Welcome to RFL on this unlicensed podcast. My name is Caleb and we're here with Tacos Papadopoulos. What's going on, man? What's happening, Caleb? How are ya? Good, good. So, quick call to action. Tell our folks what they're supposed to be doing right now. Absolutely, remember to like, listen, and subscribe to our YouTube channel or wherever you download your audio podcast on Spotify, Google, or Apple. Very good, very good. If you guys got any questions, we'll tell you how to contact us here at the end. So, it is currently the Friday before Whisperpalooza. So, Whisperpalooza Eve, if you may say, so. I like the way that sounds. Exactly, we are tingling with anticipation. A lot more of a hydration plan in place, though, versus Christmas Eve, right? So, I'm like, I'm gonna start. That's very true. Gotta get ready for that.  So, a follow-up we might do this week is, you know, the other week we had Claude on and had a great talk with him about the Whisper side of the Whisperpalooza and the shows in general. And I thought it'd be kind of fun to give us, or give our view of how these shows work, how they're put together, what's involved, tips and tricks that we picked up from doing this, who have been doing this a long time. And just kind of show you, you know, peek behind the Kamala here and see what we have to get done to get this show happen. So, it looks like we're partying, having a good time, which, I mean, granted, we are, but there's a lot of work that goes into it. So, first of all, tell us where are we? We're booth 647, I believe, right? That's correct, that's correct. So, when you're walking in, we're in the far right back corner, I believe, of most of the displays that are out there. Yeah, so hang right towards the end. We're in the end of a row. We've taken over four single booths into one mega booth. So, mega booths, yeah. We've only changed our spot like three times. So, sorry about that, Gary and friends. But they really do, I mean, Claude was legit in saying how hard that they work at WISPA for putting this stuff on too, because yeah, we kept going round and round and round, trying to get a location that better suits us and thanks for their hard work. I think we got it. Yep, yep. So, for us, you know, the planning for this show starts months in advance. You know, we've got an excellent marketing team. Those guys do a great job. Shout out to all those guys for sure. And one of the things that you do is actually they'll render out the booth for us because it helps us decide where we put it in our displays, where are we putting our towers, where we're putting the poles and the seats and all that other sort of stuff.  I mean, we always have the same thing. Somewhere to sit down, we've got some pop-up banners and some cool stuff. We've got shirts and we've got all of our towers showing our products. But, you know, every year these products change and we want to showcase some new goods, which we've got some new goods coming, which we're excited about. We've got new pop-ups. We've got new artwork and stuff like that. So that in and of itself is an ordeal, you know, trying to get all that planned, the modeling for the towers.  I think we're putting up five this year. So we're going to have five tower sections with the full diversity of all our antennas, twist port adapters and other accessories and stuff that we have now. Yeah. So that's fun. So we get that ready and we're like, okay, now let's make this list of 10,000 parts we need to get together. This spread across three continents, some of the stuff that's new and you're like, okay, we know the show's coming for a while. We got this new product we want to showcase. We're going to get the prototypes done in time. Yeah, that always gets done about the last only 37 seconds of available time. So we get those. That's when they push the limits. Yeah, that's the way it always goes. So we get all that stuff shipped and that's always an adventure too because you ship 18 different shipments there then we've got to round them up. So book all of our stuff, we fly out. Normally we would go out Monday morning and then we get started up. But now we've kind of like, well, maybe we'll go out Sunday. Let's ease into this, that Monday where you're flying out early morning to fly, especially with those for the three hour time difference where I am, that it makes for quite a bit of a long day.  Then Monday at noon, the excitement starts. The total chaos and dumpster fire that is set up. It's hurry up and wait. Like you're so ready to go and you get there and then you have to wait like four hours for them to bring you your show crate out. We've got six people from multiple countries here. We're ready to roll. Oh, you're gonna bring it out in two to three hours. That's okay. So the other thing was getting checked in. I like coming in the day before now to get checked in. So we're not also sitting on top of our suitcases and going, oh, here's everything I own in the middle of the show floor. I hope no one wants off of it. Yeah, there's that. There's that. So we get set up, get it all put together, which is always an affair. Bid some pieces and nuts and bowls and then go, oh, there's five of these in this show. We don't actually need but one. So get all that set up, everything laid out, nice and pretty, catch a breath, and then it's on. Monday night, because we try to be like, all right, we're gonna take it real easy Monday night, you know, we gotta be cranking. We got the lunch at this. We got the show floor. We're gonna be adults. We're gonna be proper ready to go. And that usually goes out the window immediately, maybe. Yeah, it never really works out the way you plan, right? So there's always something to take you sideways or distract you or make you do something you really weren't planning. And sleep is usually one of those things that gets pushed to the side and staying up late and meeting up with people and talking and hanging out is usually dominates the whole show, the whole show. For sure. For sure, so. And Monday night's a good night because there's a lot of the big vendor presentations and stuff. So Camium's got an event, Mimosa's got an event. These are where they're really doing their showcase thing. That way they can get everyone pumped up and talked about on the floor. So that's a good place to meet up with everyone. If you guys haven't signed up for some of those, definitely check those out. So then Tuesday, you know, there's various, all the sessions and stuff start, which we're not really a part of generally. But then the exhibit hall floor opens around lunchtime. So that's where all of you guys pour in. And it is on. It is chaos for at least hour or two.  It's been awesome. What's up?  And then there's some poor guy that walks up and it's like, hi, I'm curious to learn about your product. So you've got to be able to shift modes rapidly back and forth and be like, okay, yeah, hold on. I'll catch up with you in a little bit, buddy. And you know, helping folks out. So that's always a part of it. Shirts galore. We're gonna have a ton of t-shirts. We've got product catalogs and stuff like that. So if you come by at the booth and there's one of us free, you're probably gonna get attacked with the catalog. That's our way to sort of trap you into the conversation and be like, hey, have you seen this? Start whacking you upside of the head of it. So that's a fun attention grabber. Yeah, for sure. And then let's just talk. Talk, talk, talk, talk, talk, talk, talk, talk. So that's a big part of it. It's definitely, you know, from start to finish, it's just really 100% nonstop, nonstop.  So we're, you know, on top of, you know, trying to set it up and trying to get everything that's there, there's also the stuff that's like, hey, we don't have this yet and we have to get it. So you have to kind of work all that, all that stuff in there on top of, you know, trying to be professional and trying to, you know, get all this information out to our customers. It's quite chaotic actually. Yeah, there's generally someone running around in the background with a spreadsheet with eyes of deep panic. Where is it?  And we, you know, we never get that right. We try and learn from, you know, every past show and stuff like that. It's like, I think it goes in cycle. So it's like one show, we didn't have shirts big enough. So the next show, we made a whole bunch of like, you know, triple, triple X and double X and then everybody seemed to be skinny, right? We got everybody wanted like large or extra large. We had all these big ones and I don't know, it's difficult to really judge. I don't know why it works out the way it works out, but hopefully we have a better mix this year of shirts.  That'd be nice, right? Yeah, that would be a nice thing. So we'll see, we'll see. So the exhibit halls open generally from like 12 to two and then it'll soft close and opens back out, I don't know, four to six or it's in a little app. It'll be on the schedules and everything. So I think what a lot of folks don't understand is that soft clothes, it's not a hard clothes. Like most of us will still be around. Now, you know, maybe a little hit or miss, we might have to go put out some fires in the email or make some calls or run around the panic, trying to find where all of our samples are or whatever that she's ever got in there. Eat, eat ourselves. Yeah, that's always important. So especially with someone of my particular stature, I get kind of hangry. So I know it because y'all start throwing like Snigger bars at me. I was just gonna say, if you're at the show and Caleb looks agitated, just give him a Snickers and he'll be fine. That's all. He's just hungry. Yeah, it was after like four hand me a beverage. So, but yeah, that's always, that's always an affair. But that's always a good, because it calms down, it's like, if you don't have sessions, obviously look at the sessions, check out there's so much good material there. But if there's not a session active that you're really into or something or you've got multiple people and you've got some folks in those sessions, you know, come talk to us then. Everyone wants to try to do it that first day too. And we tell folks, look, we're there Tuesday, we're there Wednesday all day. And then Thursday, you know, is that first two hour period. So we're gonna be there. We're gonna wanna talk to you whether it's Tuesday, the first 10 minutes or you know, end of the thing Thursday, we're there. So you don't have to be there immediately. It's not like the information is out of stock, like everything else can be, right? There's no talk shortage going on right now. No, not with you and I, at least we can talk forever. I think also what's really important now that you mentioned sessions is don't forget about our vendor presentation, which is on Wednesday the 13th, at I think 9.15 a.m. in Champagne Room 4. It just sounds funny whenever I say that. But anyway, in Champagne 4, make sure you come check out our vendor presentation where we'll have some updated information for the market, including new products and other things. So Champagne 4, 9.15 a.m. Wednesday morning to 13th. Come check that out. Yeah, so this is our big time to show and get the big boards up and everything. So that's always fun. You know, like I said, it's over the course of three days. If we are around, you know, catch us at the bar, and this is where we do a lot of our socializations and it's not for the party aspect. I mean, it kind of is, right? But it always seems to be the great sort of focal point or meeting point. So even if that's not hardcore, you're seeing, totally get it. It is a great place to run into people and meet people because they're naturally congregate. Now, I've not been to the Paris, so I'm not really sure what the layout is. The Rio had that iBar that was right by the front door. That was the giant trap. So I went, it's right like, yeah, it's like the spider trap, right?  But Paris is quite similar in that way. I went last year when they canceled it. We still had our tickets, so we ended up going anyway. And I think when you walk in the main doors on the right-hand side, there's this kind of, you know, main bar lounge sit-down area, which is pretty comfortable for socializing and hanging out. And again, yeah, of course, there's a lot of drinking that goes on in Vegas. But again, it's not for everybody and it's not something that you have to do. But it's a great way. If you're a new wisp, if you don't really know anybody, chances are if you look in these kind of main places, usually the main bar or the main lounge, that's where you'll find most of the wisp people hanging out. And it's a great place to just come in, sit down, say, hey, I'm so-and-so with, you know, XYZ company. How are you? And meet somebody new and start chatting. I mean, by far in the 10 years I've been doing this, everybody is super, super friendly.  Yeah, and if you're new, don't be nervous about it. Just say, hey, this is my first time here, I'm just getting started. And there'll be plenty of people that'll talk to you, take you into the wing, show you what's going on. So it is a very open community, which is a good time. It rocks, I love it. I love it. It really does. So as much as my younger years, I'm like, Vegas! And now I'm like, Vegas! Vegas! And I kind of drag in.  And you're like, oh, yeah, OK, I can do this. Let's do this. Yeah. Oh, it's always a good time. I don't know if I should laugh or cry at this point. Like I said, it's a lot. It really takes a lot out of us, like I said. From start to finish, I mean, we've been working on this stuff for months now. Trying to lay out, like Caleb said, how everything looks to how everything goes. And you try and sort of speak choreograph kind of the flow of the show and scheduling everything like that. So it really takes a lot out of a person, a lot out of a person for sure. So for your vendors, you should go out there, whoever your favorite vendors are, make sure you stop in and just say thanks. Because chances are, they put in a lot of work to kind of setting this up and trying to deliver as much information to you as possible. So it's not just us. There's a lot of the vendors out there doing kind of the same song and dance we are. So it's a hard life. It's a hard life. It looks easy sometimes on the outside. On social media, it looks great. Like, hey, look at him having a good time. But you don't see the tears and the sore feet and the headaches and stuff. That doesn't always come through, you know? Yeah, the two I am. You're like, where's my water bottle? Sorrow. It's $7 if you take it from the fridge. Damn it, I'll do it. I don't care. I'll just drink from the sink at this point, you know? Yeah, yeah. So come see the manufacturers for sure. See your sales reps from the various sales channels and stuff, you know? Sales reps, I always used to give sales reps when I was in channel such a hard time. I give our guys a hard time and it's kind of my job not to, but oops. But these guys are really working things, just keeping up with everybody, making contacts and stuff. So it's a great opportunity. Get them, take you out to dinner. If you're wanting to have a serious, actual business meeting, definitely you can set that up. I wouldn't shoot for many breakfasts. I have seen it. It's always funny. It's like I've scheduled an 8 AM breakfast with a customer and I'm like, really? OK, cool, cool. That's your choice. And we'll do it. Yeah, we'll do it. We do what we have to do, right? So in the end, yeah, we power through it all. Lunch meetings, probably a lot more productive. Or if you want to have a meeting, like I said, we've got a number of folks at the booth. And one, it's maybe not Tuesday, but like Wednesday. If you want to sit down and have a little sit-down meeting and talk some things out, just let us know. We'll get it set up with one of our folks, not a problem at all. Any dinners and stuff like that, let's figure it out. Like our schedules, we've kind of given up on trying to make a hardcore schedule. We used to, we're like, all right, this night we're doing this one, this night we're doing this. And it always just ended up in flames immediately. So now we're just never works out. There's just so much. Again, it takes two to tangle, right? So it's not just about you making that appointment. It's like, is the other guy going to do it? And it often doesn't work out. I mean, again, during the day, obviously it's a little bit easier for that stuff to actually happen and stuff like that. But yeah, in the end, we're kind of flying by the seat of our pants and just ad hoc making things work. But we're definitely available to anybody. Yeah, we're available to anybody who wants to meet with us. Whether you're coming to our booth when the booth is open or you're coming when the soft clothes, so to speak, is happening. Come on by, talk to us. And if we can't, I mean, if we can't get to you or whatever schedules just don't work out while we're at the show, I mean, the follow up and we didn't even talk about the weeks that it takes to kind of follow up sometimes with a lot of the leads and communications and meetings that we have generated at this show to then follow up and finish after the show. So don't feel like you have to cram everything in there. There's ways of making it work outside of the show as well. So that's something to keep in mind. Yep, yep, for sure. And if we're slammed, just, you know, and we can't talk to you at the moment because we got a line, just come on back later. Like it'll thin out eventually, I promise. So don't feel bad. It's definitely crazy at first. Yeah. It's definitely crazy at first. Our booth gets a lot of attention and not to kind of put a spoiler out there, but we're gonna have something pretty cool set up in our booth as we do every year. So again, make sure you come by our booth sometime during the show for sure. We'll be posting a lot of stuff on social media, like we normally do, but we'll be throwing up some stuff there, some cool things you'll be seeing. So keep an eye on our social media for sure. Some giveaways too. We're gonna have giveaways at our booth as well, so. Yeah, we're still working on some details on the end of the show. We're gonna be moving some stuff. So, but yeah, I mean, that's really it. Like, it's kind of hard to express how much work it is without signing on like a big cry baby, but at the same time, it is definitely worth it. And then just, it's so enjoyable. I just need to vent. I just need to vent and come out here and whine a little bit. So let me have this, okay? Let me have this. I feel better now. I feel better. But it is also such a good time. Like, you get to see so many people that we've known for years and years and years and getting everybody in more of a relaxed mode is really great too. So, and then Thursday, Thursday comes and then it's teardown. Teardown tornado is always a fun time because no matter when most people go home, like that late night flight Thursday or even Friday, but God forbid if you don't tear your booth down in 37 seconds, people lose their mind. And then they're trying to roll up the floors and the forklifts moving everything. So it's like, all right, we have to not only tear down the stuff, keep what we're keeping, but also not get run over at the same times. And nothing ever fits in the crate the way it did when you shipped it out there, right? So it's like, it's like hyper Tetris, right? So Tetris is cool when you're setting up the booth. You know, you put everything in there, the boxes are all nice and they're closed the way they're supposed to be and everything lines up. But somehow when it comes time to put it all back together and in the show crate to send it out, oh, forget about it.  Yeah, boss. I don't know what happened to all that stuff. They picked it up, but they must have lost it shipping it back out. I don't know. So I totally didn't push into a pile and throw a match to it. So. Definitely, yeah. Crazy stuff. That's the sort of background. So what about some tips for folks that are new? I thought we'd throw some little tips out there. Some fun ones like, we're walking shoes, comfortable walking shoes. Like I actually see this a lot. I mean, you should know that. But a lot of times when folks are new, they are like, okay, this is my first professional event in this industry. So they're business casual with their nice shoes and stuff.  Okay. You were definitely getting your steps. You're gonna walk a lot. Like the hotel room is generally a long ways from the convention hall and everything spread out. So you're gonna walk a lot. Yeah, definitely. And bring business cards. Don't worry about them being flashy. Don't worry about whether they look professional or not. It doesn't matter. But bring business cards. So that way we have a way of getting your information and us giving you our information so we can sync up later. So business cards are extremely important to bring a lot. If anything, usually business cards are used for like raffles and giveaways, right? So if anything, just bring them that way. You have something to drop in the box. But I see many, many wisps even experience when sometimes you forget them, right? So it's not just like, hey, you should have them or not. Just remember to bring them. Again, if you haven't made business cards, maybe you don't know exactly what your company name is gonna be or something. Just again, bring a business card that has your name on it. Your contact information, email and phone number. It's really important and it's a great way again to make sure that you can synchronize up with anybody that you find important at that shelf. So business cards. Yeah, yeah. And there's a lot. I mean, we could take the pictures of the badges and everything else. So it just seems like the business card still, I mean, it's an old school technology, but it just seems to be the way that it works out the best. It does. And well, the nice thing about the business cards too is usually the back is what? Empty, right? So you can write some notes. And that's why I like it. I mean, we've done it before. We used to rent the QR code scanner. So somebody comes up, you kind of scan, it beep, it goes in a database. So later you can kind of go through the list, right? But then you have this huge list of all these random names and businesses and stuff. And you're like, what did we talk about? Whatever. Yeah, I mean, I know it's old school, but it's really, really effective. And again, not everybody has those scanners. So it's a lot neater than trying to write down. It's like, is that an I or is that a one? I don't know what that email address is.  So it's complete garbage. So you definitely want to bring a business card, like I said, just to make sure that those defined things you need, email address, name, and phone number is 100% legible, you know? Yep, yep, for sure. You're gonna need to hydrate. So I mean, we say it from a joking perspective if you're among the party enthusiasts like some of us could be.  And super, super dry. You're gonna be tired and cranky and just not feel good. And you're gonna need just way more water than you think. So I tell that to everybody. Yeah, I do it all the time. Bring chapstick. I bring chapstick because my lips dry out, my nose dries out. Again, it's not about being dehydrated because of the drinking and stuff. It's just a natural environment. The air is very dry inside because everything is cold when you walk outside. It's hot and dry. It really just dries out your body. So hydration is really, really important. And I'm not saying beers and sodas. I mean, seriously, drink some water when you're out there. You'll have a much better time. Water, Gatorade. You still got time to get some PD light packets. Those are actually lifesavers.  Yeah, my old man. Aspirin PD light. Aspirin PD light, Tom's just my old man bag that everyone makes fun of until it comes to the rescue, right? So. Yep, yep. I know you got my back, so I'm good. Then other than that, really just pace yourself. So you don't have to see everything the first day. You don't have to have every single conversation. Like this is spread out over days, right? And there's evenings and night events. And there's a lot of ways to track folks down. So if you've got somebody specific that you're kind of targeting or whatever, just kind of keep an eye on things easy and when you can, take some notes. Of course, everyone's got to put out their own fires at the office and everything else.  You'll probably be up early. But just try to make some sort of plan to pace yourself and not burn out. There's been a lot of times where you see folks, Tuesday morning, you're like, how are you feeling? Well, Tuesday around lunch. And you're like, I'm dying. It's like, okay, well, we got four more days.  Yeah. I think it's also important like the sessions and stuff. Again, like I said, especially kind of like that, the smaller wisps and stuff where it's just yourself and you're kind of running around trying to make all these different sessions and stuff. As an attendee, you'll get links to the presentations and everything. So what I suggest is pick out the ones where you want to ask questions, right? So go to the sessions that you feel that you want to actually interact there because you may have some specific questions. Maybe the speaker, you kind of know the speaker, you've seen them really successful, know what they're doing, and you want to ask them again something specific. So those are the ones you should really write down and you should do, and yeah, half twos. And then make note of the ones that are kind of interesting that maybe you don't need to be there in person because you'll get the presentations later after the show that you can kind of get all that information after the fact. So that's another good tip, I think. Yeah, no, that's excellent. And ask questions in these, engage. People that are doing these sessions are all volunteers. They're not getting paid, they're not getting tasked, they're volunteering to share their experience and knowledge with you. And it is an excellent time to ask them questions and get resources that you just can't get on day-to-day basis. Yeah, and I think the last thing that I would say is have fun. Now seriously, have some fun while you're out there, go see a show if you're into that, go eat at that nice restaurant if you're into that, go, whatever it is, this is work and it's a lot of work. But as a wisp owner and being in a Swiss ministry, you work hard, man, you're working these ungodly hours. Sometimes a job is thankless. You really get kind of beat up a lot and for one time you have this opportunity, take some time out for yourself.   Maybe it's just, you just wanna sleep, right? You don't wanna answer the phone, you don't wanna have to make dinner for the kids, whatever it is, maybe your day's just thrown on that robe and just chillaxing in the room, whatever it is, make sure you put that on your schedule and you do that for yourself as well. Really, really important to keep that in mind. Yeah, a lot of folks that are deep in this industry, this is their only real vacation that they can get, so make use of it. If you bring your spouse, definitely keep them in mind. They may not want to hang out with a particular crowd or they're like, I hear about this stuff all day at home, I don't wanna hear about it at night while I'm in Vegas, so take them to a show, go out and make sure they get pampered and have a good time too, for sure, for sure. Absolutely, absolutely. Well, that about rounds up all my hot tips I may have, kind of our show of things, and I mean, mainly, we just wanna talk about it, cause we're pumped, we're ready, we're ready to get this, we're ready to see everybody, we're ready to go to the show, and then we'll be ready to be done with it. Yeah, definitely, so don't forget to come visit our booth, what is it, 647, I believe, right? In the back right corner, don't forget about our vendor presentation on Wednesday, October 13th at 9.15 a.m. in Champaign Room 4. And other than that, catch us around, if you can't make either of those things happen, catch us at the bar, catch us in the hotel somewhere, ping us on social media, let's sync up, I love meeting all of our customers, whether we've known each other for years, we've been doing business already, or you've just seen me on social media or whatever, don't be shy, come on out, get together, look for me, Caleb, and the rest of our team will all be out there looking to interact with each and every one of you if we can. For sure, for sure, and if you can't make it to the show, you can find us where you can normally find us, social media, bring us with talk groups and stuff like that, RF Elements pages, Caleb at RFElements.com, toss us at RFElements.com, reach out, let's know what you wanna hear about, and until then, we will talk to you guys next time. Stay horny, everybody. All right, Charles, stay horny.


You're going to speak a little bit about resource management in the Enterprise data center. We'll find out what exactly I'm trying to say when I put that title in. My name is Ragwinder Arney. Most people call me Arney because they can't figure out what to do with the first name. So quick survey to find out who your people are. I won't judge just to find out how the talk's going to go. How many of you here are a part of Enterprise IT doing something with the Enterprise IT? It's a good chunk, I would imagine. And how many of you are in the infrastructure ops side, responsible for standing up infrastructures? And how many of you are dev people? Writing code? How many of you think you could do all the above? So resource management has been in computing for a long, long, long time. It's a really simple problem. You have on the right side you have resources.  And on the other side you have people asking to get work done. It could be a user session live, which is interactive, or it could be a batch session. And the tussle always is who gets what resources? How do you balance it and make sure that you're maximizing your resources while keeping your clients happy? And the clients could be internal or external. And over the decades in this field, if you're in operations research or production engineering or something like that, this has usually been expressed as a mathematical optimization problem. I mean, if you've done anything along the space, if you work for logistics management firms, they all express this as some form of an optimization function. That picture there is a paraboloid, if you've not seen it before. And the point at the top, the peak of that is when you're maximizing your resources to the fullest. The right resource schedulers out in the industry will try to maximize that. We'll speak about the state of art, what has been done before, what's happening right now, and what has the Cloud Foundry team done to kind of get that at the top of the curve. But things have been changing. We'll look at the right side of the evolution of resources, the evolution of demands, and how the optimization models have changed over the years. First is resources. I mean, that's CPU, network memory, et cetera. Initially in the main frames was different, big monolithic expensive boxes. Client servers, slightly cheaper distributed boxes a little bit. VMware and firms like VMware came along heavily virtualized it. But the last big change that we've seen over the last few years is that everything is distributed. No more do you have big expensive centralized boxes. You have a lot of cheap distributed boxes. And that has caused a huge change in the way in which you design your optimization functions. We'll get to that in a little bit. That's number one. On the right side, the resources are changing. On the left side, the demands are changing. If anyone's seen OfficePay, that's Bill. And he's like, I need my TPS report if you know what those are, test specification, something.  So you're going from IT, which was nice to have, whatever they do, to IT, which is becoming really important. So as your resources change, as your demands change, your clients are becoming more and more demanding and creating new workloads, you've got to rethink the way in which resource management is done in the enterprise. So looking at a quick history, I'm a huge history buff. So for me, it's always good to understand how we got here. The first official resource manager kind of was created by IBM. It's a CPC, PMS, control, program, convolutional, something. But it really came out of a competition that MIT had asked for, where they said they needed a time-sharing system before one person would get his or her own computer. But they wanted time-share, which again is a classic example of lots of resources, and I have a finite set of people I want to manage. So CPC, PMS, and the guys who built it built the first virtualization platform. And if you've thought VMware pioneered it, IBM built the first virtualization thing. Second came UNIX. I'm an old Bell Labs head, so it's great to see what UNIX has done in the enterprise. But UNIX was the second big one that came out with user-sharing. Now, of course, it's a little different from virtualization, which is done at the kernel level, but UNIX brought user-level sharing. You don't realize that when you log into a UNIX shell, you're getting your view into the big system. There's one way of sharing resources. The third one that came, this is when I was doing much later grad school. I didn't do grad school in 1991, I'm not that old. But in a grid computing and HPC and that whole space, where you can submit a job, heavily used in computational space. We used to do a lot of this grid computing to do graphics rendering. Pixar does a ton of that stuff. And cluster computing and grid computing were really big. If you remember, SETI at home, like decades back, how common that was. And Maui that came out of a few commercial firms was one of the most popular, one of the first cluster scheduler that came out. Very powerful platform, but still never saw mainstream adoption. It was for a small set of scientific workloads. The big shift really happened in 2001 when VMware came out with ESX and the whole ESX set of platforms. And when VMware team came out with the product, it was initially a desktop virtualization product, but very quickly they figured out the money is in the server virtualization world. Where they can look at the data center as one single big resource. And they went after that really hard. But for the most part, everything at VMware, and I used to work at VMware before I joined Pivotal, the real abstraction is a virtual machine.  It's always a VM that we always operate on, which is fine, which is actually really powerful if you look back in 2001. But you want to find the right abstraction. If I want to scan an app, do I want a VM or do I want an app? So the evolution of the abstractions has changed over the years. And even VMware has started to review their abstraction. They've gone beyond the stack. They do more than VM abstractions, but for the most part, VM was the way in which they started to abstract things. So how is resource management done with VMs? It's really simple. You define your org, you define your departments, you define VMs beneath that. And anyone who's used resource pools and DRS within VMware will be very familiar with this. And you'll start to see how this thing starts to blend with Cloud Foundry really fast. Then you define reserves. So you say that I want, no matter what, I'm important, give me at least 1,000 megahertz. And you can define that across the entire cluster for your organization, no matter where they sit. That's number one. You can set limits. No matter what you do, I know this department is important, but I don't want to go beyond a specific point. So you kind of define the upper and the lower bounds within VMware. And then finally, you set relative weights. Prod is at least four times more important than dev. So when there's contention, ESX will automatically try to balance out resources. This is extremely important if you're trying to manage resources within the data center. If you don't understand resource pools in DRS, it's a big problem. And as you start to look at what you do with the pads, writing on top of this, you need to know these concepts. And when we speak about cloud front, we will get to this. But the way in which you define your resources has always been CPU memory disk is the most common thing. But the workloads you specify could be very different. And we'll get to the varying workloads as we go more and more advanced. But then VMware is fairly simple. And the IT landscape that has existed since the mid-90s through now, you'll see that most IT firms love to buy and not to build. You speak to the average CIO and you tell them, hey, let's build an application to solve this problem. You'll see their face turn white. They're afraid to build software. Because software for them is hard. So what do they do? They go and buy software. It could be SAP, it could be whatever. There's a whole bunch of things, BPM, ERP, CRM, and 80 more acronyms like that. But what that really creates is you're kind of pushing yourself into environments where the resources are really the mercy of the vendor that's being provided to you. And it's very hard for you to break down that big blocks and manage resources easily. For the few that have been bold and brave to create applications very quickly, that's probably a real expression from an executive, like it becomes a monolith, a big, massive monolith, which can be broken down. And for anyone with kids who's played with Legos, there's a reason why Legos start out this small. You don't have Legos that look this big. Because you want to be able to build more flexible models by having slightly smaller pieces. And the whole rise towards microservices is primarily because of that. You don't want to start with something really big because it's hard to build things on top. It's hard to move it. And you start to feel like this poor truck is starting to feel. Even though your VMs are big, that's hard to move stuff around. So the mindset of VMware and firms like, you know, again, it's not a VMware bashing, right? I'm a VMware guy. But the mindset always was the whole pets and cattle notion where we would always treat a VM as holy. When anything would be done, any work had to be done on a host, we would very carefully move the VM one to the other using VMware's technologies like vMotion, et cetera. And for VMware, it worked out great. Collectively, they made $22 billion for the last seven years, just, you know, going after this problem. The other thing with the IT, with IT is they love silos. They love organizational silos. Like, for example, you have an apps team that's responsible for building the apps. They have no control over a database team that's managed by someone else. You have hundreds of packaged apps which is managed by completely separate teams. You have an ETL team, which hopefully is looking at Hadoop or something like that right now. All they do is informatica. You have an ETW team and so on and so on and so forth. This capture is probably 95% of the traffic within the enterprise. But the problem with this is you cannot abstract resources across all these different tiers. Each of them has their own silo that they like to hoard and keep, right? So how do you find a way to maximize the resources across? You have 20% utilization of CPU here, 20 here, 20 here, 20 here. The CIO comes back and says, I want to maximize utilization. Let's bring them all together. It's just simply not possible in the existing enterprise right now because of these silos. So while this existed, something interesting happened, right? Going back to history. 1999, around that time, right? Google started. Now, Google had a very different problem to begin with. They didn't have the luxury of the average enterprise. I remember this scrappy startup. This came out of Stanford. They had big visions, right? You can see the clear vision of the founders when they named themselves Google. They knew what they wanted to be, right? So for them, the sheer scale of the problem they're trying to solve meant that they just cannot go after monoliths, right? They cannot afford to build monoliths. I've very rarely ever seen an enterprise software vendor walking around Google campus. They wouldn't care for them at all, right? Despite the stakes and the scotches. And Google never really cared about VMs at all. They knew that the added abstraction of a VM is going to slow them down significantly. So what they did, they built C groups, which is containers on top of Linux. Rohit Seth and those guys in 2006, and they did something cool. They built it, they used it, they pushed it back in the kernel community. I forget which version of kernel, but C groups has been around since 2006 since Rohit and team actually built that. But that gave them much, much smaller Lego blocks, like VMs of this big, right? They went much smaller as they built it, which meant that the code that was being written at Google started with Python and expanded to many other languages was much easier to construct, move, and resource manage, right? And that kind of paved the way for a lot of things that Google started to do. There's an explosion of innovation after that at Google. I don't know the exact years because it does not announce products, but Google came out with the Borg cluster scheduler, roughly in 2004. They came out with Omega in 2010, right? We'll speak a little bit about what Borg is, what Omega is, et cetera. In 2011, an open source project came out of Berkeley called Mesos, which eventually became really popular and used heavily by the Twitter team, and now there's a separate firm called Mesos where you're trying to go after that space. Google also created GFS and Hadoop, et cetera, right? And it came out, coming out of Google. The Hortonworks team, you know, Murthy and guys, they created Yarn, which is a heavily interesting scheduler but heavily focused on big data workloads, right? So you saw an explosion of schedulers across the ecosystem. A bulk of them in the open source, right? Of course, Borg and Omega are internal to Google. And what Google did is in 2014, they kind of created an open source version of a blend of Borg and Omega, which we'll get to in a second, and I call it Kubernetes. One of the weirdest names I've seen for a product, but it's still a pretty compelling product, right? If you've not played with it, it's a nice thing. You can get up and running Kubernetes in like 10 minutes. It's fairly straightforward. But what you do with it after that is something we'll speak about, right? So that's the ecosystem that kind of evolved outside the enterprise. No VMs, all containers, fairly advanced cluster managers, because keep in mind, these guys are operating at a scale which is like never heard of. Hundreds and thousands and thousands of machines, right? Well, that was happening. What Google really pioneered, like I said, the abstraction changed from a VM to a container. So as a Google Dev, you would always ask for a container. If you look at Kubernetes, right? The abstraction is all around a container. Give me a container, give me a set of containers. There were a couple of nice abstraction like replication context and services on top of that, but the container was the abstraction. Now, if you look at this classification of the schedulers that came out over the last seven years, right? The first one is a very monolithic scheduler, right? This is kind of the state of art as we speak. Leftmost is if you look at Borg, you have one big scheduler, all requests come to me, and I know exactly how my resources are, where my resources are. I would go and say, all right, you go on that host and so much CPU, so much RAM, right? Fully centralized scheduler. Now, Borg has served Google well, but over the years they found that centralized scheduling is not ideal for them. As their devs created more and more frameworks across a range of dev paradigms, like MapReduce being one, and Graph Crossing being the other, they wanted to find a way in which they could decouple that in some fashion. So they went ahead and created what is called as Omega, which is a shared state scheduler, which I'll get to in a second, but let me explain what Mesos is before that, right? So Mesos, the guys who built Mesos actually worked at Google, and they partnered with, you know, their friends with guys at UCAL Berkeley and said, hey, we need to build something in the enterprise, or at least something that can be used outside of Google. So they went and created, you know, Mesos, the open source state. I think it's a part of the Apache Foundation now, I forget exactly, but what Mesos is is actually pretty interesting. It's a two-level or two-stage scheduler, which is that if I'm building a framework, if I'm building an application to a framework, I can schedule resources, or I can ask Mesos and say, hey, I need resources. Can you help me find those resources? So you have two layers of indirection, and what this enables you to do is you can actually have a growing ecosystem of schedulers on top with a central scheduler sitting in the middle that is not doing any scheduling, but all it's doing is giving the controller scheduling back to the parent scheduler. That abstraction is actually pretty nice because you can now create a lot of schedulers on top of the central one, but it has a significant limitation, and there's a bunch of papers. This screenshot you see here is not mine. I can't draw those nice things. This is directly taken from the Google paper that was published a little while back. But the problem that you have with the scheduler in Mesos is because the top level scheduler cannot see all the resources that are being parceled out. It doesn't have a full view of the data center. As a result, you're not maximizing your resources. When you build your optimization functions, they're not at the fullest. It's a big problem. While Mesos tries to work as kings, and you'll see yarn with Mesos, et cetera, they need to find a way to improve that. What Google did is they looked at the Mesos model and said, this is just not going to work for them. They went and created Omega. This actually is a very interesting paradigm wherein they kind of distribute the state, and that's why the shared state. There are multiple schedulers, but the state is maintained not just in one place, but the state in many. So you kind of don't have the problem of a two-level scheduler, and you don't have the problem of a monolithic scheduler. So that's kind of the evolution of how you went from Borg to Omega to Mesos. The big data ecosystem started to look at the same things. Now, yarn was initially built off, modeled after two-level scheduler. But the design along the way, and I've had conversation with the yarn team, the application master that sits in yarn was supposed to be decoupled from the resource manager. But over the last couple of years, no implementation actually exists that makes it look like a two-level scheduler. So yarn really, as of today, is a monolithic scheduler. And we'll speak a little bit about what are we doing in Cloud Foundry and where do we fit in this classification. It's a pretty common taxonomy for schedulers today. So that's the whole scheduler stuff. Some research, if you're a computer scientist, there's a lot of fun stuff going on in this space. All right, so that was going on. Along came another firm, right? We know exactly how much, 5. Some billion dollars. Amazon came along, right?  All they really did, not insulting Amazon, they kind of recreated VMware but in the public cloud. They didn't model a consumption, but the core technologies remained the same, which meant that my abstraction is a VM again.   So if you're an ABDEV, again, Amazon gives you the same problems, right? I don't want VMs. I want a better abstraction when I'm writing my code, right? So let's ignore what all Amazon has done. They made some improvements with, you know, they've created Docker, a brand-new container management system, so that pans out. So that was the Amazon story. And along came OpenStack, right? What has OpenStack done? Not a lot, aside from causing confusion in the marketplace, right? OpenStack has been one of the most painful things for enterprise IT. They have to try it. The CI is like, we have to do it, and very quickly they figured out that the damn thing doesn't work, right? No matter what you do with it, right? Some service providers, you know, have put blood, sweat, and tears and tried to make it work. Here's a great example. Unfortunately, I didn't put a link to this, but you can Google the words, you can see that. And this is a startup, by the way. This is not even the enterprise. They tried to do something, it did not work, right? So I did not want to do the stock, but not speak about OpenStack, because that would make me lose credibility almost instantly. I wanted to bring it up and explain that if you have to work with OpenStack, leave where you're working. I'm just kidding. Speak to the CIO. Have a quantization. And some of our savvy clients have put OpenStack in dev and something else in product, right? So that way you're kind of minimizing your loss and the threat of your job. What do you really think? Sorry, it's the people I hang out with. All right, so then the date of this is not clear. It's between 2011 and 2012. Actually the first code for Cloud Foundry was committed way back, but the real spur started between 2011 and 2012. So Cloud Foundry came along and it has a very interesting birth. It was born in the enterprise, but the people who came to it came from the Google world. So like all things people do, they brought some of the ideas and concepts from Google into this. Number one, container is the right abstraction. VMs are nice, but containers is what you want to operate in. Number one. Second, resource scheduling is a fundamental aspect of a PAD.  So you need a robust scheduler within Cloud Foundry. So we'll speak a little bit about what Cloud Foundry has done, but keep in mind that Cloud Foundry brings a completely different way of looking at things. The abstraction is now the application. When you want an app, you ask for an app and Cloud Foundry figures out what needs to be done. No VMs, no containers, right? Whatever happens behind the scenes, you ask for an app, you get an app back. This whole CF push seems very simple right now, but four years back, it was a hard decision that the Cloud Foundry team, when they came up with the whole CF push idea, throw my app at it, and then stuff magically gets provisioned for me. So let's look at Cloud Foundry. Cloud Foundry is an interesting beast. It was born in the enterprise, VMware initially, but ideas came from the Google ecosystem. So what do you end up with? You have VMs and containers, both of them exist. There's very few, if any, deployments that do containers directly on bare metal in Cloud Foundry as of today. A fairly commonly asked question, but the enterprise workloads are very different from your startup workloads. We speak to a bank and they're like, we don't want to put our PCI, DSS, compliant apps all in containers because security model and all that is being worked out. So VMs still offer you a level of assurance that containers on bare metal still cannot. But my strong belief is at some point that VMware is probably going to go away. That's my guess. But we have hosts, we have VMs, we have containers right now. So what do you start with? Go back to the first, the resource manager spoke of. You need resource pools. If you're not, if you're looking at Cloud Foundry, deploying it on vSphere or even OpenStack, if you're not thinking of using resource pools, you're not maximizing your resources, unless you're doing standalone Cloud Foundry deploys. I've seen a ton of clients deploy a dev, pre-stage or a QA environment all in a single vCenter install, but with the resource pools kind of carving out and managing resources across your different installations. That's number one. Second, the containers inside of Cloud Foundry are standard C groups. Nothing proprietary, nothing crazy. It's all open source. If you don't believe me, go take a look at Garden and what we've done in Garden.  But when you request an app, when you do a CF push of an application that has an X amount of memory, when that gets pushed to the back end, it's a resource schedule, et cetera. It lands in the container. The C group scholar is made, looks at the memory and says, all right, you need eight, one gig. I'll give you one gig. It gives you the C groups, you know, SLA. But at the same time, what you're also getting is the CPU that is scheduled. We use the kernel's fare scheduler to do it. But the amount of CPU you get right now is proportional to the amount of memory you ask for. One asking for one gig, the other asking for two gig. The two gig app gets twice the CPU as the one gig app. Again, it's a standard we chose. You can potentially tweak that, but that's what we chose. Eventually, we'll actually have a way in which you can specify actual CPU shares so you can more finely control the resource of being asked for. That's a big, interesting innovation right there. The second one, the team didn't sit back. Keep in mind, right, we started this whole talk off with the optimization algorithms. You cannot really have a true resource management within the data center without optimization algorithms burnt in. If you're afraid of linear programming, do not look at that source code. But it's actually really fun if you like linear programming. So the guy's actually coded the whole linear... the resource management for Diego in two classes, the two go classes. So there's a great blog post done by Amit, the guy who actually wrote the code for this. He's a math major. He knows... he goes into a fair amount of go-to detail. But what it does essentially is when I submit my workload, Diego behind the scenes does an auction. It says, hey, you know, here's my job. Who can handle it? There's an auction that happens behind the scenes. An optimization algorithm is run on the fly. And then the right host, the right VM, is picked for the job with one simple goal. First, to keep the user happy. And second, to keep the operator happy because you want the operator to be happy because you want to lower your total cost of ownership. And then you have a happy user, but you have a total cost of ownership which is completely out of line with what you're trying to do in that set, the data center. So you truly need an optimization algorithm. But guess what? Kubernetes, right? Messers. None of these guys really have that yet. They'll eventually get it. Yarn doesn't have it. If you want it, you need to plug in your own algorithm. So when they release it out in the open source, it just uses standard fair scheduling. It doesn't do any of the cool stuff that Diego is doing. So think of that when you start to plan out your data center. So having heard all this, right? If you're a data center operator, what should you do? That's an actual picture from one of my clients, by the way. So he has no idea looking at all the different pieces. So what should you do? One, most importantly, no matter what you do, many of us are computer scientists here. Read the papers. I mean, look at Yarn, look at Omega, look at Borg, right? Look at the source code for Diego, look at the blog post by myth. If you don't have it, then I'll tweet this out. All these resources. But the important thing to understand is that the schedulers are not a pass. They are a very, very small subset of a pass. There's a lot of things you need to add on top of a scheduler to make it usable within the enterprise. So if I'm doing a CF push, I want to get something back. In fact, this is not my image. This is Gartner, which is actually pretty cool. And they said, one does not simply build a pass. This actually came a couple of weeks back. So understand the core concepts, but don't go around building a pass unless you have a lot of time on your hand and you don't care for your job. But what should you really be doing then? So if you go back to the data flow, the different parts of the enterprise, and you put your operators head on, you're at CF Summit. So if you're expected to hear something different, something's wrong. So apps and databases, all the apps should be managed by Cloud Foundry, Diego is available in beta. You must have heard on C-Stock, right? It's going to come out fairly shortly. There's existing resource management right now, but Diego takes it to the next level. So think very hard before you use something else for your apps and data storage, your custom apps, you know, going outside of Cloud Foundry. Second, what do you do with the packaged apps? I'm an SAP shop. I'm an XYZ shop. You can't use containers. Those are big monoliths, right? Those systems. So stick with VMs for now, but challenge your packaged provider and tell them I'm going to kick you out. I'm going to build my own thing, because you add no value for me, right? And ask them to move to a past model. Some of them are smart, SAP, right? Making fun of the guys, but, you know, they have seen the light. Hybris, which is one of their additional commerce systems, all rebuilt on Cloud Foundry, right? There's a talk that René did probably a little earlier today that talks about how he's using Cloud Foundry for this. At the same time, SAP's core HANA Cloud, you know, is there looking to run it all on Cloud Foundry. So some of the ISVs are starting to see the light. Mendix, another good vendor. So going back to Sam's, Sam Ramji's point, the reason he joined the Cloud Foundry Foundation, he likes a CF push. He's an ecosystem guy. What he really sees is hundreds of these players are all going to get certified and run on Cloud Foundry. That's where the real value is for Cloud Foundry, the platform. So push your vendor to do that. Third, if you're doing any Hadoop, do not do it without Yarn, right? There's a lot of value that Yarn brings to the table. It opens up the workloads, right? And you'll see more collaboration with the Yarn community and the Diego community, where you'll see a way in which you can manage the sources across those two teams. But look at Yarn for that, right? For your data warehouses and data markets, which are usually appliances, tell you a vendor to stop shipping appliances. They add no value, right? Ten years back, maybe, but Moore's Law has changed things dramatically. Whitebox's x86 smart distributed software is going to be ten times faster than your data warehouse. So speak to your vendors and pick an open source, you know, EDW or a data mart. And finally, the same goes for the BI, right? So again, this is not a prescription that would apply for everybody, but it's one way of, when I have conversations with clients on a way in which you can manage the sources within the enterprise, right? Last 30 seconds, what's the future going to be? Again, look at the disclaimer below and read it very loudly, right? These are, another thing is official. It's just some of the personal observations based on client conversations. You'll see Cloud Foundry and Bear Metal, somehow or the other in the next, you know, I'd say tops in one year. Some version of it will be available, right? Number one. Second, you may want a global resource scheduler, one that will rule them all, right? To be able to manage across all of them. It's nice to do it, right? If you're Apple, you can pull it off when you're building a city cloud, but it's very hard to pull it off in the enterprise, very hard because even if you want to bring the infrastructure together, the political silos are not going to make that happen. But what will absolutely accelerate change is in new app workloads, right? You know, going back to the whole build point, you're going from TPS reports to the point where IT is enabling you to do some amazing stuff. So these new app workloads are going to accelerate change much faster than you think, so be prepared for them. And the last one is you will see, I think in the next one year, at least a couple of dozen ISVs get certified on Cloud Foundry, right? So you can go to Marketplace, click, click, and all of a sudden you'll see that, right? So that's all of that, you know, has a direct impact on resource management. But again, this is very early. We're trying to see what exactly the future is going to look like, but that's some of my perspectives. So that was it. I'm open for questions. I know I ran over by a few minutes. Constraint optimization equation, which you showed. Does that exist though currently? Absolutely exists. That is actual pseudocode, the real code. If you go to GitHub, the all that exists in real code right now. Absolutely. That was not fancy stuff. It was real stuff. The reason I ask that is because the whole availability zone, if I have one application-free instance, I want to be, because that's what the equation shows. Correct. That you do a model of it. Yep. Do you currently do that? Absolutely does. And I can't lie. The code is there. Can we do the GitHub public then? Absolutely, yeah. I can send you the blog post, which goes into a little bit more detail, which again references the source code, right? I'm a smart guy. I don't know if he's here at the session, but he's a sharp guy. Is he here? He should be here. I haven't seen him, but he should be here. He's around. He's one of our best engineers. Any more questions? So, Meso versus Diego auction, it's the same thing. Say it again? Meso versus Diego auction. That's a good point. Yeah, I mean, Diego, yeah, that's a great point. Diego is a monolithic scheduler. It's not a two-stage scheduler. So again, Ansi brought this out specifically in the Diego talk. We may see a Diego and Meso's plug-in or a kind of integration, but Diego has more control of the resources. It knows exactly what's happening. It's actually running the auctions, right? Meso says, think of it like a much lightweight component in the middle, right? Meso's on its own is useless, right? You need to have frameworks like Marathon or something else on top to do the full end-to-end work. We expect to see Diego on top of Meso's as a viable example. Correct. That is, yeah, if you want Meso's and you want Diego, that would be the most logical way to go. Yeah, like Yarn Meso's is similar. If you Google for it, Yarn Meso's, Kubernetes Meso's, same idea. But it goes back to again, in the enterprise, building that one massive global resource scheduler is going to be tricky. Any more questions? Say it again?  When you say, is that a layer we don't want to be, you know? No, SDN and PAS are still an emerging topic irrespective of what we spoke about today, right? Right now, most of CF assumes reasonably static networks like a VLAN or something provision. Ideally, yeah, I mean, this is a common request. Clients are asking, and as a part of my app provisioning, can I provision my network also, right, on the fly? We haven't seen that, you know, in the product yet. But when that happens, we probably will see Diego get it updated to include network as one of the constraints when you're doing the optimization. Good question. Any more? All right, thank you.


Hi, I'm Brian Schmidt, Vice Chancellor and President of the Australian National University located here in Canberra. ANU is Australia's only national university and one of the things that makes this unique is our student body who represent countries and nationalities from around the world. For those of you who have been on our campus already, you'll know that we offer one of the most rewarding student experiences. Your learning in the classroom will be paired with a campus experience like no other. Now, I know 2020 has been tough for our students, which is why we are establishing a new set of scholarships to make it easier for you to study here. From February 2021, we'll be offering 200 international students in ANU Chancellor's International Scholarship. These new scholarships total more than four million dollars in additional support. You don't need to apply for one of these scholarships. You'll be considered when you apply for your study pathway, and if you are successful, you can still apply for other scholarships. Our goal is to support you as much as possible, so your finances aren't a barrier to becoming part of our ANU community. I hope to see your application soon and meeting you in 2021 on our campus.


Great news, guys. Bitcoin was actually able to hold that 35,000 mark over the weekend, and it did not sell off like it did the previous four weeks in a row. So today, guys, we're going to go over this new pattern that we're currently watching in Bitcoin, and we're going to tell you why it's possibly a really, really good sign for Bitcoin this week. Plus, then we're going to go over Ethereum, and we're going to show you guys how Ethereum has been holding up very, very strongly compared to Bitcoin. The only thing holding Ethereum back right now is Bitcoin. And then, of course, guys, like we do every single Monday, we're going to go over different trade setups that we're going to be taking ourselves this week to potentially make you guys some profits. Let's dive right in, guys. Hey, what's up, Jay here, and welcome to Bitcoin Daily, bringing you guys the best tips, tutorials, and ideas to help you guys become profitable and successful traders. The goal of this channel is to empower you guys with the resources and knowledge to help you get to that next level. So make sure to subscribe, like, and share this channel. Also hit that notification bell as we continue to spread this knowledge and mass cryptocurrency adoption. Alrighty, guys. So today, we're doing the trade recap from the trades that we gave you guys over the weekend on Friday. Then we're going to do an analysis on both Bitcoin and Ethereum. Then after that, we're going to give you guys the trade setups that we're going to be watching and taking this week to make you guys and make ourselves and everyone else some profits. So first things first, let's go over the trade recaps from the trades we gave you guys on Friday. So the first trade we gave you guys on Friday was a Bitcoin 35K support entry. If you guys took any of these trades from the 35K support entry and you wrote it up, congratulations, because this wrote up all the way to $37,500, guys. That would have been, if you were using 10x leverage, that would have been a plus 71% profit, guys. So congrats if you took that trade. The second Bitcoin trade that we gave you guys was a $36,500 breakout entry. So you would enter the trade above $36,500. If you were able to enter that as well, as you guys can see right here, that would have been the entry right around there. And that wrote up to the same price, $37,500. That would have been a 27% profit if you use 10x leverage. And then that was the two trades that we took for Bitcoin, the one trade that we took for Ethereum, because we gave you guys two trades for Ethereum, but one of them didn't hit. The second one did. So the one that didn't hit was the 1,100 entry, but the one that did hit was a 1,200 entry. So if you guys entered that 1,200 entry right there, it wrote up to about 1,300 almost, right? It wrote up to, I think it's over here, wrote up to $1,294. So that would have been a 39% profit if you guys used 5x leverage on the Ethereum trade. Alright, so let's go ahead and jump into these analysis. So first thing we're going to look at, of course, is Bitcoin. So we're watching Bitcoin over the weekend. Not much happened. It just kind of consolidated in the same exact range, right? So it's been trading between that $38,000 range, the top of the $37,000 and $35,000. That's the range it's been trading on, right? You guys can see every time it's been down here, the dip has been bought. Every time it's been up here, it has been sold, as you guys can see there. So it's currently trading in this range, which is a good thing. So if we're consolidating like this, this is actually very good. The more that we consolidate, the bigger the next move will be. So if the volatility slows down, and as you can see, something that could happen right here, that could mean a big move coming up for Bitcoin very soon. That could probably shoot us up to that $50,000 range that we're all waiting for, right? So this is what we're currently watching right here, right? So what we're watching here is this symmetrical triangle, right? So this is the top of the symmetrical triangle. This is basically the bottom. It depends. You could also have it down here, and it kind of connects. But just for the purpose of this one, we're just putting it at these two points, right? Now you're probably asking what is a symmetrical triangle, right? So symmetrical triangles occur when the price is consolidating in a way that generates two converging trend lines with similar slopes. So what can you expect from a symmetrical triangle as far as the price movement? So usually the breakout or breakdown targets for a symmetrical triangle is equal to the distance between the initial high and low applied to the breakout or breakdown point. So now you know what a symmetrical triangle is. Let's go ahead and put it to use in this exact scenario. So I'm going to draw a line from the peak, the highest peak to the bottom of this triangle. So that's more or less where it's at. Now let's go ahead and move this to the potential breakout area. So if I now grab this and move this to where it could potentially break out, let's say broke breaks out here. Look at this, guys, the potential breakout movement, if we were to continue consolidating right here and ended up breaking up at breaking out at this point, then we're talking about what is this 49,000 49k. So that's close enough to 50 to call it 50 guys. This would this would lead us to that $50,000 mark that we have been talking about guys, 50k. So if we continue bouncing within this range and if you start to see it within these within this week really tightening up just like this, we could be in for a breakout that will lead us right to $50,000 guys. Now of course, this could also break to the downside. So we always have to look at both scenarios. You can't only just look at one scenario. Now the reason that we're looking at the bullish scenario first is because we're we're following the trend, right? The likelihood of the breakouts are usually with the trend. So the bearish case scenario would here would be a breakdown to the downside, right? And that would lead us till around right here, which is that $26,000 mark as you guys can see lots of support here. So and this is also where the 78.6% Fibonacci retracement level is. So if we were to see a breakdown, that's kind of where I'd be expecting it to go around this level right here, the bottom of it being around 26k, possibly bouncing at the 78.6 Fibonacci level. And remember, we still have this 61.8% Fibonacci level, which is also 30k that could hold us up, which held us up here and here. So those are the two different case scenarios for Bitcoin. Obviously, the higher probability and higher likelihood is to the upside, but we have to be realistic and look at both sides of the coins. As always, you want to be prepared no matter what happens, right? Alright, so now let's go ahead and take a look at Ethereum. As you guys can see, very similar pattern, except it's been holding up a whole lot stronger than Bitcoin. As you can see here, guys, Ethereum had a very, very bullish pattern here, which did break out to that upside, but then got taken down when we had that sell off last weekend, right? After that, though, it's been pretty bullish, as you guys can see, it's just been kind of grinding up. And right now, this is currently a bull flag that we're watching here, right? It's a terrible bull flag, but this is a bull flag that we're currently watching. And you see this resistance right up here. So this is that descending resistance. This is the same symmetrical triangle that we're watching here. So we're currently at the top of it. You see on Bitcoin, we're currently at the bottom of the symmetrical triangle, while on Ethereum, we're at the top of it, right? Now remember, if we use the same rules for symmetrical triangle breakouts, we're going to go from the top of its peak to the bottom, right? The bottom is more or less around that 900 range. So we're going to put it right there. And then we're going to grab that. Let me zoom out a little bit here. We're going to grab this and put it right here where this breakout would occur. And obviously, this breakout could occur from anywhere on the triangle.  And then boom, that would be a basically by the book pattern chart pattern, right? Remember, the all time high free theorem is around that 1400 mark. So this would not only crush the yearly high that we've had, right? But then it would crush the all time high and move up to $1600. And this will put it here. This pattern puts it here by the end of this week. So yeah, that's a pretty crazy pattern. But according to the rules, if you follow the rules of a symmetrical triangle, that's the possibility of what could happen. That's the implied move, right? So we're going to see what happens here because this could also be interesting. The breakout could actually happen towards here. If we kind of continue within this little range right here, and then boom. So if the breakout were to occur there, then that move could potentially take us up to around $1650. As you guys can see on the top of this right here. So now, like always, we want to look at both scenarios of this move. So let's see what it would happen if we broke to the downside, right? So if we broke to the downside, now we're looking at basically a 100% retracement from its breakout over here, which was around that 700 range. That would be literally be a breakdown from here would mean a 100% retracement, as you guys can see. Guys, I hope you're enjoying this video so far. I hope you have got a lot of value out of both analysis for the Bitcoin and the theorem analysis. Now we're going to go over the different trade setups that we're watching this week. If you're enjoying this video so far, don't forget to subscribe guys and hit that notification bell, turn it on. Because like we said, we're about to give you guys some trade setups. And if you guys will end up not having a notification bell on and watching this video a day later, you might have missed a trade setup already and missed out on these profits. All right, so the first thing that we're going to look at is Bitcoin here. So 35.5 is a possible entry that you guys could use. So that's one entry that I would say if you have a bigger risk tolerance, then you can take that entry at 35.5 and have a stop basically your stop is going to want to be kind of around this level. So that's around 34. It's going to be under 3500, right? So you want to stop under 3500, but you want to make sure that you're under these candles here. So you're looking at probably like 37, 800 for your stop. But if you don't want to take that such have such a wide stop, then you want to look for an entry at 3500, right? And we want to see if the price respects this ascending support line here, right? So that's kind of what we're watching. I would love to have it right here where both of them meet, right? That would be the sweet spot. That would be right around that 35K. So that would be the perfect spot. Next would be a breakout entry. So now the breakout entry, it's going to be a little tricky. And it depends how safe you want it to be, right? So the higher risk breakout entry, but higher risk, higher reward, right, is 36K. So 36K is that first breakout entry, which is around right here. But this is the thing, as you guys can see here, there's so much consolidation here, right? So what could what's what could happen here is if you set your stop losses too tight, you're just going to get you might just get stopped out, right? So of course, the idea would always be, you know, to buy in on the bounce back up and hope that it doesn't drop like this back down, right? But it's a possibility. So it's a riskier one. Now, if you want to try to look for something a little bit safer, now, then you can play above this candle right here, which is is going to be just before 37K. So the breakout entry, you would use this candle plus the whole number 37K to as a breakout entry. And that could lead back up to the top of this range, which is the top of that 37.5 to 0.7 range, right? And then the safest one would probably be a break above around the 38K, because it's above all of these and it would be a weekly high basically. Now, the issue with that is if the price respects this descending resistance, then that 38K breakout, you would probably need to trell it pretty aggressively. Just in case we get rejected here, you kind of want to stop out in profits, you want to make sure that you're taking profits there. And then there might be, you know, all of this going on here. And then the potential breakout would be there. So if you're looking to play the breakout above this triangle, right, then you're looking for something above 39,000. So 39,000 would be that point where we're above all of these candles, and we're above this, the triangle, right? So that would be this level right here is where you would be looking to enter a breakout. Now you have to keep in mind, there is resistance at 40K. The way you could play this is to take profits as close to 40K as possible in case that happens again. And then to have a brand new breakout entry right above 40,000. Next, let's go ahead and take a look at Ethereum, as you guys can see currently trading at 1219. So how are we playing this? So we're looking for entries as close to this support and this Fibonacci level here as possible. And that's also a big hole number 1200, right? So you'd be looking to enter on a test of 12 and then a bounce back above it. And then you want to be trailing it pretty aggressively because remember, we have this descending resistance right here that's going to get closer and closer. So the closer it is to this part right here, then avoid that you don't want to enter that you want to enter above the break. So to enter above the break, then you're probably looking at an entry above 1250, I would say. Somewhere above 1250. And if you want to play it as safe as possible with the breakouts play above this candle, which is right at $1300 probably, and that would be a confirmed breakout from this triangle. Remember that we have this resistance right here. So make sure that you're trailing it as soon as you're in profits, you want to be trailing this aggressively because if we get rejected there, you want to be able to trail out in profit. And then what you could do is have a breakout entry above this price as well. So that would be above 1350. And then of course, a breakout entry above the previous all time highs. Now if we bounce down here, if we get taken down here, we're looking at support entries down at these levels, right? So that's around that 1100 range. And that's what I'd be looking at for a support entry. Of course, we're looking for it to test and then jump back up. And then this is where you buy. I appreciate all you guys, man. You guys have been killing it with the views and the likes and everything, man. I appreciate you guys so much. If you enjoyed this video, go ahead and hit that like button. Make sure you're subscribed to the channel because over 75% of people watching these videos right now are not subscribed. Punch that subscribe for me, guys. I appreciate it. Enjoy your Monday, guys. I will see you guys mañana for the next video. As always, peace and love.


Okay, so we'll come to our presentation. It's some kind of a workshop mostly about the UX and development interaction. So, it was a bit of a surprise for Haiko and Jan that they are actually sharing this presentation for me. So, we were sitting yesterday in the pub and I told Haiko, well, do you know that we have a presentation tomorrow and he remembered, okay, yes, we were talking about that. So, we have quickly created a survey like from the people that were joining our conversation there and there are some ideas like what should the talk contain. So, somebody was telling like, talk about color, like pictures and how you bike-shed about things in your design team. Somebody said, okay, well, I will avoid this show. Like it's too much in the morning and like too many people will be just having monologues there. And another one was how can I get involved, which was more positive, like approach to that. Then even somebody got further, like I'm interested in something and I want to do it and like how can I actually get involved. So, there were like nicer screenshots, stuff like that. So, like many opinions about things, many things to get together. So, we of course like analyzed that and created this talk based on that. So, let's get a bit more serious. So, I think it would be good to just tell a few words about like what has happened since the last year. Because like we had already the design team last year, but that like many things has changed in the meantime. So, like for me, the biggest thing that has changed is that Document Foundation now has HIKO as an employee. And so, like we can be like much more serious about the design in general, because like now we have a dedicated person for that. If there are things that need doing, we have somebody who has the experience, who has the time for that. So, like for me, it was one of the biggest achievement in the last year. HIKO was a long-term contribution, contributor to LibreOffice already. So, like he already knew all the processes, like how to do things. And what was very positive for me that he actually started running the design meetings that we have every Friday. And to which you are most welcome to come and join and be there. Another notable improvement that was since the last year was how we were handling the Google Summer of Code. Because in the past years, it was just the developers mentoring the Google Summer of Code. But like sometimes it was like based on the ideas from the design team. Sometimes it was just like from the developers how they thought that things should be done so that they work nicely or that they are done in some way. But this time, like there was some really actual like actual work between these two groups. So there were projects where really there was a mentor from the UX team and there was a mentor from the development team. And they just had to work somehow like very closely together so that the result is right. Then of course, there were lots of improvements and proposals and things that have been done. So if you want to see the details, of course, scan the release notes, which actually answers one of the proposal from the first slide, who wanted to see the screenshots before and after. Like release notes is the place where you can see that. You will see that like in the view or in the design of LibreOffice like lots of things changed. Other than that, the work of the design team, there were things that hasn't changed. So still, it is very important in general for the design team to see like what will be the end result. So as I like to say, like when the work is not in git, it hasn't happened. So it is so that like when you design something and you just do it for the fun of doing it, that's nice, that's fine, that's okay. But you are not doing it like completely. You still have to have in mind like how you will get it into LibreOffice in the end. So like, of course, one way of doing that is like actually if it is for example, update of some dialogue or improvement of some texting or better icons or anything, then if you can do it yourself and just get it to git or get somebody to help you, getting it to git, that's ideal. Of course, if you cannot do it, then you have to have a plan like how actually achieve that it will get into git. So again, some of code is very good for that, but like if you have a friend who has a developer and he's willing to work with you on your idea and actually apply it and get it to git for you, awesome as well. So just want to repeat, like it's very important to have a plan like how to actually get it into git in the end. And of course, like what we would like to do in the future, we would like increase this amount of people that are actually contributing to the design team, but also applying the ideas of either of the design team or of of course, like if the developer has an idea, like how to improve something, the best is to consult it with the design team. We are happy to help some way as much as we can and then get it implemented. I think one point that we forgot yesterday to add is the contribution by Yanni, the easy hacks. We increased our effort in easy hacks and added a couple of easy hacks from the design point of view, very simple things that can be done without any coding experience and also try to flag tickets in the backtrack as easy hacks, which is quite important and that's why Yanni is here. And I have two things. I'll start with the easy hacks, as you said. When you have made a new wonderful dialogue, you have made the UI file in Glade and talk with the UX team, then the next thing is you need to get it implemented and that's where you put it in Boxzilla. You mark it as an easy hack, typically topic UI. Then I will see it next morning and I will do the rest of it. I won't implement it, but I'll make sure it's a proper easy hack because a lot of, especially these dialogue things can be very easy to make. If you have just changed the layout, you need it added in Git and that's it, attach the UI to the Boxzilla and I'm sure some of our new contributors in development would be glad for an easy hack that type. Another thing is, I see regularly patches in Garrett that contains UI and all of these patches, as soon as there's a UI file involved or a change of workflow, then it automatically goes to the UX team for evaluation. So it's not to sort of say your work is bad, it is more that we want a consistent UI and therefore every change in the UI is passed by the UI UX team. I have a microphone. I have a microphone. Yes, and so like this way we are getting to like, what is the current workflow? So from the design point of view, like the two most important things are like, how do we communicate? So like in case there are ideas, in case like there are some concrete things to evaluate as he unset like for example, the patch to check or talk about, then of course like we have the IRC, it's the LibreOffice design on IRC3 node. We have a hangout every Friday at 2 p.m. of the European time. So it changes like when there's a shift from the daylight saving time to not daylight saving time. We have a mailing list, design and global LibreOffice. We have a blog where we communicate like what was achieved, but also like this blog communicates when there is for example a survey, when we want to get like ideas from people, like what should we do better or like when there is a proposal to get some feedback on that so that we can collect it and get some results from that. Then some people in the team are using Google Docs just because it's somehow convenient for them. And of course like some, the results that just need to be preserved in some like more structured way are on the wiki. But what we have forgot to get here is actually the Garrett itself because lots of communication is happening in Garrett as well because like when it is implemented, it just needs to be approved. And lots of people from the design team are actually in Garrett like approving the patches or posting patches as well. Let me like mention Jay and Adolfo who are very active in that. And also in the bugzilla. So in bugzilla if you can remind like what is the workflow in the bugzilla for the UX advice? First I wanted to add that we of course to also report in or discuss things in the etherpad. It is collected in all the other etherpads and from time to time we do some discussion not in the GDoc but in the pad. And some really short polls with the community are run on G-plus because it's very easy to ask the large liberal office community which has I think 6,000 members. Just ask the question do you know how to do this or that and you get a quick response with some 100 people. It supports the decision if you get a number of people to yeah it's just another argument. About the workflow in the bug tracker. Yeah the workflow in bugzilla depends on two things. If you have an idea that you want done then you can add a bugzilla report, mark it as enhancement or if it's a problem not as an enhancement but as a real bug. That will go through the normal workflow the UX people will look at it give their opinion and at some point it will be passed on to the developers. That is the more seldom case. We really recommend you come to IRC you use our mailing channels to discuss your ideas before you make a bug out of it. It's a lot easier for everybody. So on the other hand like it's not forbidden like a batch is appreciated all the time. So like if the first contribution is a batch without previous discussion that's perfectly fine as well. But like of course it's better to be more involved and yeah. The next step is you have actually made a new dialogue. I use that as an example. You have changed something in the UI. Then you put it the easiest way for you is actually to put it in bugzilla use the keyword easy hack use the keyword topic UI. Then it lands on my desk next morning. And what I will actually do is I look at it and see do we have any comments from the UX team? If not pass it to them otherwise pass it to the development. And typically you will see these easy hacks are very very interesting for developers because they are pretty easy to implement and the new contributor can see something. If he makes a change to one of the C++ classes which I find very intriguing but it has no effect. He can't show his friends I made this. And the effect of I made this is what gets a lot of contributors to come in. So your easy hacks in that respect is very very welcome. And so now we are coming to the question or a bit of a discussion if we can have it here. So what could we do better? What is your feeling or your experience with interacting with us as the design team? What can we do better together? And stuff like that. Just from the development side I think what might be helpful for the likes of me is short kind of direction statements from the UI team. Not like a huge big document but just a general thing such as for example Tula bars aren't really the future for Leera Office. Sidebar is where most activity should take place in the future, issues like that. So we have sidebar issues, we have tool bars, we have menus. There seems to be a lot of activity mostly in moving things to the sidebar. Is that kind of where we should focus most things on? So did I understand correctly you are asking about what is the direction? Yeah I don't mean like where is the direction of Leera Office but just like what as a developer we should look at for user interface stuff. So will new things go into the sidebar? Is that a direction that we're going in? Like there seems to be additional things being added to the sidebar. I mean that seems like reasonable direction but is that the case? That's a very hard question I would say. That's a very hard question. Just because like we in the design team just cannot decide ourselves yet. So basically we are experimenting with many things. You can see that for example J has done a lot in the direction of having sidebar as the main thing. So you could have seen it already in press that like when you are editing some text or so and want to apply the attributes on that that it's in the sidebar. And like the main toolbar is there like mostly for the operations with the document but not for the attributes. On the other hand like there was just a Google summer of code that like allows you to like get UI files directly like instead of the toolbars or even instead of the like the entire toolbar and menu area which is kind of orthogonal to this. So we are still in the face of a bit of experimenting. I do not have any strict view on that but like if Heiko has some more strict view on that then... In short it's a question that goes a little bit beyond the workshop here that we can do better. It's a question about where are we going or heading with the sidebar, right? We drafted a guideline and the guideline says toolbar is for access to frequently used functions. You open a file from the toolbar, you save the file. One click, save, and it's gone. If you modify properties it is nothing which has to be located in the toolbar so features go to the sidebar. And I would say it's also something which needs to be frequently used. For my taste it has not been followed so frequently a part of the use thing. It is a container for properties that are changed in the document more or less frequently. So if I hear some concerns from your side that the sidebar gets a little bit flooded, maybe yes. I would really appreciate if we get some more configuration into the program. Things that we do with the new toolbars, the extended toolbar, Muffin, Robin, or however you want to call it, you can switch easily between two or more toolbars that it's workflow oriented. Or user oriented. If a user wants a simpler toolbar, he loads, if he wants to switch to something an expert feature, it could be done quite easily. And if you get something similar for the sidebar it expands the possibilities in a way that makes everybody happy. So configurability is one goal in the future. Just from my side, we are, as Candy says, discussing those issues. But unfortunately, no good answer yet. Thank you very much. So something about more in the general, would you like us to reach more to you or you are happy with how we are interacting with development or any change necessary? Did we offend you some way? That's good. Did we make you happy in some way?  So tell us about that. Yeah, thank you. Maybe one suggestion. You talked about workflow and people talking about UI stuff and I think there will be a lot of work talking back to them. We want this like that and we have some design rules. We would like to have that stuff in the sidebar, that stuff in the toolbars. How about writing that down on the VQ or something? Maybe it's already done. So you don't have to explain it to everyone every time again. Just some basic design rules. And don't call it rules. It sounds limiting and suppressing. Design suggestions or something like that. Best designs for a LibreOffice. Or what we want to do. Yes, so actually we have some kind of document. That's one of the things on which we have been working in the last year. But again, as you say, we do not want to do that strictly. So it is more in the direction of we have found a problem that people are not decided like how to do things. So it is described in this, how is it called? Guidelines. Guidelines, guidelines, guidelines. Guidelines is not bad. Optimal I think would be some pages which you read as a newcomer and you are so motivated and have not seen anything pressing you but you are directed in the direction you want to have. And so one example of the application of the guidelines actually was the rework of the menus. Because we discussed that before Jay did the actual changes. So one of the visible or very visible things in the guidelines was that we have set a limit of how many things can be in the menu so that you do not get menus that are over the entire screen. And so in the menus, it was set as like 20 items as the maximum. And then of course we tried based on the information that we had. So mostly the results from the old research, so based on the use, it was organized into the submenus. And having that in the guidelines, they're easy for us. Because then when there was confusion, somebody told us, you have moved my favorite feature to a submenu. Then the answer was, sorry, but we had it in the guidelines. It was a decision that we just need to do it some way to fit the 20 items. So bad luck. Your feature is not that used as the other features in there. It was the out-of-time sign, it's a pity, but my reply to get it together with the development team, there's a discussion ongoing to improve the Get Involved page, some landing page where people read information about the project, how to do things, there is effort planned to improve the situation. And what I take from your argument is that we need it for the design team as well, a Get Involved page. It could be really great to do it in a similar way that it, for instance, has the same branding, same look and feel. Yeah. Did you know what's the argument? Yes. That's how it links to the developers. Great. Great suggestion. So thank you so much. So if you have anything else, please do reach us. The presentation contains the details about how to contact us. We will be very happy to hear from you. Thank you so much.