment into Nigeria's oil sector. While other groups like the Pandev says, you know, this is disastrous. This is siphoning money from the south to give to the north and that the controversial sections of the bill should have been amended before the president went on to give his assent. And also experts warning that the whole situation with the PIB would mean that fuel price in Nigeria would increase to as much as 300 Naira. Palitza, how do you react? Yes, first and foremost, let me say that there's no perfect law anywhere in the world. You cannot have a perfect law. Even the laws, constitution of the United States of America, over after over 200 years, it's still been amended. That of United Kingdom, though unwritten, but it's still been amended. So for me, first and foremost, I would say, I commend the federal government for the signing or the president for the signing of that law. That law has been in existence for close to 20 years, if you know, every successful, successive National Assembly taking to a point and they leave. And what happens is that they start all over again because there's no movement of any law that that couldn't be passed by a particular National Assembly for it to be taken up from where they stopped the next National Assembly. So first and foremost, I would say that yes, it's good that that law has been signed in. There might be a defect and there were defects, but maybe with the bat, bat water, I would say no. But the only challenge for me there is that the society, the areas where they consigned, what gets to the host communities. And I thought that would I have it, at least would I have is the 5%. But the National Assembly, especially in the United States, in their wisdom decided to leave it at 3%. I think the House of Reps said 5%. And I thought that during the harmonization period, both of them could have come together to agree on at least 5%. But you cannot blame that on the president if the president signed it. Fine. Because you have the representatives of the people there. And I expected that they would have done the needful and they couldn't do it. Even most of the legislators from the south side or those from the southern part of Nigeria who expect to fight vigorously against this voted for 3% for whatever reason. So what do you expect the president to do to just keep quiet and live the law pending when it will be amended. And the other challenge is what is going to denote the highest exploration 30%. And you continue to ask yourself, where is equity? Where is the fair play? And that will keep on reaching all sorts of controversies in the years to come. You have budgeted about 30% for interpretation in the north. But those communities who over the years, which over the years are being in serious, serious problem with the kind of environmental hazard and terrible situation we find on ground, are just getting about 3%. So that for me is neither here nor there and it's not good enough. But we also continue to question people of the south side or Nigeria data that all the funds that have been made available so far, either through the various ministries or intervention forces, what have them been used? You cannot see anything on ground in the Nigeria data and that should worry and that is where I think the agitation should start from. But since the president shouldn't sign that to me, I don't think it's fair enough what he's saying. 10% derivation fund, I forgot to mention earlier. All right, Chris, I want to let's also talk security now, as always, which seems like we discuss security every morning. But there's reports of violence, killings in Plateau State and also in Zamfara. It says 30 people, I think that's on the Guardian this morning, it says 30 people killed in Zamfara, Katsina and Kaduna and 15 abducted. It doesn't seem to be getting better. Talking about insecurity in Nigeria is just like a broken record. You could continue talking about the challenges of insecurity across Nigeria, not just in the north. My heart goes out to the families of those that were killed in Plateau. A few days ago, Muslims, they were coming back from an event in Bauti and were attacked in Jaws, and most of our 30 of them were killed. It's irrespective of whatever situation you find yourself.  And that is, that happened for me, where a Muslim, whether a Christian, whether a pagan, as a Nigerian, no body needs to be killed for whatever reason. And that just happened. And that's, I like the swiftness with which the security agencies have been reacting to that killing. And I hope and I believe and I wish that is how they will react to other killings across Nigeria. Don't forget within that community also, there are these instances. There was a procession, there was a burial procession. That was what happened. Some people have been killed earlier on a day or two before that, by a non-government or whatever. Chris Wando, sorry to step in here. I've also, of course, I'm sure you were going to mention that it seemed like it was a reprisal attack, after what had happened a couple of days earlier. And you also mentioned that you like how the security agencies have been reacting to the recent one in Platu state. But it doesn't bother you or any other person that we don't seem to have a culture of arresting perpetrators of these crimes. And that's the reason there continues to be these killings and reprisal attacks that we cannot boast, currently Nigeria, of 10 or 15 or 20 people that have been arrested for wiping out villages or for killing people in communities and have been sent to jail. Nigeria can't boast of any of these people and say that these people have been sent to prison, currently. And if there were arrests made after that attack a couple of days earlier, do you think there would have been reprisal attacks? I was where I was heading to, I was saying that there was a previous attack that led to the reprisal attack. That attack is not justified, but if the security agencies have also done the need in trying to move into this area and make sure that those responsible for the initial attack were arrested, then the people will look at it from the point that, yes, the security agencies are doing something to be able to, I don't think that would have been the second attack. So what I'm saying in essence is that we should be able, the security agencies should be up and running in their doings because when you now seem to be taking sides in any conflict, that becomes a problem. If you understand what I mean, in Georgia, there are so many military formations in Georgia that is the operational and safe haven, which is the military, I think one of the Divis also ensures, apart from the police and other security agencies, and how come that we lack the intelligence and what I mean, intel to be able to know that such a thing will happen if those people were going through that route. If we have security agencies with enough intel, probably those that those that were killed would have been asked to re-route to their movement, if you understand what I'm trying to re-route their movement, instead of moving towards where you had that procession of that burial. So it goes to show you the level of the level of intel within our security agencies. Everybody's just doing this one thing and nothing's happening. Look at yesterday now. How did students, we also kidnapped again in the North and about force, the three personnel in those schools, we are also killed. We are ahead for how many months and how many of us will continue talking at the level of police security. And it has not numbers. Nobody cares. Where is it? Fifty people killed in Zanfarah. Nobody would do this. Human beings are not turning to numbers. So there's no level of empathy at all about the loss of lives. And that to me is terrible. It's very, very, very terrible and condemnable. Okay. Let's take a look at these other stories here that we've seen on the papers. What we take a look at the Daily Sun, we see that the anti-open grazing bill seems to be getting traction here. And the ADF has lauded the Enogust state government and the assembly over the anti-open grazing bill. And remember that when these governors met, they had set a deadline for September to make sure that they all go ahead with anti-open grazing bill, to make sure that they eliminate the menace of farmers and headsmen clashes in Nigeria. I'm seeing the way states seem to be adopting this one after the other. Do you see a situation where all the states in the southeast would ban open grazing and that that wouldn't really cause a clash between the southeners and the northerners? Every state has the right to determine its security architecture and what it thinks is best for it. So if the states feel that the anti-open grazing bill is the way to go to preserve the life properties of their people, all well and good. You cannot tell me the kind of security I can put in my house. If I decide I might go for my lamp to guide me, if I have enough money, I can go to the police and seek police protection and rest of them in as much as I get my safe security. So if the states on the south is the clear that that is the way to go, all well and good. Don't forget that one of the raging war in North Central is especially in Benio State. It was because of the anti- grazing bill that was passed by the autumn government and it was very likely opposed by certain individuals who didn't want to see that law. You've got to bet that reduced, you mean that bill was that passing through law, it reduced drunkenly the attack that was going on on a daily basis in Benio State. I'm sure you're aware of that, it reduced it completely. Yes, there have been attacks here and there, but it wasn't as it was before. So that is the way to go. If the southern, the same thing happened in Nando State, Governor Acre Dulu came out swiftly and said, I don't want anybody in our bushes. I don't want any open grazing in my state and he walks swiftly towards that. And that also stopped at the point where Ndo was almost turning to another battleground for killings by suspected headsmen and the rest of them. So if that is the way to go, all well and good. Every state government should do everything humanly possible to be able to secure the larger. It was very, very bad in a point of state. On a daily basis, people were killed in their tests and in their hundreds. And nobody said anything. The federal government says to be incapacitated in doing the right thing by setting them not to secure it. How many policemen do you have? Across Nigeria, across Nigeria. So the states are not taking the initiative, which is what I've been talking about, that they shouldn't be waiting for the federal government to police their men. The state governors also should rise up to go to office. That's all there is to it. And they should do the needful. All right, Mr. Wanderlitz, quickly also get your thoughts on the crisis in Afghanistan. It says it has been renamed Islamic Emirate of Afghanistan by the Taliban. Quickly also share your thoughts on that. It's quite unfortunate what is happening in Afghanistan. President Biden came about last night in a statement where he endorsed his initial withdrawal of troops. Where he endorsed his initial directive to mention every American soldier lives in Afghanistan. We draw, yes, best. The way they did it probably was what they did, they said what will happen. And that is where the Americans are not having all these kind of batches and combination from across the globe. We are withdrawing about 1,500 to 2,000 troops left there. Now the crisis has started. You are trying to send another 3,000 plus to 3,600,000. That is the problem. So the American got this practically wrong. If you know that you know that Afghanistan is a pretty grand for for all these terrorists. And that was why it's in the about 20 years ago to make sure that instead of dying and make sure that there's no level of terrorism coming from Afghanistan. That's where it's been laden. Some have been laden and the rest of them. But the way the Americans withdrew from Afghanistan left everything. President Biden said that oh, we have 300,000 well-trained army of Afghan soldiers who can take up anybody or the Taliban have only seen 8,000. At the end of it, what I believe that the Afghan soldiers have been able to repel any attack. But look at what's happened. He made the withdrew. The host promises fell like a puff card. Taliban's were taking that on the day the president Ghani has been run Kabul the state capital. It's just unfortunate that you're going to have a lot of material crisis. You saw people flat off planes from the sky and from there. And it is really all right. Very soon. Okay. Hopefully we get more perspective on this. I'm meeting today. Let's see what they'll come out with. Yeah, that's it. Yeah. Quickly before I go, I wanted us to talk about this story we saw in the Daily Sun. It says that Governor Okazi Pazio of Abia as well as a Kogi state governor Yahya Bello yesterday disagreed over the 1999 constitution. And this was at the fifth edition of a symposium that occurred in Abuja. So the issue here is that Okazi Pazio is saying that it's important for us to go ahead and scrap the constitution that we have saying this is a military formation and that we need to create something that is truly of the people. While Governor Yahya Bello said it's unrealistic for us to repeal the Nigerian constitution at this time. And I want us to tie it to a NINAS convention or march that's supposed to happen in September at the United Nations General Assembly in New York. Asking for a repeal of the Nigerian constitution and for referendum for states in Nigeria to be able to determine if they want to be part of the Nigerian entity or break away. So looking at what the perspective of the Kogi state governor is do you think it's unrealistic for us to repeal our constitution? Have a new one injecting the referendum and all these things and if it could solve the agitations in the country. I totally agree with Governor Okazi Pazio and Governor Yahya Bello just plain to the gallery. Even he's in his inner mind that he's not saying the truth. The constitution as we have it now is not working and that is why we have a whole lot of agitation left, right and so on. So the ender will be able to do something about it better. But what we cannot be looking at is the frame. But how long does it take to repair the constitution? Don't forget that even the National Assembly have already set up a committee in motion to be able to look at and measure some sections of the constitution. The constitution as we have it is not by Nigerian people they say oh although the beginning of that constitution you see oh we the people of Niger, who are we? That is a constitution that was caused by the military. But just a few people that came in and so I believe that if we must then what is happening now even the security and the rest of them boils down to our constitution because what you see is some kind of lopsidedness on the part of the constitution. We don't have the sense of belonging if you understand what I'm trying to say. So everything just looked through. The security, is it a policing? Is it a derivation forms? Is it a limit? Everything is so lopsided that it's present. So until we be able to do something about our constitution the better for us. But the problem we can ask us that what is the time frame that we can put to that? That may just be the problem. But the constitution, 1999 constitution has been as artistic presently cannot take us anywhere. All right. Chris Wander, thank you very much for joining us this Tuesday morning. Thanks for speaking and sharing your thoughts with us. We wish you a great day ahead. Thank you very much for having me. You too. You too. All right. Stay with us. We'll take a short break when we come back. We're going straight in history or back in history. We're back to be in 1998 to tell you about one of the most popular US presidents and some of the things that he did on this day. And I'm going to talk about a story that still shocks me. It's about about 500 bombings in Bangladesh in this same history. Stay with us.


Good afternoon everyone and welcome. This is Melissa Armo with The Stocks. What should I'm here today to review the QQQs? What a great gap today in the QQQs. You could have aggressively gone along this in the first few minutes of the day. This was really a breakout play on the daily chart of the QQQs which really have never made a brand new all-time high like the spy did and the spy made another brand new all-time high today. I mean that was just a fantastic call that I made that the spy would do that this year it did and the Q's are going to do what they need to do now too. They look stronger today in the spy as far as in today but they've been lagging so now it's all starting to catch up and everything's looking great. Look at this one-minute chart. The one-minute chart on the QQQs today really has never broken the 20-period moving average on the one-minute chart. I mean this doesn't even count as a break. So you could have gone long here in the market right of ways out of the gate in here tight stop. It took off like a rocket. It ran up here almost a dollar and the target is actually 114 today. Power trend day here in the market very unusual very rare but it's happening and what do we do? We gapped up. So again I teach a class on golden gaps how to rate the gap based on a 26 point rating system and if you read the gap today in the QQQs you knew that it was a long that you could go long today. Today was really not a day to short anything in the market in my professional opinion which I told the room. We actually opened today at 112.75. Set the low in the first few minutes of the day of 112.60 and we never look back and again the target today is 114. Now we could actually we have a lot of data out tomorrow morning so I don't know where we gap in the morning but we have a lot of data out before 9.30 but we look like we're heading straight. We're just going to head straight on up here. This was last year in December 115.75 early December last year that was the last time that the QQs even get anywhere near where it's at right now about $2.50 away from here almost. I think we just continue straight up there now.  We didn't pull back. I don't remember the day I gave the lecture but people were saying we're going to pull back. I said no we're not. What are you talking about? No and we didn't and I look at today's gap and we're just going to I think we're just going to run right up here. I think we're going to run right up here Wednesday Thursday Friday and we have the econ out tomorrow big day Thursday morning. This is really strong people. I mean the market's getting bought. I've been predicting this now for so long so long and now the QQs are finally, finally matching up with the spy which has already broken out to brand new all-time highs and is setting to run up to $2.20. So $2.20 is the number of looking at next number in the spy and this number up here around $1.15 and you know whether we get over it or not right at Wayne Street this week or not. I don't know. I mean where is $1.15? Yeah I mean right $1.15, $1.15, $1.25-ish so we'll see how we act. Gorgeous move in the market and an immediate long today immediate long today and I will tell you that there's something so important in what I do. It allows me to make money in the market and it allows me to get the directional bias right when I make the call predict the direction the stock or the market's going to go to get the entry perfectly and where you get out is up to you. Whether you get out with money at the first target, the second target, the dream target I mean is all up to you or you piecemeal out but you know I am so grateful that I know how to do this. I mean I called all of this to happen and today the market was an aggressive long and I said really in my professional opinion don't short anything today and and look at the market. So power trend day here 11 o'clock. I don't even know if you could even pull in to go long this intro day here today now if you didn't go long and out of the gate but if you did you're up you're up a beautiful amount of money and this was a great great call. Have a great day everyone if you were interested in learning how to make money in the US stock market based on my system on gaps. Email me at melissa at the stockswush.com it is going to be a fantastic July and August two months here to trade with their quarter earning season lots of stuff running look at the momentum this is happening in the middle of the summer people market's getting bought like this in the middle of the summer and I actually saw the market gapping up last night. I saw the market gapping up last night I'll just show you this really quickly before we go. I saw this I saw this last night. I saw spike last night after hours and I thought what and this this happened and Microsoft had earnings and it gapped up you know pretty good and so this was a nice reaction to the Microsoft which helped it and and then I was this morning we were up even we were up even more and it's just terrific. So congratulations everyone that is my student currently in trading in the live trading room have a great day everyone email me at melissa at the stockswush.com if you would like more information the next class is July 30th and 31st


End of the very first special stage here on day two of International Rally Queensland. First of our APRC cars is now rolling up to the stop point. That's what we're going to catch up with our leading ARC teams after a very interesting first day. Eli Evans with a pretty commanding lead and outright. We'll have Simon Evans and Tony Talens rejoin today. But the best they can hope for, of course, is leg points.  Three teams battling it out and within a minute. Can't wait to speak to them. I'm fighting the demons of going flat out and racing Simon and Molly to taking the outright win. You know, we're a full minute advantage. So it's just, I'm just putting it down as experience. I've got to find a rhythm today and stick with it. Try to ignore what Simon's doing but I'm struggling already. I actually had a miss in the engine. I was just cutting out. It was like I was touching the gear shift and just kept cutting the engine. But then we went through the water splash and that cleared the cut. And the Honda was fantastic from then on. And I was just hanging on for the ride. It was awesome. Literally, I could not see a thing.  And yeah, I've never driven with a screen that bad. I had about the size of a P. So left-handed I could almost see and to the right, absolutely nothing. So we're almost stopped. Well, that started off really well. A bit disappointing because we came into the creek and then it fogged up. So like in that open bit, the windscreen fogged up and the sun was in the eye. So I couldn't really see. So I've lost a bit in there, which is a bit disappointing. But I guess it's going to be the same for everyone. It was shocking. We were the fastest of anybody to the creek crossing. Stop in the creek again. We sat there for two minutes, waiting for the thing to start. I'd reckon that the car behind us almost caught us. Pretty much got no stump guard on there. Just a bit of aluminium checker plate from Bunnings. Yes, D. So we're taking it very easy because the stages are getting quite rough and cut up. So under the breaking zones, it's really compressing the shock. So it's quite dangerous there for us. You know, there was a big creek and we had the windscreen fog up on us into the sun, which wasn't ideal, but we only lost a little bit of time. But it was a really good run through there. I enjoy that stage. It's lots of fun. The second half of the stage, we couldn't see. We stopped and tried to clear it. And the handbrake jammed on. So, yeah. You'll have to take a trick, can you?  So, yeah. What do you do? Nice clean run this morning. Yeah, a beautiful stage. A little bit tricky coming through the water. Splash, defogging the screen and coming up into the sun. But yeah, it ran through there nice. I think the bumper was dumped at damage from yesterday. There were certainly some dust and some sunny spots in there that made it very interesting, but a bit of an excursion at the water creek, but nevertheless, just we got back into it and kept going. The turbo hose sounds like it's come off at about 10K, so I was pedaling like the Barney Rubble there up some of those hills. Yeah. Oh, yeah, just after the...


Extension plays a very vital role in terms of all of production agriculture. We use science-based information, we utilize that information and extend it to the public. And we extend it in various forms, whether it be through short courses, webinars, publications, videos such as this. Every venue possible that we can think of to extend that science-based information is our role. You know we have two programs here in Alabama Extension that come to mind quickly. First is the beef basics program. The other one sort of mimics that, but it's forage basics. Talking a lot about how you select species, whether it be animal species, plant species, optimum planting dates, planting rates, optimum fertilization practices, soil testing, anything we can do from a management standpoint to make those production systems more efficient. I got started in Extension in 1976. I was hired as extension forage crop agronomist. That's the only job I've had with the university and I was on the faculty in that role for 35 years. Without a doubt, efficiency in the area of forage livestock production, which I have worked throughout my career, has improved. There are a lot of reasons for that, one of which being research with forage livestock production. There's been a lot of work done in recent years with grazing management and Extension personnel have done a great job of extending that information to the public. The science-based information to me is so important because it's unbiased. It's done by researchers, typically by grant funded projects, but it's that non-biased information that we collect and we present the data as it comes to us as a researcher. And then we disseminate that information into user forms. There's no question that producers want to have environmentally friendly operations and they want to have sustainable operations. The mission of Extension is to provide research-based information that can benefit the financial well-being and the quality of life of the general public. The reason I chose Extension for really a career was I grew up on a farm and it was very exciting to me, even though at the time I didn't really realize what the value of it was when I was much younger. But everything we do in agriculture, we've got to have reliable information. What we do in Extension is so important because we do make that valuable difference out there and helping producers make their livelihood throughout the industry, whether it's livestock-based industry or other industries in the ag sector.