Hello everyone, welcome back to another session in dentistry and more. So today we have hemostasis in human physiology. So hemostasis is the mechanism of blood coagulation. So this video is all about the three steps of hemostasis that is the vasoconstriction, platelet, blood formation and blood coagulation and the blood coagulation in detail the intrinsic and extrinsic pathway. So let's learn about hemostasis and blood coagulation. So hemostasis, hemostasis it is defined as arrest or stoppage of bleeding and the stages of hemostasis. So what happens when a blood vessel is injured, the injury initiates a series of reactions which results in hemostasis which occurs in three stages. The first stage is vasoconstriction where the construction of vessels happens. Then the second stage is platelet, platelet formation there will be accumulation of platelets and there will be a temporary platelet formation and finally the coagulation of blood. So the first step, vasoconstriction. So in vasoconstriction, so immediately after the injury, the blood vessel constricts and decreases the loss of blood from damaged portion. So these blood vessels are cut and the enterothelium is damaged and there will be exposure of the collagen fibers. So what happens is when the damage happens platelet comes to action and they adhere to this collagen and gets activated. So these activated platelets secrete serotonin and other vasoconstrictive substances which cause constriction of blood vessel. So this attachment of platelets to the collagen is accelerated by one will brand factor. So you must have heard of that factor, one will brand factor and this factor acts as a bridge between a specific glycoprotein present on the surface of platelet and collagen fibrils. So this is acting as a bridge between the platelets and collagen fibrils. So in platelet plague formation, once the platelet get adhered to the collagen ruptured blood vessels, there will be secretion of adenosine life phosphate and also thromboxin A. So these two substances attract more and more platelets and activate them. So all these platelet aggregates together and form a loose temporary platelet plague. So there will be a platelet plague formation because this will attract more and more platelets which close the ruptured vessel and prevent further blood loss. So these platelet aggregation is accelerated by platelet activating factor that is P-A-F platelet activating factor. So that is platelet plague formation the second stage whereas the third stage that is a coagulation of blood. So during this process the fibrin origin is converted into fibrin. So that is what we are going to learn.  So it loses its fluid and it becomes a jelly like mass after a few minutes. That is blood coagulation or blood clotting. So before learning the two pathway that is intrinsic and extrinsic pathway we need to learn the clotting factors. So coagulation of blood which occurs through a series of reactions due to the activation of group of substances which is necessary for clotting. These are known as clotting factors. So we have 13 clotting factors. The factor number one is fibrin origin, two is prothombin, three is thromboplastin or also known as tissue factor and the fourth one is calcium, fifth one is labial factor, sixth one is not yet proved, there is no component mentioned as six, whereas the seventh one is stable factor, eighth one is anti-hemophilic factor, ninth one is Christmas factor, tenth one is Stewart-Prowler factor, eleventh is plasma thromboplastin antecedent or PTA, 12th one is Higman factor or contact factor, 13th is fibrin stabilizing factor. So these are the 13 clotting factors which involve in the clotting mechanism either in intrinsic pathway or extrinsic pathway. So sequence of clotting mechanism. So most of the clotting factors are proteins in the form of enzymes. So normally all factors are present in the form of inactive pro-enzyme, that is not able to activate any, so pro-enzyme is not able to conduct any such reactions. So these pro-enzyme must be activated into enzymes to enforce clot formation. So it is carried out by a series of pro-enzyme enzyme conversion and first one of the series is converted into active enzyme, that activates the second one then which activates the third one and this continues till the final active enzyme thrombin is formed. So till here there will be continuous activation, 12th becoming active that in turn is making active of 11th factor, 9th factor, 10th factor. So we have basically three steps of blood clotting that is three stages that is formation of pro-thrombin activator from injury to here. The second stage is conversion of pro-thrombin into thrombin and the third step is conversion of fibrin origin into fibrin, so stage one, stage two and stage three. So stage one is formation of pro-thrombin activator. So from the damage to pro-thrombin activation is within stage one that is blood clotting commences with the formation of substance called pro-thrombin activator which converts to pro-thrombin and thrombin. Its formation is initiated by substances either within the blood or outside the blood. This is the formation of pro-thrombin activator occurs through two pathways. So within the blood is intrinsic pathway and outside the blood is extrinsic pathway. This is within, this is outside, that is why it is known as extrinsic and this is intrinsic. So that is pro-thrombin activator which converts pro-thrombin to thrombin. So intrinsic pathway mechanism, so this is intrinsic pathway. So what happens is, so in this pathway the formation of pro-thrombin activator is initiated by platelets which are within the blood itself. These platelets are present within the blood. So in intrinsic pathway what is happening? So during the injury the blood vessel is ruptured, endothelium is damaged and collagen beneath the endothelium is exposed. So this is a twelfth factor which is known as Hegman factor. This twelfth factor which comes in contact with this collagen and it is converted into a activated, so this A means activated. So activated factor 12 in the presence of chelicrine. So in the presence of chelicrine this twelfth factor become activated. So this activated twelfth factor, in turn activate the inactive eleventh factor. This is a series of reactions. So the eleventh factor become activated. So the eleventh factor is in turn activating the ninth factor. The ninth factor is Christmas factor, eleventh factor is plasma thromboplastin antecedent. So ninth factor is getting activated with the help of eleventh factor and the ninth activated factor changing the tenth factor into tenth activated factor that is toward provo factor. So twelfth, eleventh, ninth and tenth that is a sequence, okay, twelfth, eleventh, ninth and tenth. This is not happening in a decreasing order like twelfth, eleventh and tenth, it is happening twelfth, eleventh, ninth and tenth. So thereby prothrombin activator forms via platelets and formation of phospholipids and prothrombin activator which activates prothrombin to thrombin, okay. So that is happening in the stage two. So prothrombin is converted to thrombin, okay. So there will be two mechanism that is positive feedback mechanism and negative feedback mechanism with thrombin and prothrombin activator, okay. So once the thrombin forms that is coming under stage two. So there will be two mechanisms whereby thrombin formation is activated by prothrombin activator that is either positive feedback or negative feedback. When there is increased demand of thrombin the positive feedback mechanism will work and there will be amplification of thrombin production and if the thrombin production is not very much is required then there will be negative feedback mechanism happens and the production will decrease that is a second mechanism that is negative feedback, okay. So after that this thrombin fibrinogen will be converted to with the help of thrombin fibrinogen will be converted to fibrinogen A then there will be loose transfer of fibrin and ultimately a fibrin tight blood clot is formed. So that is blood clot formation or blood coagulation, okay. So whereas the extrinsic pathway what happens is the formation of prothrombin activator is initiated by the tissue thromboplastin which is formed from the insured tissue, okay that is tissue thromboplastin this is a mixture of glycoprotein and phospholipid. So tissue thromboplastin is formed from the insured tissue and this tissue trauma which activates the factor number 10 with the help of factor number 7 and this activated factor 10 is helping the prothrombin activator with the help of calcium and factor number 5, okay and the same mechanism will happen positive and negative feedback and it will go to stage 3 either intrinsic or extrinsic pathway that is conversion of thrombin, thrombin will convert fibrinogen to fibrinogen A then there will be loose transfer of fibrin and ultimately fibrin tight blood clot happens, okay. So that is the mechanism of blood clotting or blood coagulation it is happening in three stages basically that is vasoconstriction, platelet plaque and blood coagulation. So the blood coagulation again happening in three stages stage 1, stage 2 and stage 3 stage 1 is until the prothrombin activator formation stage 2 is thrombin formation and stage 3 ultimately the blood clot forms and it could happen two ways intrinsic and extrinsic pathway intrinsic the factors involved are factor number 12, 11, 9, 10 and prothrombin activator converts prothrombin to thrombin whereas extrinsic pathway is thromboplastin which converts 10 factor with the presence of 7 and the activated factor number 10 is helping prothrombin activation to convert prothrombin to thrombin with the help of calcium and factor number 5 and finally the thrombin converts fibrinogen to fibrinogen A and fibrin to ultimate fibrin tight blood clot, okay. So this could be long assay like intrinsic pathway or extrinsic pathway or the mechanism of blood coagulation or hemostasis as a long assay and the clotting factors 13 clotting factors such as fibrinogen, prothrombin, thromboplastin which is also known as tissue factor, calcium labial factor then 7 is stable factor, 8 is anti hemophilic, Christmas factor, Stuart pro factor, plasma thromboplastin, anticitin, 12 is hegen factor and 13 is fibrin stabilizing factor. So that's all about blood coagulation, hemostasis or blood clotting or intrinsic and extrinsic pathway. So I'll come up with a new topic in physiology, thank you.


Hi, this is John Palfrey. I'm coming to you from Cambridge, Massachusetts. And I'm speaking in my capacity as the chairman of the Steering Committee, a nascent group that's been formed around the Digital Public Library of America Initiative. And we are today announcing a new effort in the DPLA planning process, which is called the beta sprint. I wanted to talk for a few minutes on this video about the plan for a beta sprint, and also just to give a little bit of context for why we are taking on this new initiative right now. The Digital Public Library of America has a wiki online with lots of information about what we're thinking. We've also got a four-page concept note, which we've put online, which represents the latest thinking of this broad-based group. But beyond that, we are still very open about what we're, in fact, going to build in terms of a Digital Public Library of America. And one thing that's happened in the last several months of planning this initiative is that a number of people have come forward to us and said, we really just want to start building something and to be able to show an idea of what a Digital Public Library of America might look like. And it turned out that it was more than one group that came forward with this view, so that we were in a position where it would be tricky to decide up front who might be the one to build it. And we thought what we might do is to turn to the internet community broadly, to the library community broadly, to the worldwide community, and say, if you have ideas for what a Digital Public Library of America could be, we'd love to see them. And to run a very short process where we encourage people to let us know in the next few weeks that you are interested in doing this by sending us a letter to the steering committee of the DPLA. And the information will all be up on our wiki online. And a simple Google or Baidu or other search will come up with the website for the DPLA as well. And once you have told us that you're going to do this, we would encourage you then for the next several months to run a process where you yourself build out some aspect of what a DPLA might be. And I could imagine that this could take a number of different forms. So in the course of a few months, you might come up with a series of PowerPoint slides, a very, very simple mechanism for describing to us what a DPLA might look like. You might also build a full-fledged application, something that would demonstrate somewhat more actively what a DPLA could be. So we're open to a wide range of different approaches to demonstrating in this beta sprint what a DPLA could be. We'd also encourage you to think about different aspects of a DPLA. So I could very much imagine somebody looking hard at what a database structure might look like, or someone might look at what protocols might be in terms of the way in which one was structured. One might look at how different communities might interface with a DPLA. One of the things we've seen a lot in the discussion list online, which is open and you're welcome to join the discussion list as well, is discussion about whether or not academic libraries, research libraries, and public libraries all have the same needs, and whether or not there should be one interface or many interfaces. So this seems to me a chance where people could pick up any number of these different aspects of things and demonstrate in a public way what a DPLA might be. And what we're going to do with it is we will ask people to send to us by September 1, 2011 the results of their beta sprint efforts. And the steering committee will take a look at these various submissions. And we look forward very much to seeing what we receive. We will also be setting up an external group of people who have particular technical expertise, as well as some other skill sets that we think ought to read on this process. And then with the advice of that expert group, we're going to select a few of the beta sprint participants to present at a public big tent meeting that we're thinking of hosting in early fall, probably October and probably in Washington DC. So at the end of this, we would have from a group of partners, we hope people will form collaborations in order to come up with beta sprint entries. We'll have a series of submissions that we will then be putting online and encouraging people to play with and experience in various ways. And we will look forward to a public discussion in this roughly speaking October meeting where we'll talk about how to go forward with a DPLA. And in a broader context, we also expect that there'll be a fair amount of homework that will be going on in terms of defining what a DPLA is in particular. We have various work streams, five or six or seven. We're refining the exact number and all that work is going on on the wiki today. And the beta sprint in a way will run in parallel to that early work going on. We would then imagine that roughly speaking, 18 months after the October meeting, which we hope will be something of a kickoff, we would then in fact have an operative DPLA initiative that would actually have a prototype, something people could be using and which would be in fact a boon to the people of the United States and beyond, I hope. So that's the idea behind the beta sprint. We're very hopeful that we will get a lot of innovative ideas submitted through this mechanism. And again, we encourage a range of different approaches. We encourage a range of different slices of the stack, if you want to think about the technology as a matter of layers. And we certainly encourage a broad range of people with different viewpoints to submit ideas and to help us to envision what a digital public library of America could be. And I'm very eager to review your submissions and thank you very much for taking the time to watch this video. As John Palfrey signing off for the steering committee with the DPLA, thank you so much.


Okay, welcome back to SiliconANGLE and Wikibon's theCUBE. We are live at VMworld 2013, live in San Francisco, California, in Moscone, South Lobby for live coverage, day two of three days of wall-to-wall coverage with great guests, customers, VMware executives, industry executives, customers, people who are implementing cloud, talking about cloud, talking about the future, cloud style, as we were just talking about earlier today. I'm John Furrier, the founder of SiliconANGLE, I'm going to join with my co-host, Dave Vellante at wikibon.org. Hi everybody, Rick Jackson's here, he is the CMO of Rackspace, formerly the CMO of VMware, and a big part of the reason why we're here, REC 2010, we were set up in the same place. I remember it well. And thank you for bringing it back to San Francisco, so welcome back to theCUBE. It's nice to be here as a guest again. We're like a tick that gets embedded into VMware, can't get rid of us. We've been here four years, thanks to you. You had a great run as CMO of VMware, now living easy in Texas as the CMO of Rackspace, which we know a lot about, because more women come in Rackspace when I first met Lou Mormon and the guys were building the cloud space and stuff, and then obviously OpenStack has become a huge success. Yeah, we did the OpenStack Summit, of course, and just a great event. Yeah, it's getting real momentum. Great company, hosting, get the cloud business, just great support, great customers, and it's in the cloud space, so you have a cloud. So first, tell us what's new about your new role as CMO of Rackspace and just what's new with you in Austin, you moved to Austin, what are some of the things you work at? Yep, so I did, I moved to Austin a little over a year ago, actually while I was part of VMware and had the opportunity to join Rackspace, which I did as of July 1, so I'm two months into the role and kind of learning what it's like to be on that service provider side, because it's very different than being at a software company, runs at a very different pace and a different operational model, et cetera, so I'm actually enjoying myself because I'm having to kind of retrain, you know, everything I know about marketing and my instincts and take it to, all right, what do you do in a service provider business where it's 24 by seven, 365, and not the quarterly end of the quarter thing and once a year product launch, we're launching products and services into the market almost on a weekly basis, so it's fun, it's fascinating, I'm really enjoying it. It's challenging, you get the big boat that kind of turns slowly and now you've got the speed boat with Rackspace just innovating. It's very, very fast. It's a highly competitive market, I mean it's not like it's no competition. Yeah, there's a couple of companies out there that I think people are probably very good at. So you're saying it's faster, shorter bursts, you know, you're running shorter sprints. It's just constant, it's sprinting all the time. My email box is filled with dashboards that I'm looking at on a daily basis, you know, instead of quarterly basis. It's just a completely different pace. So it's like training for a marathon, you've got to be getting, you know, a whole new sport, really, you've got to get a whole new routine. What would you be doing here this year? So compare and contrast what you're doing here versus what you were doing last year. What's some, it's easier, you're going to meetings, doing one-on-ones, last year you'd be running around. What's the difference? Yeah, still really meeting with customers. That's kind of the focus here. You know, obviously we have our managed virtualization offering that is based on VMware. And we've got a lot of joint customers with VMware that are using our services as well. So spending a lot of time with customers. But actually, you know, the nicest thing is being here and not having any stress whatsoever about anything that's going on around me. Yeah, you're chill. Not my problem. That's the theme of Boston when I always go there. It's easy living. It's a nice town. Talk about open cloud, because you know, you're actually part of the Software Defined Data Center positioning, you know the history of VMware. You were inside the, on the captain's bridge with the commanders, now Pat Gelsinger's in charge. They got to be aggressive in the cloud. So you're not a stranger to the cloud, but now you actually work for Rackspace. But a lot of changes with OpenStack, the game has changed significantly in the past 24 months from a Amazon only to Rackspace coming and getting market share to a whole new ecosystem. And it's changed open source. It's changed the landscape. It's changed the ecosystem. Now you got a zero vendor controlled framework with OpenStack. So what does this mean for folks out there? Explain to them the opportunity. Also you went to Rackspace, obviously a good opportunity, but what is open cloud and what is the opportunity? Yeah, it's, you know, there's a huge dynamic happening in the marketplace right now. First off, I look at the IT stack. And if you look at the IT stack over time, there's always an open source alternative that comes in and kind of wins out in the long run. So Linux at the operating system layer. I used to run marketing for BEA. Jboss came in and there went WebLogic and WebSphere, right? You know, Tomcat WebService, right? You just look over time, open source comes in and takes a dominant position. So in the cloud world, the de facto open source leader now is definitely OpenStack. And it's gaining significant momentum with every major vendor behind it, including VMware. You know, the consistent innovation that's being contributed from over 1,000 contributors now on the OpenStack projects. And it's being adopted, not just by service providers, but also by enterprises. And we're doing some great work with some Fortune 50 companies that are really looking at taking their next gen applications into OpenStack. Yeah. And the competition's interesting.  You had cloud scaling out there, which has some traction on the Hadoop side. You see Cassandra and Hadoop. So it's not a zero sum game. There are still going to be competition within the open source community, which continues to fuel the innovation. Well, I think that's the beauty of OpenStack is that it is a modular framework. So you can actually plug in different technologies and it is designed to have different community projects that are going to inter-operate with it. It, OpenStack, by definition, will create a very large ecosystem. And that's ultimately what's going to be needed for its long-term success. So talk about the OpenStack conversations within VM, where obviously lots of change with VM, where Pivotal and Palmaris took that. I always call the developer more focused up to the top, out of the company and separate company, spin out. We all know that. But it's changed. So internally, you were having conversations. Do we support OpenStack? Do we not support OpenStack?  So is HP and IBM and others. What was the internal conversations at VMware like, you know, to give the exact conversations, but what was the pros and cons against going for OpenStack within the VMware stack? I mean, obviously it's nice to have that growth on the open source. Is it a hedge, is it a compatibility mode? Is there, was there business reasons to have reasons? You know, I'm probably not the right person to comment on VMware's decisions at this point. Tell us. You know, I think it's obvious that there's going to be an open source alternative. It just, it happens in every layer of the stack. There's going to be one. OpenStack is proven to be that de facto leader. There's so much momentum going on, even within the customer base that VMware has, that it's, you can't ignore it. It's kind of like, you know, Microsoft ignoring Linux in the early days. You know, you just, you shouldn't ignore it. You should look at how can you embrace it and support it. And I applaud VMware for having that approach. Well, but I think that, you know, there's, you're not the only historian in this business, right, people have seen the effects of open source and it does win the long game. So, you've got to have a strategy to embrace, you know, but embracing alone doesn't necessarily ensure your success. So that's the interesting kind of dynamic here, what's the play for the guys that have some degree of lock-in and sometimes a substantial degree of lock-in regarding open stack and, or open source. And to me, it comes down to, well, okay, how compelling is that lock-in and how open can they actually be? So Amazon and VMware in particular, I think both have substantial, you know, lock-ins for different reasons. You've also got people out saying things like the open stack community should embrace AWS APIs. Yes, there are people that believe that. And I presume from the look in your face, you're not necessarily one of them. Not in that camp. So, okay, so let's start there. So why not as an open stack, you know, practitioner or, you know, proselytizer, if I can call you that, why not take that approach? What's your, I've heard the other side, so I'm going to hear yours. I think it's real simple. It's open stack is about community innovation. And that's one of the value propositions of open source is that so many different people and organizations can contribute to the ongoing innovation behind that technology. Essentially, if open stack relegates itself to being a AWS compatible cloud, we've taken all of that potential innovation and now put it in the hands of control of Amazon and we can only innovate as fast or as quick as Amazon innovates. So we're basically now saying for the cloud era, we're going to trust one company for all the innovation that's going to happen in the cloud era. I look at things a little bit differently, which is every time we've had a major technology shift, you know, and Pat talked about it yesterday on stage. We went from mainframe to client server. Now we're moving to cloud, which is an entirely new era of how applications will be developed and designed. And those applications are obviously being created by developers. Developers are really kind of the bellwether of where things are heading. And in the new cloud era, there was at one point only one real choice, which was Amazon. So if you look at where are all the mobile applications developed? Where are all the modern day SAS providers developing their software? They're developing it all in an open source environment using open source technologies. That's a real significant difference as we enter this cloud era. Costs go down too. I mean, drives the infrastructure cost them. I mean, drive software, and drives an infrastructure that's commoditized. Absolutely, because infrastructure is there just to keep things up and running, and the innovation needs to happen at the higher levels. And that's what's happening, but it's happening in open source. So I think this era is really about the full embrace and adoption of open source to really drive that new set of applications. So your argument would be a single company, in this case, Amazon's objectives would not be aligned with the open source community of open stack. And it may in fact be, I'm going to test the premise, may in fact be a reasonable short-term tactical play, but long-term it would really not serve the open source community. Is that a fair summary of? Exactly, I think it would limit what the future potential is of for the community, and ultimately for the customers of that. Well, I mean, they're going to have plug-and-play services, but it's going to be Amazon specific. Yeah, it's going to be different. We're going to move at the pace of Amazon. You know, Amazon was the first one out of the gate, so they're the clear leader, but usually when we have a technology shift, the first one out of the gate is building a proprietary advantage. Why wouldn't you? You get to capture all the early customers and you get to lock them in. Yeah. Somebody's got to break that sign. So you like Hortonworks strategy better than Clouderis, that's right. You don't have to comment. Well, we can, if you want to, but you're going to get good commenters in the queue. So you know, we've been following Jim Curry and Lou Moore and we're going back again when they were, just before they even went to NASA. It was all this, how do you onboard developers? Rackspace was bolting on and building their own cloud in real time. Kind of like changing the air, or building an engine of the airplane and mid-flight of the old business, but so they had, they had no developers. They told me, hey, you know, we didn't have enough developers so we can either hire them or go out and grow them in the open source community and make it open. And so that all hit. So it's been a huge success. I want to ask you, what has this done for Rackspace's business? What has OpenStack done for Rackspace's business and brand? I'll see this halo effect. We saw that at the OpenStack summit when we broadcasted a live for three days up in Portland. But what's your take? And you're new to going to be fresh eyes and fresh eyes on the site, on the team.  You got to go get the store ready for business and market it. What do you look at? What's your, what's your, what's your eye go to? Well, I think the fact that because Rackspace is a founder of OpenStack and obviously so tightly associated with OpenStack, it does bring people's attention to Rackspace. But ultimately, you know, I think people choose what's the right platform based on the application that they're trying to either develop or host or what have you. And the real advantage that Rackspace brings to this market which no one else can do today is it's hybrid cloud platform. And we define hybrid slightly different at Rackspace than what's been banditred around in the industry today. Most people in our industry talk about the ability to either run a workload inside the data center or outside the data center and somebody else's data center and they call that a hybrid cloud. We actually think about a hybrid cloud as an architecture for creating infrastructure that supports different pieces of the application using the best fit technology. So we have a significant amount of customers. Aka Lego blocks. Well, in a way it's actually taking advantage of what public cloud is good at for parts of the application but also being able to take advantage of dedicated bare metal servers for other parts of the application that frankly they just don't run well or scale well in cloud technology. Not cloud style. So it's not, it's not cloud, public cloud as commodity, horizontal scale isn't best for all applications. All the top startups, Twitter, you name them. They all start on a cloud and then they go, wow, if we don't put this on bare metal and at least lock in and have system admins have guys run that bare metal. You need to use the cloud. You need to architect for the application. One size does not fit all. That to me is actually the rack space advantage and what customers are really taking advantage of. So you come from the school of thought of it's an application centric model. The applications drive and define infrastructure configuration. Absolutely. Because at the end of the day, what do people care about? They care about their apps. So let's make sure that the infrastructure fits the app. Yeah, we were talking about that yesterday. That is the fundamental shift right there of between old way and new way. Old way was I stacked some gear, I got a couple apps, I'm done, call for help. Yep. Now it's different. Very different. So the competing angle against Amazon is openness obviously, but that's going to serve you long term. It doesn't necessarily per se serve you as great near term. It does in some cases. Yes. Maybe 15, 20% of the cases ask we want open, but you got to compete head to head. So you're saying you're competing on flexibility. Wait, we can offer you bare metal serve you competing on hybridness as you've defined it. Yes. Best fit architecture. So let me just understand. So if I go to Amazon, I'm not going to get a bare metal. It's going to be virtualized. I'm going to pay for maybe a dedicated instance. Pay to the nose. Which doesn't change the architecture or the blueprint underneath the application. Doesn't get you out of the performance issues. So where Amazon thrives is speed of innovation that every time you turn around, they get something new. You guys have done a good job of trying to match price cuts and innovation. You're one of the few in my opinion actually that is really focused on that. That's why it was interesting when you started this segment about the pace. Yes. Do you feel like you're going fast enough? Or do you feel like you have to spin that flywheel even faster? I think actually that what we've got to do and part of my role at Brackspaces to more clearly communicate the advantages of hybrid cloud. Give you an example. If you look at our top 25 customers, well over 50% of them are new era SaaS companies. And well over 50% of those companies are all running with a hybrid architecture. Some of those companies came from Amazon, didn't scale, didn't perform the way they needed to. They had to over provision to try and accommodate for that. That ended up with very large price tags. They were able to move their application to Rackspace, reduce the footprint significantly because they take advantage of both public cloud and dedicated servers, bare metal servers, and reduce the footprint, reduce the cost and have better scalability and performance. That's the message we need to get out there. So there's real value. A company like Workday for example, might be a good example. Good example. I think John, I think you and I wrote about that when HP claimed that Workday went off of Amazon and turned out they were on Rackspace. Yeah, we broke that story. We don't break many stories when we let them. Every once in a while it's about to hit a home run and just walk around the bases. But the story thing is interesting and Wall Street is also having a hard time with a lot of these new plays. So we're talking about the VCs being a deer in the headlights with yesterday about enterprise investments. There's also kind of a deer in the headlights on Wall Street analysts around where does the money come from? Because there's a lot of different channels of services, essentially new business models. So what is most misunderstood about Rackspace to those Wall Street analysts out there, to the folks who are interested in investment opportunity, or just how do they make sense of the mega trend called cloud, right? Well actually, the interesting thing is, is that I find both in the financial community as well as quite honestly in the industry analysts, there's so much focus on enterprise IT shops. But what are enterprise IT shops doing? Enterprise IT shops are not creating the next generation of cloud apps. Those are happening in startups, in SaaS companies, and in business units within enterprises, not core IT. And so people are fixated on asking, well how many enterprise IT shops are running your cloud or using your cloud? That's not the right measure. The measure is, you always look at what are the developers doing? What's the trend to create those new generation apps? Follow those and you'll find the money. That's who's coming and using the Rackspace cloud. The quote yesterday on theCUBE was follow the apps. Follow the apps? I say follow the developers because the developers create the apps. Yes, exactly. And it's not so much the outside developers, it's also internally to the company. The developers are going to either use marketing money or whatever money to go higher, or have guys in-house do it. And then say support this. That doesn't work very well. We say support it. If you enable it, that's your strategy. You're saying you want to enable application developers in and across the business core IT and beyond. That's basically what you do. With a focus on those next gen apps. Next gen apps. Where are all the mobile apps being developed? Right? They're not being developed inside of central IT. They're being developed outside of that. That's where we want to be. Where are the next generation SaaS applications? Where are the new modern applications that are going to take advantage of all the open source technologies? The big data applications? Where are those being developed? That's who we're attracting. Okay, so we always ask the CMOs when they come on what their marketing budget is, and you never get the answer because everyone wants to know. You're never going to get the answer out of me. But your new rack space is not new to marketing. Been doing a lot of marketing. You guys have done a great job and you kind of do a lot of grill marketing as well. What is your plan for the year? I mean, you're going to take the range, you're going to get in there, get used to the players, the personnel, the budget. What's your view of the landscape and what are you going to do as the CMO in short-term priorities and what's the long-term play? Yeah, well, I think it's a collective strategy that the company is moving towards. So it's certainly not my strategy, but as part of that executive team, we're looking at how do we really focus the company, take advantage of our hybrid cloud platform and go after companies and developers that would be advantaged by that hybrid cloud platform. So one of the things that you're going to see us do is really go and embrace much more of the developer community, where we want to be the best place for open-source technologies to run would be in a rack-space cloud. And we're going to take that message very strong out to the developer community and get those next-generation applications. And that's what our focus is going to be on. And you're going to provide services to those guys? You know, the great thing about fanatical support is that when it started in the company, it was really about doing everything possible in a reactive mode to anything that goes down or anything that needs to be fixed, rack-space is right there on top of it. What it's really developed into is what I would refer to as fanatical expertise. You know, unlike every other cloud vendor, we actually engage with the customer upfront. So we're with you in the design, build, and run process. And that's what fanatical support has become. To make sure that your application gets the right fit architecture to have the most successful deployment. Okay, Rick Jackson, the new CMO of Rack-Space, company that we know very, very well. We actually have some rack-space service for some of our stuff. And of course, OpenStack Summit and the OpenStack community is growing great thanks to their leadership there. Congratulations on the new job. And I'm always a friend of the Cube tech athlete, as we say, thanks for coming here inside the Cube VMworld Live all day today, day two, day three tomorrow, full house. Stay with us, more guests coming right after this short break.


Tom here from Lawrence Systems and on January of 2021, Ubiquiti reported a breach, which I did a video on where I said it's an explanation but not a justification and I see it like that because I wanted to explain what happened and the fact that companies are often silent when there's an ongoing investigation. Later there was a Krebs article that said Ubiquiti's handling of the breach was catastrophic and poor and the breach was much bigger and worse than anyone had said because of an anonymous tip from a whistleblower that allegedly worked at Ubiquiti and on December 1st we got a little more insight to what's going on. Because on December 1st they arrested Nick Sharpe, former employee of technology company charged with stealing confidential data and extorting company for ransom while posing as an anonymous attacker. Now the thing is we have this labeled as company one but why do I think this is Ubiquiti? Well Nick Sharpe if you checked his LinkedIn profile says he works for Ubiquiti and works for Ubiquiti during the time that this occurred and it all lines up with everything in the indictment here and he was trying to extort them for $2 million to return to files and identification of remaining, perpetrated vulnerability. This is really interesting because what he claimed was there was a hack that allowed this attacker to steal the data and part of the ransom that would be paid is also disclosing how the attack happened which is actually really easy for Nick. He could just say I did it but I don't think that was his plan. I'm not really sure Nick had a plan or was very clear on how all this was going to go down. Now Nick's position afforded him a very high level of privilege at Ubiquiti therefore he had the full access to do this and what made matters worse is when the breach occurred and the anonymous email came in with this demand, Nick was assigned to do the investigation because well that was something he was in charge of his cloud credentials, cloud development and this creates kind of a big problem. We didn't know Nick was the one doing it so they assigned Nick to the task but you can't easily protect against insider threats but you can create good audit logs which of course Nick subsequently tried to delete. Nick Sharpe exploited his access, trusted insider to steal gigabytes of confidential data from his employer then posing as an anonymous attacker, sent the company nearly $2 million ransom demand. Now what actually caused him to fail and how all of this occurred and here's where it aligns he was employed by company one from about August of 2018 up to April 1st of 2020 Sharpe was a senior developer who had access to credentials for Amazon Web Services and GitHub servers. In July of 2020 Nick purchased Surfshark VPN to mask his public IP but at one point while he was exfiltrating data apparently he had an internet failure and the VPN didn't come back up so his home IP address became unmasked following a temporary in and out internet outage at Sharpe's home. This is part of the identifying piece of information that they needed so they knew he was using the same Surfshark VPN with that same Surfshark VPN IP and connecting to those GitHub and AWS accounts with these credentials. Then when that VPN dropped he logged in with his home IP address. Now you have some correlation data that the FBI was using in order to get a search warrant and then raid Nick's home. This is where things get a little bit crazy because it was after they refused to demand he published part of the data he had stolen. Then on March 24th 2021 FBI agents executed a warrant on Sharpe's residence in Portland Oregon and seized certain electronic devices belonging to Sharpe during the execution of that Sharpe made numerous false statements to the FBI agents including other things in substance that he was not the perpetrator incident and that he had not used Surfshark VPN prior. He forgot that he bought it on his paypal and they confronted him and of course it was his paypal account and he said someone else must have used my paypal account to do this purchase. This is where he dug himself a deeper hole several days after the FBI executed the search warrant at Sharpe's residence Sharpe caused false news stories to be published about the incident in company one's response to the incident related to closure and those stories Sharpe identified himself as an anonymous whistleblower with company one who had worked on remediating the incident which actually was a truthful part he was also the one causing the incident so in some ways he wasn't lying when they said he was being bungled because as it turns out Nick was one doing the bungling both internally and being the threat actor also being in charge of the investigation so yeah this is just kind of a big mess now Nick is facing a lot of jail time over this this is a terrible idea to do insider threat to steal information to do any of these things it's just like embezzlement or any other type of crime against your employer I don't really get it I think it's just a horrible idea if you hate your employer leave if you are just after some money I don't know that seems like a lot of money I guess a few million dollars but is it really worth it because of the jail time he's facing I don't know that's ultimately something he's going to have a lot of time to think about because I don't really see a way out of this now whether he pleads guilty not guilty whether there's a trial will be kind of interesting if he pleads guilty does a plea deal will probably not have any more information and we have right now if there's a trial there will be a lot of transcripts and we may gain some insight into the wherewithal and what he was thinking when he did all of this and you know could be kind of interesting to read this is actually some of the source material over at dark net diaries is that we'll go through and record transcripts to put their amazing stories together because they do offer a little bit more insider compelling reasons and some of the details of what went on that's more than just the charges that you see brought against someone in the end though insider threat is really really difficult to protect against you can compartmentalize things as much as possible you can follow all principles of least privilege but ultimately someone has to put those compartments in those principles together of least privilege and if that is a higher end employee in terms of their position and the access they need to do their job they do pose a threat now the next best thing you can do is have really detailed audit logs of what people did and when to keep an eye on how things are going now this does not stop someone from stealing data it just lets you know and gives you a trail to who took the data and how that data was exfiltrated if it was so there's a lot of controls can be put around that but it's still a really challenging problem the good news is it doesn't happen very often so it's not something that you should absolutely be worried about but the worry is never absolutely zero it is something that you should always be putting as much mitigation in place but ultimately yes even as a business owner myself I do have to put faith and trust in some people it's the only way you'll grow your business and move forward now I'll leave links down below to the Krebs article and the follow-up Krebs article and the bleeding appear article and the indictment itself of course so you can dive in it and read I haven't really seen anything else relevant lots of speculative things of this or that and the other posted in different forms nothing really of material or interesting or any more than did just people wanting to rah-rah saying he was not a nice person but I think anyone who tries to steal from their employer and do this is really not a nice person so I think Nick's a dick and I think I seen that on Reddit and I'll at least agree with that statement right there alright and thanks and thank you for making it all the way to the end of this video if you've enjoyed the content please give us a thumbs up if you would like to see more content from this channel hit the subscribe button and the bell icon if you like to hire a short project head over to Lawrence systems dot com and click the hires button right at the top to help this channel out in other ways there's a join button here for YouTube and a patreon page where your support is greatly appreciated for deals discounts and offers check out our affiliate links in the description of all our videos including a link to our shirt store where we have a wide variety of shirts that we sell and designs come out well randomly so check back frequently and finally our forums forums dot Lawrence systems dot com is where you can have a more in-depth discussion about this video and other tech topics covered on this channel thanks again for watching and look forward to hearing from you


My name is Susie LaValley and I am a senior instructor here in the Faculty of Forestry. One of the courses that I was hoping to develop resources for was our Forest Resource Management a third year course. So for this course we're going to be able to provide YouTube links to these videos which are little three minute shorts that describe some of the taxonomic features for each of the groups that they have to, the students have to identify. I feel like our graduate students are an untapped resource in terms of the hidden talents or skills. Both of them wrote these really interesting scripts that I think will grab students' attention and really help them lead forwards. And I think this is a really great opportunity for us to give an example of what teaching, the best of what teaching can really be for our graduate students and maybe help mentor them on and their skills, particularly if they're interested in academia. This is a really great opportunity for us to give them some solid experience and build their CVs as well. My name is Devan Deswan. I just finished my PhD in Forestry, studying avian ecology and conservation. We had videos of all these taxidermic models of birds from different orders and I had to basically write the script for those videos. So I wanted the main features that could tell the difference between these orders but also something fun that the students could walk away with and remember that because it relates to their life somehow. I do have quite a background knowledge of the birds. I like to, I go birding in my spare time, quite an experienced birder. So being able to have that sort of background that I could draw from made it easier I think to put it together. And also I have, I do quite a bit of outreach at a local banding station so I know sort of what excites students. So to be able to draw from that and not just like write these dry terminologies but kind of connect it to their life, I think that that's something that I could bring to the project.


All right, so we've been talking quite a bit about ideal gases, and just to refresh your memory, we've used the term ideal gas as a shorthand to talk about the three-dimensional particle-in-a-box problems, specifically in the case where we've taken the classical limit, where we can assume the system doesn't really need to worry about quantum mechanics. We can think about the system classically and get the same result. So although we talk about quantum mechanical 3D particle-in-a-boxes under classical limit, or whether we talk about ideal gas, that's the same thing. So the purpose of the next few minutes is to make some connections between what we've been saying about ideal gases and what you may already know about ideal gases from earlier chemistry courses like general chemistry. So the assumptions that we used in deriving the ideal gas model via the 3D particle-in-a-box, remember, anytime we have a particle-in-a-box, that's the system for which the potential energy is zero when the molecule is inside the box, the energy is zero, and it's not allowed to be outside the box. The other important set of assumptions that we made related to this assumption that we're in the classical limit, and that is true anytime either the spacing between the energy levels, the quantum mechanical energy levels, is small enough that we don't really have to worry about them being discreetly spaced when that energy level spacing is very small compared to kT. Then there's many, many of those states that are occupied. That means the partition function is going to be typically much larger than one. And another way that we've expressed that is to say that the volume of the system is very big compared to lambda cubed, where lambda is the thermal de Broglie wavelength of the particles in the system. Under different circumstances it might be easier to think about different versions of this assumption, but these all basically boil down to the same thing. Either we need very small spacing between the energy levels, a large partition function, or molecular sizes that are very small compared to the box that we can find them into. So those set of assumptions are what define our ideal gas model and led to our result, for example, that PV equals nRT or PV equals nKT. Those set of assumptions are equivalent, as it turns out, to assumptions that you might have heard about in a different context. So one condition for a molecule behaving well as an ideal gas is that it shouldn't have any intermolecular interactions. If there's strong intermolecular interactions between two molecules, then they won't behave ideally. And a truly ideal gas is one that has no intermolecular interactions at all. And the second condition is the molecules can't take up any space. So typically in a general chemistry course, the way the assumptions behind the ideal gas model would be phrased is a gas will behave ideally if the molecules don't interact at all and if the molecules themselves are so tiny that we can totally ignore the fact that they take up any space. These conditions are equivalent to the conditions we've imposed more mathematically when we derive the 3D particle in a box. For example, no intermolecular interactions, that's equivalent to saying the potential energy is zero. If the molecules were in fact interacting, if molecule A were attracting molecule B, then that would be some potential energy that was non-zero, and we'd have to have included potential energy as well as kinetic energy when we solved the Schrodinger equation. The assumption of no molecular volume, the volume of each individual molecule is zero, that's equivalent to this expression that the thermal de Broglie wavelength, the size of the individual molecules needs to be small compared to the size of the box that they are confined in. So these are just more mathematical ways of expressing what may be somewhat familiar assumptions about the ideal gas. Another common way of thinking about the ideal gas law is to say that we know that an ideal gas obeys pv equals nrt, and that's true under certain conditions about the temperature and the pressure. Also learned or memorized when you took general chemistry that you can use the ideal gas law as long as the temperature is high enough and the pressure is low enough, and if you go to conditions where the temperature is too cold, then the gas will behave not ideally, or if you go to conditions where the pressure is too high, then the gas will behave non-ideally. And again, those conditions can be related to what we've now discovered for our version of the ideal gas law, saying that the temperature must be high as equivalent to this condition, where we say k times t has to be bigger than some inherent property of the molecules. Whatever the energy level spacing in the molecules is for the particle in a box model, we need a temperature such that kt ends up quite a bit bigger than that. So that's our definition of needing a high enough temperature. Pressure being low, that's like saying the molecular volume is high, the volume occupied by the volume of the container divided by the number of molecules is a large number, and that's again equivalent to this expression where if the container volume is very large compared to the size of the molecules themselves, then the ideal gas approximation works just fine. And again, assumptions of no molecular volume or high molar volume or low pressure, those are all equivalent to this condition. So that all works fine as long as these conditions are satisfied. And in practice for molecule-sized things inside of box-sized boxes, then these conditions typically hold pretty well. The volume of the molecules is indeed very, very negligible due to the volume of the box itself. But it's not correct to say that the interaction between the molecules is zero, that there's no potential energy at all between the molecules in the gas. So for a real gas as opposed to an ideal gas, it's typical that the potential energy might not be zero. And that would be a case where we wouldn't be able to use the ideal gas law perhaps. Likewise, since we can't necessarily assume that the ideal gas law assumptions hold for real-world gases, if we go to low enough temperatures or high enough pressures, in other words, the opposite of these conditions, then instead of the ideal gas law being obeyed, we'll find that the pressure times volume is not exactly equal to nRT or nKT. And instead, we're going to need to come up with some different equations to describe how the pressure and the volume of a gas depend on its number of molecules and the temperature. So that'll be what we investigate next is what to do for real gases under conditions that don't obey the ideal gas law.


All right, meeting partner, you want the business. You want to book that meeting. But when event profs are comparing apples to apples, how are you going to set yourself apart from your competition? That is finally what we are tackling today, or six ways that you can set yourself apart from your competitors. Hey, everyone, it's Leanne from leancolderwood.com. And I've been sourcing meetings for my clients for the past 11 years. And so often, the client has such a tough decision to make, because there are literally two or three or four hotels that apples to apples would be good choices for my client. So now they're faced with this decision of Eenie Meenie, Miney Moe, trying to pick what's the best hotel. And they're not sure how to do that. And of course, you want them to pick your hotel. So I'm outlining today six very easy ways that you can rise above your competition so that when it does come to an apples apples comparison and an apples apples decision, that the client will choose you and will choose your property or destination. So here we go. Way number one is providing value. And this falls on you as the salesperson. You have an opportunity to give that event planner something of value without expecting anything in return. So I am not talking about additional concessions here. I'm talking about something that sets you apart, that makes you as a sales manager memorable. You have gone out of your way to provide something that that event planner needs in their work, whether it's related to site selection or not, that they can use to make better meetings. So that's what I mean by providing value, giving them something that they can use. If you're able to do that, you've probably set yourself apart from the competition right then and there and you've made yourself memorable. Number two, showcase the truly extraordinary on your site visits. Now, event planners have been on site visits, I'm assuming some have even been on hundreds of site visits. And we've seen it all, the good, the bad and the ugly. This is your opportunity to really showcase the extraordinary things about your property or your destination, things that no one else would have or think to show the clients. So I'm not talking about showing the flat screen TV. We've all seen those, but trust me, they get pointed out on every single site visit. No, no, no. I'm talking about the electric tea kettle in the closet for the tea snob that will not make a cup of tea with the coffee maker because then in their tea tastes like coffee.   Number three, ask the planner about their goals and objectives. You've heard this one before, you've heard it 100 times, but yet we still don't see it done enough. So as a sales manager, ask your client about the goals and objectives. And you don't have to use the words goals and objectives and sound so stuffy in that delivery, but you're smart. You can figure out ways to pull from the planner what it is they are trying to achieve from this meeting. And then you can weave that stuff into your site visit and into your proposal about how you're addressing those things. So pull that information from them. I think you're gonna be ahead of your competitors if you can get a good handle on what the goals and objectives are. Number four, recognize the client in special ways. So this is very similar to number one where the spotlight is now on you as the salesperson and it makes you look different from your competitors. When you take the time to learn what your client likes and what your client is about and then recognize and appreciate their business in a very unique and special way, they're never gonna forget you and they're never gonna forget your property or whatever property you end up moving on to. So this is an opportunity for you to set yourself apart from your competition. And again, when comparing apples to apples when it comes to your hotels and the event planner has to choose which one they wanna work with, which one are they going to choose? They're gonna choose the one that recognize them in that special way. Number five, connect them with other people. And I don't feel we do this enough in the industry as event planners or as meeting partners. Our industry is about connecting with people. And when we finally identify a need from somebody to talk or learn something, we don't connect them. So it's so simple. We connect them with the people that they can learn from that they can gather information from whether it's through LinkedIn and email introduction at a networking reception. Just pick up on those clues from your clients or your colleagues and connect them with other people and they'll be so appreciative. And again, it's not something that everyone does. So now you're gonna set yourself apart as someone who does this for people without expecting anything in return. And finally, be honest. Now we know when a meeting proposal goes to a hotel, the hotel's job is to try and make it fit. But if we're truly trying to fit a square peg in a round hole, be honest with the client about why it's not going to fit and offer solutions. And those solutions can come in a number of different ways. It can outline potentially the type of meeting that you can fit. And that client may have some of those meetings outside of this meeting they're currently prospecting. But also highlight hotels that would be good fit and people don't do it. And it's fair, you think you're highlighting your competition, but when I do need something that's gonna fit in your hotel, I'm going to remember the time that you saved me getting me to a different property when I required something different than what you were able to offer. So being honest and authentic will actually go very, very far and it will develop long-term trust relationships with your clients. So those are six easy and easy to do today ways of setting yourself apart from your competition and gaining that meeting's business. If you're looking for other tips and tricks on how to attract meeting planner attention, I have a great resource over at my website at liankholderwood.com. Just download the how to attract your meeting planner's business resource. It'll come to your inbox and there's a whole bunch of great tips and tricks that you can use today and attract more business to your hotel and destination. If you've experimented with other surefire ways of setting yourself apart from the competition and you want to share those with our community, please comment below this video or this LinkedIn post and let me know what those are. I feel that strength comes in sharing knowledge and would love to share that with our readers and our viewers to make sure that we're all feeling empowered in our roles. Thank you for watching this week's video and we will see you next time. Bye for now.


If you ask people, do you want this company to have all this data about you? You often get an answer that's pretty negative. But if you ask them, would you like this company to be able to bring you better, more relevant services to help you make your life more efficient? People want those benefits.


Hello everyone, this is Alice Gao. In this video, I will discuss how to take a real-world problem and formulate it as a search problem. When is it a good idea to use search? We often use search algorithms to solve challenging problems. A problem is challenging when it is easy to recognize a solution, but there is no efficient algorithm to derive a solution. An example is NP-hard problems. A search algorithm mimics how we solve a complex problem in real life. For example, to solve a sliding puzzle, we can keep moving the pieces in different ways until we reach the goal state. Doing this is similar to executing a search algorithm, except that we are using it in a trial and error manner. Executing a search algorithm will allow us to explore all the paths systematically. Let me describe the components of a search problem using this search graph. Each node represents a state. S is the initial state, and G is the goal state. A search problem may have multiple goal states. One option is to list all the goal states. Another option is to define a goal test, a boolean function that takes a state and returns true if and only if the state is a goal state. The directed edges represent the successor or the neighbor relationships. If there is a directed edge from X to Y, then Y is the successor or neighbor of X. For example, the initial state S has three successors, D, E, and P. You can also consider the directed edges as actions. For instance, taking an action allows us to move from S to D. For some search problems, the directed edges may have costs associated with them. In this course, we assume that the costs are non-negative. If we don't care about costs, then our goal is to find any path from the initial state to any goal state. Otherwise, if the directed edges have costs, our goal may be to find the shortest path with the smallest total cost. Let's look at the 8-puzzle as an example. In an 8-puzzle, a 3x3 grid has a numbers 1 to 8. Starting from the initial state on the left, we want to move the tiles horizontally or vertically until the board is the same as the goal state on the right. Let's define the 8-puzzle as a search problem. Pause the video and fill in the definitions yourself. Then, keep watching. First, we need to define a state. A state must contain enough information so that we can distinguish two different states before and after moving a piece. We can verify whether a state is a goal state or not. We can generate the successors of a state efficiently. For the 8-puzzle, it's critical to remember the order of the numbers. Let's use 0 to denote the empty square. Each state contains 9 numbers. We will write down the numbers line by line from top to bottom. For each line, we'll write down the 3 numbers from left to right. Given the state definition, the initial state is 530876241 and the goal state is 123456780. Next, let's define a successor function. To change a state, we need to move a piece adjacent to the empty square to the empty square. For the initial state, we can move 3 or 6 to the empty square. There are many ways to describe the successor function. Here's one possibility. Let's consider the empty square to be a tile. If state B is the successor of state A, we can convert state A to state B by moving the empty tile up or down or left or right by one step. What about the cost function? For the 8-puzzle, our goal is to find the path from the initial state to the goal state. We may want to minimize the number of moves. There is no sense of one move being more expensive than another one, so we can define every move or every directed edge to have a cost of 1. Take a look at the complete search formulation for the 8-puzzle. To check that you understood the successor function, here's a practice question for you. Which option is the successor of the initial state? Pause the video and derive an answer yourself. Then keep watching. I highly recommend that you derive the answer yourself before checking the solutions. You will learn the most if you attempt to question yourself first. The correct answer is B. We can derive this successor by moving 6 upward. To answer this question, we can draw the state as a 3x3 grid. Draw the grids for the successors, and then write each of its successors as a 9-digit string. The state in the question is the initial state. The empty square has two adjacent tiles, 3 and 6, so it has two successors. Take a look at the grids and the 9-digit strings for the two successors. For a given problem, there are often multiple ways of formulating it as a search problem. Choosing a suitable formulation is crucial, since it may affect how efficiently we can find a solution. When constructing a search graph, we can create nodes using the state definition, and we can create directed edges using the successor function. Ideally, we want to choose a state definition that minimizes the number of nodes in the graph. Doing this reduces the number of nodes we need to explore in the worst case. We also want to choose the successor function such that the graph has fewer edges if possible. Moreover, the state definition and the successor function will affect each other. Choosing one state definition may make it easier or harder to implement the successor function. Consider the eight puzzle again. An alternative way of defining a state is to keep track of each tiles x and y coordinates. We will have eight coordinates, one for each of the eight tiles. Given the state definition, how would you implement the successor function? Which state definition makes it easier to implement the successor function? I will leave this as a thought question for you. That's everything on formulating a search problem. Let me summarize. After watching this video, you should be able to do the following. Explain why we want to use the search algorithm to solve a problem. Describe components of a search problem. Formulate a real-world problem as a search problem. Thank you very much for watching. I will see you in the next video. Bye for now.


And after a 6-1 Friday loss to Wisconsin, the BSU women's hockey team's record dropped to 9, 15 and 3. But the Beavers have been weekend warriors this season with four of their nine wins coming on Saturdays after Friday losses. The Beavers hosted the top-ranked Badger Saturday looking to avoid the series and season sweep. The Beavers made the Badger sweat early first period just over 12 minutes in. Abby Haluska finds Alexis Joyce in the slot. She lights the lamp. The Beavers go up one after one. Wisconsin would score two unanswered in the second, kept with Sarah Nurse hitting Annie Pankowski with the cross-size pass. Badgers take the 2-1 lead. But the Beavers wouldn't go away last minute of the second. Summer Tibido makes the steal. Look at this move at the net. She gets the goal to knock things at two. The Badgers are the nation's top-ranked team for a reason, though 43 seconds into the third. Emily Clark nets her second goal of the game. Fourth goal on the weekend. UW goes up 3-2. They'd add one more just a couple minutes later, and they win four to two to get the sweep.


Let's sit down. Thank you very much for attending this session. Great, great honor to be here, and I'm so excited to lead this panel. My name is Yoko Kawai. I am the ex-head of the FinTech Center at the Bank of Japan, the central bank. And this panel is really, it's really phenomenal, I would say. I, the central bank, it's like a center of the incumbent, is sitting together with two great startup people. And this is how we're going to develop this world using the technology and changing the world. So that's what I'm looking forward to hearing to those two guys for what they can say to change the world. So today's topic of this panel is going to be FinTech. And well, it's not really secret at all that everybody knows that there is a great development in the neighborhood of Japan in China. That's the, in the big cities in China, you will never see cash anymore. Everybody is paying with their smartphones or with the plastic cards. So with this cashless society, on the hindsight of that, there is great thing going on. It's the accumulation of data. Like all the retail payments nowadays are transformed into data so that your data is accumulated somewhere on the platform, which is providing the whole range of services. And then based on the data, you can receive very customized services to your convenience. So it's a great change that we're observing in China. And what we can do in Japan is a great question, I think. We still are the cash loving country. Our cash outstanding ratio to GDP is 20%. It is very high, actually. In China, it should be around 10%. And in most countries, it's like 10%. Or in Sweden, it's less than 2%. So we are still cash countries. And that means that we are not really data-nized yet in the society. So I'm so excited to welcome these two panelists and try to listen to them, what they are doing, and then how they can change the world. So let me start. So the first question to these panelists is that, well, self-introduction. First of all, your name, your company, what you're doing. Why are you doing that? How you want to change the world? So please, go ahead, Tsuji-san. OK, so I'm Yosuke Tsuji, the CEO of Manifold. And for me, the big surprise is, like, Bank of Japan come to the slush. This is like a big surprise for me, so, please. Thank you for coming, Yuko. And let me introduce ourselves, Manifold. So Manifold, we founded Manifold six years ago, in 2012, in a very small room at Takata Nobaba with six guys. And Manifold's mission is, as you see, move your life forward through our services. So before I founded Manifold, I worked for Manix, which is one of the biggest online securities company. And we saw the people struggling about having a worry about money. So we thought we should have developed some new financial innovation services by technology. Now we have two main services. The main service is the PFM, Personal Financial Management Tools, for individual customers. Now we have the number of the users exceeds, like, six million users, and the number one PFM service in Japan. And the second service is for SMEs. We provide third services, cloud accounting, invoice, payroll, and expenses for SMEs. Now I think we have also top share in Japan. So in 2017, we went public. So Manifold became the first fintech company, fintech startup company in Japan. Now I think the market welcomed us very much. And now still keep going, developing, and expanding our business. So IPO has just started. Thank you very much. Okay, great. So Aoyaki-san, please. Hi, everyone. I'm Naoki at Merukari. I'm a CEO of Merupay. Merupay is a fintech business unit of Merukari. So I'd like to introduce a little bit about Merukali and Merupay, what we are doing. Yep. So Merukali, as you know, has been providing a marketplace where anyone can buy and sell. And I think we have been changing the people's way to buy and sell your goods. So now with Merupay, we would like to expand from the online digital services to offline experiences. So we'd like to change the way you live and also the experiences. Well, change the experiences around the payment. So yeah, well, and I just joined this fintech service sector. Actually, I joined Merukali at the end of last year. So I'm very new to this sector. I'm very excited to be here. Thank you. Great. Okay, so the next question is going to be that what are the challenges in your business? And well, first, I'd like to start with Suji-san, that what are the challenges in the six years time? There should have been like many hurdles you needed to overcome. And there should have been the things which were not going in the way you expected. And also you said that you went through IPO. So before and after IPO, maybe things have changed. So what are your challenges in the business? Actually, like, challenges like the changing, actually, after IPO and before IPO. So after IPO, so there is mainly two challenges we are facing. The first one is to create new innovative services, fintech services. And as Yuko-san said, so we have a lot of data, not only for individual customers, but also SMEs. So we have a big data. However, we don't create new innovative services based on these data. For example, we are trying to develop new lending services for SMEs by working with Japanese financial institutions. However, it doesn't work very well at this time. So we need to create new lending services based on our data, I mean customer's data. And fintech, even Google and Facebook don't have. So the creating algorithm of lending and its big challenge and also finding the right persons who try to create new service and, you know, not afraid of failing, they're like challenging. So the biggest challenge would be like finding the right person. So of course, we went public. So we do have the right people, the good persons. But still we are looking for, you know, like the people who are a deep thinker and who think outside of the box. So maybe these people come from another industry, not financial area. So these things like the creating new innovative service and also finding the right person.  I think it truly is a challenge for the legacy institution like ours that we really need to change the way we think and we really need to change... There have been so many traditional ways of doing the things and it's not very easy to change people's mindset. But if you don't do that, you can never make an innovation. So I mean like it's how to promote those type of innovative thinking and how to change the people should be a challenge.  That's a good question. So actually I don't have right answers. So that's why I'm looking for the good people. However, the key is to correct people have different background. So of course financial institutions and IT and big data and maybe retail. And also like UX, user experience is most important part for FinTech players and FinTech services. So when I play Pokemon, Pokemon is a great service actually. So I was thinking like we would like to create money for our service like Pokemon Go, like entertainment. So it should be the people from the game industry like Aoyagi-san. That's very interesting. Thank you very much. Aoyagi-san, how about like challenges for you or what are the challenges for you? Yeah, we face a lot of challenges but I agree with Yosuke. Well the biggest challenge is actually forming a great team with a scale. Because as you can see with Alipay or Richard Pay, the service is really complicated. Well not complicated, but the scale of the service is really big. It's not simple payment service. It's actually highly integrated the financial service platform. So now at Merupay we have 50 people but this year we plan to expand the size of the organization from 50 to 300. But it's still the year one. Well just compared to the global players like Chinese players also in Southeast Asia. Grab is doing Grab Pay, Tokopedia that's Toko Cash. So this is kind of the global big trend. We have to make a big bet on that. If it's too small it's going to be like really fragmented fintech companies. So that's the kind of the thing I'm thinking every day and so I'm actually every day meeting at least two or three people to do interview. Well to convince to actually make them believe the future that Merupay has been sending all the people and candidate to China to see what's going on. It's actually cashless. You don't have to and cash is actually useless in China. So without seeing that it's really hard to believe that's coming. But I believe that's coming. So that's the biggest challenge. Okay well Cash is my product actually in the Bank of Japan's product. Cash is your product right? Exactly. So if you see the cashless society you can hire me I think. Okay anyway so the fragmentation is the word you raise and which is really what's happening in Japan I think. Especially in the retail front we see so many services payment services, credit cards, debit cards so many contactless cards and you have Suika, Passmo and everything right? Well users are like confused I would say. It's just so fragmented and there are so many incumbents not only those cashless payment companies but also banks as well. So how do you want to deal with the incumbents like the big banks and also the succeeding the big companies who are doing the cashless payments and also offering some other financial services? Do you want to fight with them, kick them out or do you want to collaborate with them? So please do do some. I don't want to fight with banks they are too big but so I think this like story depend on like customer needs actually. So we often work with the Japanese Bank and I strongly believe that Japanese Bank especially local bank they know they need to change their way of doing and cost of structure you know like they don't need many branches in front of the stations. That's why very well known local bank such as Hizoka Bank or like Hokuyo Bank investing on earth and also to collaborate to provide a new fintech service to the customers. So Japanese banks are like trust and also loyal customer base which like the other countries banks doesn't have to work with. So I think it's a good way to work with the Japanese Bank and win-win based on win-win model. But the first things I strongly believe like the Japanese fintech is not it's different from that in China and in the United States I think. That's a very interesting point. I think in Japan there's a lot of data or the concern about the data privacy is very different in Japan from China and it's very different like in elsewhere in the world I think. So that we really need to think Japan's way to develop a fintech I think. So how about you? How do you deal with the incumbents? I think the point well of course there are many ways to achieve that but it has been really focusing user experiences. So that's one of the reasons why we've been really successful in marketplace side. So that part we are really focusing on. A lot of fragment services that you have to go to security branch so that should be changed. Well but the second thing I would like to say is we are still a small start-up. Even we are hiring a lot of people this year next year but we understand we have to focus on where we are good at. Also we have to collaborate with the companies they have a lot of knowledge in the past many decades. For example like we can be a branch of large incumbents and then we are actually helping especially on the user engagement side. We've got to be a kind of gateway to their services and then on the financial instrument side we haven't been doing like making financial products like insurance or the investment instruments. So those parts I think we can collaborate. Also to accelerate this change we actually have to have a scale and also we have to share the benefit and profit with other players. So at that point we have to be very wise and smart. That's very interesting to hear that. You said that you are bringing from online to offline that's like in Chinese way I'm saying it's O2O of online to offline and bringing the online user experience to offline is not a very easy job but you got to anyway do it and then like whether you can convince your consumers to go offline using your services will be a key to success I think. So that's really good to hear. So we have six minutes left that means like three minutes each for you to talk about your dream. Beyond your business if you have free hands in three years time five years time even ten years time what would you like to achieve? It doesn't need to be limited to the FinTech area. It can be like your personal life however but please tell me your dream. My dream yeah so we started just six years ago so we are still doing that so our mission is as I said move people right forward through our services and also like our mission our vision is to be number one money platform in Japan not only in Japan but also overseas. So actually we are expanding our business especially Asia for example we are investing in the number one Indonesian HL company and other main investors and also we are looking for the opportunity to enter the market in Asia as well so in terms of like PFM services and also cloud accounting services so our to achieve our mission our vision and to be number one platform in Asia and so I strongly believe technology brings technology improve people's life very much and so I believe technology so I really enjoying like developing new services and to create new world so that's so I hope my money forward become very how do you say like a company like Sony and Toyota because when I was university student I traveled overseas and everybody said like Sony's product is great or Toyota's car is great so I would like to create money for like Sony and Toyota's not like a product like a financial services that's great that's a good ambition how about you our Exxon we have a lot of dreams in three years, five years, ten years because five years ago medical market place didn't exist so anything can happen in five years, ten years time frame so in two years, three years we want to see the city where people can buy and sell offline without cash I mean papers and coins and to you know by seeing that I think Japanese people believe oh that's coming, that's happening the much better life is actually coming so without seeing that it's very difficult to change the people's mindset and behavior and the way they live but anything can happen if you look at Uber Airbnb they change the way of life but that's the first thing in short time we want to do at the I'm more interested in how other industry and services are changing after that especially with the cashless payment infrastructure in China there's a big wave called the new retail so for example like if you go to Lohson, family marathon or something like that in China you don't have to pay just you grab something you want and then you just go out and check out that's it so much better experience at hotels, you still have to check in and check out you don't have to do it you know we have kind of crazy schooling that supports your trust and credit so you can just go enjoy grab lunch without payment without any interaction with people so that's the change we want to see after cashless the payment and then as one of the Japanese I would like to create the industries after 2020 Tokyo Olympic Games it's talking about 2020 Olympic Games but I'm highly concerned about the economy and the society after the Tokyo Olympic Games we don't have a clear plan to grow so we have to actually complete the change of those fintech and those experiences before Olympic Games that's kind of my dream and also the kind of passion that's really great to hear because the last Olympic we had it's like 50 some years ago after that we went into serious recession because we really didn't have a clear vision to grow our economy after that but we really need to have that as you said we need to use Olympic as an excuse to develop ourselves and change ourselves and try to prepare for the future so that we can see the better world even after the Olympic we can just transform ourselves into the better world that's true and even though we are enjoying the great services from the incumbent financial institutions it is not enough at this moment and it will not be enough in the future for sure because we are observing the deteriorating demography with less people less services for sure so we really need to make ourselves improve to raise the efficiency to become more convenient that's true so the time is now and we need to change the world well this is the end of the panel thank you very much for the participation thank you very much


Hello people! You're watching out there, thank you for tuning in to this video. Today I want to go over a few things that have been happening in my personal life that have kinda, kinda got in the way of me uploading YouTube videos. It's that all age old excuse time. I've had hardly any time at the moment. I have a job, so the large proportion of my day is taking up with my job, so it's been really, really difficult to try and juggle having a podcast and having a YouTube channel and to be honest I've been struggling quite a bit with putting podcasts out, so. My mental health has been absolutely poor, it's been horrific for the past two months. It's very up and down but the lows are low enough to sort of destabilise my day a little bit and not my day, more like my week. Everything's at this moment just a little bit too much. So I wanted to make this video because I know there is a large proportion of you guys on YouTube who don't follow like my social medias and my podcast and stuff, so you may not know at this current time. A lot of my efforts have been to try and get myself back onto a stable level and that means that I have to reduce my productivity. That's usually how I do things. It keeps my mind active, it starts me from ruminating, getting anxious about little small things. There's lots of reasons for it. This is not to say that there has been no positives over the months, the few months. I had my podcast with Hannah Witton, we talked about autistic relationships and she's got a very, very large following and it was all around quite a good thing for me. I've been in contact with a lot of different charities and advocates and I've been doing podcasts and there is a piece of news that I've recently received that is very positive and may, again, may change everything possibly if the look of the world is on my side. But I will be updating all of that on my social media if you want to check that out but I'll also make a video on it as well so if you don't really fancy that social media stuff I get it, I completely get it. It's not always the most healthier things, most cases it's not the most healthier things. I've been to a psychiatrist, I've got a new psychiatrist who's going to put me through a different type of mental health sort of work to try and different type of psychotherapy to see if that has any effect on my mood, my anxiety, my depression, all that stuff. It could be that, you know, within two months I'm back up to speed and I'm back up to productive Tom who's a good enough level of not feeling bad so that he can live his life and not have to constantly change plans and cancel things because your mood's just, but not fun. We're all about staying positive on this channel you've got to have that stoic mindset and of course, you know, over this this isolation and stuff it's been it's been very strange and difficult and lots of different changes and routines that you have to adapt constantly to stay on a stable plane field or at least in my case that was that was something that I had to do. But please share your experiences down in the comments. I know this is a bit of a short video and like every every five or six videos I'm putting out an update saying I can't I can't do these videos but I can't and I'll put them out you know if I've got the time if I've got some some spare time I'll put the videos together and I'll put them out but for the meantime just to keep myself in a good stable routine and not put too much on myself I'm going to focus on the podcasts which also means that you get a podcast on YouTube so I wouldn't really call it a video but still uploading I suppose trying to try no reason reason with you I hope all is good in the hood stay cool stay fresh and I'll see you in a little bit of time with another video I think I'm going to do the next video on autism and tics like Tourette's and stuff recently I've been having some quite vicious motor tics I'm just trying not to do them because every time that I think about them I feel like I need to need to need to do a tic yeah it's difficult not to come on Tom you need to quell quell that need to move in a strange way not not stimming stimming is healthy but I'm rambling you know what just just have a good day and uh chill out and listen to the podcast see you later guys bye