What's up guys, so today is I think Tuesday, February 5th at 12.02 p.m. This is gonna be a recap video on my trade on Tesla today. So before I get started, I wanna kinda mention a couple of house cleaning things and then we'll get into all the trading. Number one is we actually put out Tosh's personal phone number out for every single one on the internet. Basically, this is if you have any questions about MIC or any questions about trading or you don't know if MIC is the right fit for you or just any general trading questions, you can now literally directly text Tosh who is one of our head mentors and head moderators at MIC. I wrote down his number, his number is<PHONE_NUMBER>. So if you text Tosh his number about any trading related questions, he will get back to you, he'll answer you and he'll even maybe mentor you if he asks nicely. So that's number one. Number two is if you're new to trading or brand new in the stock market, me and Bao, who's my mentor, put together a free trading course for a brand new trader. It's available at myinvestingclub.co. I put everything in the description as well so you guys can look there too. But shit, let's talk about today, right? Let's talk about today. So if you've been really living under a rock, you kinda don't know what's been going on with Tesla, right? So Tesla is, this is a historic short squeeze. This is one that's gonna be going down in the history books. Every single person, big guy was betting against it. There was very extremely high short, the short float was very high on this stock, I think over 20%. And all it took was just a lot of people trampling over each other to get the stock to go from 300 to 900. So that's like, imagine a $3 stock going to $9. That's a parabolic move, right?  We're talking about a multi-billion-dollar corporation, right? I think Tesla is worth like $120 billion, right? And maybe just a month ago it was worth like $40 billion, right? So these moves, although they do not happen often, these parabolic black swan type of moves are what can make or break your career as a trader. For me personally, I focus on scam stocks, right? I like to focus on short-selling scam penny stock, pump and dumps. That's where I find the most amount of edge. But maybe once or one or two times a year, we get these large-cap parabolic moves. Some previous examples are beyond meat and till rate. So let me kind of explain what happens on these stocks and then I'll explain how I executed my trading and how I got to where I was today, which was a six-figure day. So the way that these stocks tend to go parabolic is when there are a lot of shorts involved, right? So for a stock to go extremely, extremely black swan straight up parabolic, you need to have shorts that are stuck. You need to have shorts that are stubborn. You need to have shorts that are emotional in the stock. Everyone thought Tesla was going bankrupt. Everyone thought Elon Musk was a scammer. Everyone thought all this stuff until the price action improved otherwise. So it doesn't matter what you think about a stock. It doesn't matter what you think. All that matters is the price action. And if there's anything that we've learned today in Tesla, it's that you should never bet against a billionaire, right? These guys are much smarter and they have deeper pockets in all of us. And the whole move from 300 to 900 was abnormal. It was abnormal. So normally I don't really trade these stocks, right? Normally I don't trade large caps. Normally I don't trade these real companies because I find that the edge is in the fake scam companies. So why was I involved today? What was my thought process and what happened? So number one is before all this happened there was the beyond me and till raised up. So back when I was trading at S&B Capital which is a prop firm in New York, I was trading next to some of the best traders out there, right? I was watching how these professional traders attacked till right. I was watching how these professional traders attacked beyond me. And it's kind of like I was in the background watching and learning and seeing what was kind of possible when these things happened. So I'll give you an example. When till rate went parabolic to $300, the same day it went parabolic it closed at $150. Massive opportunity. The day that beyond me went parabolic it's tanked right after it's parabolic. So I always want a reference point for these stocks so that I know how to react, right? I want an example, right? Because if I haven't seen a previous example on how these stocks react, there's no possible way that I'm gonna know or learn how to trade it. So a great example when I was at S&P Capital was the till rate stock. So what happened on till rate was when it went parabolic to $300, it closed at $150, and then the next day it gapped up to $200, right? It gapped up to $200 and then went straight down. So today my reference point for the Tesla trade was till rate. So let me give you an example of how I saw confirmation. So on Tesla stock yesterday, which was February 4th, into the close it tanked $100 a share, right? In 10, 15 minutes it tanked $100 a share. That to me was the tank of till rate from 300 to 150. So now I'm thinking in my head, till rate went from 300 to 150 on its tank and the next day bounced and then tanked even more. Tesla did its move from 900 to 800 and the next day it should essentially tank more because of how much meat is on the bone. So because I saw that example when I was trading at S&P Capital, I already had the trade idea in my head. I said, this is exactly like till rate. This is the exact same setup on day two. Day one confirmed it, day two is the day you make the money on it. But I actually took a different approach, right? I took a different approach. So something that I mentioned in the Trader Clinic webinar, which is an exclusive lifetime member only webinar is the first red day setup on these parabolic stocks is my personal favorite way to trade them. I avoid the entire run up on the way up, but on the first red day, I'm bulldozing in size. So today when I recognized that Tesla was like till rate part two and was the first red day, I did something that's pretty unique to MIC. So the reason why MIC is so special is because we have so many traders of so many different walks of life, of so many different talents, of so many different strategies that I could lean back on if I personally need help myself, right? The reason why MIC was created was to be surrounded by the best traders, the best doctors, the best lawyers, the best engineers, and try to pick their brains so that together as a team we could trade properly and nail all these stocks. So coming into the morning, I already had my trade plan in mind. I already had the idea, but I wanted to take it to the next level today, right? I wanted to take it to the next level. I wanted to fully take advantage of the trade, knowing how big the opportunity was, right? I told Bow my plan, I told Tosh my plan, I agreed with it. That was a second tier of confirmation that I needed. The really big thing that helped me today was a guy named Brian and a guy named Joe. So Joe doesn't really like to be public, so I'm not gonna really mention it, but he knows what he did, but I'm gonna talk about Brian, right? So Brian is actually an MIC member that we, it's funny, the way that we kind of met. We met shit, man. It was, it's gotta be like, I think over a year ago, right? Maybe over a year ago. And the way that we met is we actually had an event at the New York Stock Exchange. We invited 10 of our members to the New York Stock Exchange, Free Raffle. One of the members that came was Brian. So we met Brian at the New York Stock Exchange at our event just by fate. And it turns out that Brian is an exceptional large cap trader, but also a CPA. So a problem that I've had in the past is that whenever I go to get my taxes done, my accountant doesn't really know how to deduct locate fees. They don't really know how to deduct anything, but here we have Brian who's a trader that's also a CPA. So after talking to him and after kind of picking his brain a little, we became friends, we became closer. And we said that there's so much people out there that don't really know how to deduct losses in trading. So many people that don't really know how to take advantage of deducting certain things. And here we have Brian that just by fate won the spot for our New York Stock Exchange event. So we decided to kind of partner up with him and create something called MYC Tax Planning. So basically if you go on our website to myinvestingclub.com, you can see the tax section. And basically this is Brian who is a certified CPA that is going to help you with your trader taxes. So that's fate number one, right? So we partnered up with Brian. Brian helps a lot of people with their taxes. He helped us with our MYC taxes. So if you kind of tax season is actually coming up right now, the brokers are going to be sending out the forms in about a week or two. So we'll do like a more detailed webinar soon. But if you want to kind of check out some of the tax planning stuff, you can go on our website and click the tax planning button. But going back to Brian, Brian is an exceptional large cap trader. Brian is an exceptional options trader. So today with the power of the community and the power of MYC, I lean back on Brian. So I reached out to Brian today and we were trying to plan our trades and I wanted to be able to attack Tesla with options today.  To short a thousand shares, I need $900,000. And that to me didn't make sense, right? That to me didn't make sense. The opportunity is so big and I'm going to go in with the common stock.  I said, Brian, you know, I'm looking for help. Like these are the options that I'm interested in. This is kind of my thought process. This is my plan. And Brian kind of mentored me a little bit for a couple hours this morning on which options I should be focused on, how I should be attacking it and what I should be doing, right? So basically what I was doing is, you know, when the stock was at 840, the stock, what ended up happening is the stock went from 840 down to 790 at the open and bounced on SSR all the way up to 840.  That bounced to 840 as a gift. So I made my plan with Brian. I bought the, I think it was the 800 puts and the 700 puts for expiring this weekend, I mean this week. And I basically almost tripled the amount of money that I put into it, I think. And Brian asked me how much money did you put in? I was like, I have no idea. I was just focused on the trade, right? I was focused on the trade. So today is a great example of how MIC members actually helped me today become a better trader, right?   Brian made a bigger percentage win than me. Joe probably made a bigger percentage win than me, but today I was able to lean on these guys and help me today. And that's why MIC is so poor. That's why you need MIC, right? It's because you are surrounded by the best doctors, the best lawyers, the best engineers, the best traders, the best everything, the best people, man, the best fucking people. And whenever you need help, these people are there to help you. Brian really was Brian gonna get by helping me, man.  The point of this is that we are a community.  We're going to war, we're going together, man. And that's the thing that makes it so special because if Brian wasn't in MIC, if MIC didn't exist, there's no shot in hell I would have made this trade today.  So, man, that's just what I wanna talk about today is opportunities is very important as well, man. Opportunity is very important. There's maybe one or two times a year, man. There's one or two times a year that you get an opportunity like this, right? There's one or two times a year that you get an opportunity like this.  Like I'm telling you like, I told about today, man. And I was like, bro, I don't deserve this money. I don't deserve to be making this money. There's so much other people out there that need this money more than me. And it doesn't feel right making this money. And Bao told me something that really mattered to me. He's like, look, bro, you earned it, right? You earned it. It doesn't matter if you deserve it or not. You earned it. You put in the work and you earned it. So I don't know what I'm gonna do with all this money.  Sure, it's amazing. Sure, it's good, but I live a very blessed life. I live a very good life. I don't live outside of my means. I actually live extremely under my means.   And not to mention, MIC is tax deductible. So if you sign up for MIC, you could deduct it completely from your taxes, which makes it free, man, which makes it free. So if you guys are noticing, I'm wearing actually this shirt from S&B Capital. It's a black shirt from S&B Capital that says one good trade. And the reason why I wore this shirt today is because I want to remind myself that all I needed was one good trade on Tesla today to be able to make it. I needed to be patient and focused and wait. And when the stock tank to $790, I did not chase it. I instead went in short of the bounce. So that's kind of something that's really important to me. I just wanted you guys to understand that part. But at the end of the day, I need a community. I need traders to be surrounded by me. I need people to lean back on. I need someone's expertise, someone's help because I'm not an expert. Although I know how to make money, I know that there are certain areas that I lack expertise in. So I'm able to ask people for help. If I need help with swing trading, I ask Tay. If I need help with options, I ask Brian. If I need help with small caps, I ask Bao. If I need help with fundamentals, I ask Brandon. If I need help with anything, I ask Oliver. So the point is that shit, man.  So I posted up my P&L. I'll put the link to my P&L in the description of the video if you guys want to see it. But I'm going to open this up to Q&A right now. So if you guys have any questions for me, let me know. Let me see what Tesla's doing.  Yeah. So let's open up to Q&A, guys. And again, if you have any questions about MIC, you could text Tosh using this number. We have an options-basic webinar. We actually have 10 free videos on options, which are, remember, AK Wildlife created. So we actually have the options-basic series. So everything is all there, man. Everything is all there. Questions, guys. Questions. You have trader maturity. You're calm and know to go back to work tomorrow. Yeah, so I mean, for those of you that don't know, one of our members, AK Wildlife, is a successful options trader. So he went out of his way to create a free options series for our members.  If you don't know anything about trading, this is the DVD you watch. We have a fundamental analysis DVD, which is how to read SCC filings. And we have two live trading DVDs, which are called the Trading Fish Academy and the options trading DVD. So when you join MIC, you get almost essentially, I think it's like $5,000 worth of trading education for free on top of the 650 video lessons that we pump out daily. We pump out new videos every single day. And actually, we're working on something really special right now, which we kind of hinted in the past. But we're working on something called, we don't know what the name is. It's going to be like an accelerated course. But it's basically going to be how to go from a brand new trader that doesn't know anything about trading to placing your first live trade in about six hours. So this six hour video is going to be your accelerated course in the trading in case you don't have the time to watch the other 650 videos. This is going to be available for annual members only. So yeah, guys, I mean, I like to keep these videos short and sweet, but essentially, I also want to answer your questions. Do you think the small cap market changed since the coronavirus? I think the coronavirus was honestly as devastating as it was in China. I think it was a non-event for the market.  So yeah, guys, I mean, again, days like today, I don't really know how to react. I don't really know what I should be doing.   I'm so numb to it all that it doesn't even matter. Everyone's like, go get a steak today.  Honestly, I'm feeling like I want some Wendy's today. So I'm probably just going to get some Wendy's. But that's the point, guys. The point is that there's going to be certain times in the market that the opportunities are massive, and you have to have a community of people that have traded these stocks in the past so you can lean on them for help. What were my emotions like as a beginner versus now?  Now trading has become whatever. It's I show up, I do my job, and I walk away. Anything more than that, I screw up, right? Actually, I was actually talking to Dr. Brett Steenbarger today, who was my trading coach for a very long time, and he actually told me a really good quote today, which I want to make sure that I mentioned as well. He said, traders don't realize that trading is a performance activity, just like playing sports. Who expects to make a professional team after working and practicing for just a few months? It is very important to understand that you have realistic expectations. So think about that. Trading is a professional sport.  Just because you train and you play football for a month doesn't mean that the NFL is going to hire you. It's the same thing about trading.  The point is that you have to invest in yourself to be able to give yourself the best opportunity of success. The reason why MIC is so special is because the people that put in the work, like the annual people and the lifetime people, are the ones that are consistently profitable. They are the ones making $1,000 a day, right? And that's the point, guys. You have to be able to invest in yourself, right?  Number one, trading probably isn't for you, man. You should probably go find something else to do, right?  That's the point, guys. That's the point. MIC is like less than $2,000 a year.  Yet you are not putting in the work, you cheap fuck? No problem, man. No problem. No problem. Go find some other job to do because if you could not afford to invest in yourself for education, this is not for you. It's not for you. Leave now. It's not for you. So that's it, guys. Any other questions? Any other comments? Am I missing anything? How long did it take me to become consistently profitable? About a year or two, it took me. But there are certain members that take them four months. There are certain members that take them six months. There are certain members that take a year. The problem was I didn't have any way to accelerate my learning curve, right? I didn't have any way to accelerate my learning curve. And that's what MIC is here for. Any other questions, guys? Invest in yourself, man.   And don't be discouraged if you don't get it in one month.  So invest in yourself, guys. Invest in yourself. Appreciate it, guys. And I think I'm going to call it a day. Thanks so much for watching. Have a good day. And I'll see you back in the market tomorrow. I'm sizing down dramatically. I'm wiring out this 100 grand. I'm going to put it in the bank.  Have a good day, guys.


Ipanna Toothpaste and Sal Hepatica present. Mr. District Attorney, Champion of the People, Defender of Truth, Guardian of our Fundamental Rights to Life, Liberty and the Pursuit of Happiness. Mr. District Attorney is brought to you by Ipanna Toothpaste and Sal Hepatica. Ipanna for the Smile of Beauty, Sal Hepatica for the Smile of Health. Ipanna, Sal Hepatica. This shall be my duty as not only prosecute to the limit of the law to crimes perpetrated within this county, but to defend with equal vigor the rights and privileges of all its citizens. Tonight's case of the sinister cinema, ladies and gentlemen, concerns a master criminal, a man whose knowledge of his fellow man is keen and penetrating. We can almost say that Richard C. Graves has based his astounding crime solely on his understanding that men are vain, and therein lies the tragedy of his success. We begin in the private office of the president of a small bank here in our city. Well, that's my proposition, Mr. Claypool. How does it strike you? I hardly know what to say, Mr. C. Graves. Richard C. Graves Productions. Yes, yes, I know. You're from Hollywood, you say, sir? Well, I've produced most of my pictures in Hollywood, Mr. Claypool. That's true. You've seen them, of course, gone with the storm, valley of wind. Oh, of course. Cigar, Mr. C. Graves? Oh, yes, thank you. But as I said, Claypool, the tendency these days is to shoot on location. As I was telling the boys at the Academy Award dinner just recently, we've got to get out and photograph the real thing. Oh, the Academy Award, eh? Ronald Coleman and... Who was it? My wife was... Oh, yes, Loretta Young. There are, I said, you and LB and the rest of us. We've got to go out and photograph real people. And you want to use my bank, Mr. C. Graves? Just one shot, Mr. Claypool, but what a shot. Think of it. Think of the Radio City Music Hall in New York. Yes? Those dancing girls, you mean? We open up in a bank. Not a Hollywood bank, AB. A real bank. This one. And who do we see? Whose face do these millions of people look at? An actor's? No. Mine? The face of a banker, AB Claypool. Honesty, courage, the backbone of America. Your face. I must say, I... Of course, this is irregular, Mr. C. Graves. Highly irregular. We have a business to run, you know. You hit it right on the head there, AB, and that's exactly what we want, to see your business in action. Why, we won't change a thing. Your customers won't even know we're shooting the picture. They won't? Realism, AB. Realism is the coming thing. You'll come out of your office, greet our star, just as if you were another customer, and we grind away. Oh, your star, did you say? Well, let's not let this get out, AB. Variety and billboard have spies, you know. Oh, they have? Yes. It's Dolly Eads. Dolly Eads? I don't think I recall having... Oh, what an actress. What a personality, AB. And when the cameras start rolling here in the bank, when Dolly turns that smile on AB Claypool, man, oh, man. I did a little acting back in college. Come to think of it, Rutgers, 1990. Oh, that's wonderful, AB. Wonderful. It's all set, then. We'll do this shot this afternoon. But this afternoon? Don't you worry about a thing, AB? We'll be in here shooting before you know it. When did this report come in, Miss Milly? The one from Battle Creek, Chief? Yes. This morning. Well, this is really amazing. I'd hardly believe it possible. Yeah, I won't, Chief. Oh, this will interest you, Harrington. Yeah. Didn't you say not so long ago that there are no new tricks in the book? He did. Yeah, certainly I did, Miss Miller. Oh, look at that bum I put in the line up this morning. Pulling the old gypsy handkerchief gag. What? That's one of the oldest in the game. Well, this report from Michigan isn't an old one. Yeah. Well, it's absolutely astounding. Well, what is the gag, Chief? Uh, bank robbery, actually. Huh? Only the bank hardly knows it's been robbed. What? Well, according to this report, this gang goes to the bank ahead of time and arranges to shoot a movie. Arranges to do what? Yeah, yes. That's what it says here. They convince the banking people that they're going to do a shot for a motion picture. I don't get it, Chief. Well, then they return a few hours later, set up a camera and photograph what the bank thinks is a scene. Oh, and a date. Decidedly not. In Battle Creek, they got away with $60,000. What? Oh, Chief, you're kidding. Oh, it's all here. Oh, and it's done with imagination, apparently. Well, cards printed with impressive Hollywood addresses, a producer with a cigar or everything. Oh, honestly. A camera equipment, of course. It works. A shot for a movie. Yeah. Well, Chief, now I've heard everything. So, uh, don't think we ought to treat this lightly. Uh, Miss Miller. Yes, sir. Call the Banking Association here in the city, will you? Ask them if they have any way of notifying their banks about this. Right away, Chief. And if they haven't, we'll do it ourselves. All right. Yeah, any idea where these boys were headed, Chief? Uh, Battle Creek Report doesn't say, Harrington. However, I think we'd better check up on that, too. Yeah, right. A movie. Chief, well, that's the darndest thing I ever heard of. That was beautiful, Georgiana. If I do say so myself. He swallowed everything, Dick? Complete. Even thinks he's seen you in the movies, darling. What's so unusual about that? I got a nice figure. That's beside the point. What do you mean, beside the point? I got a peel. Haven't I, Richie? Uh, later, Dolly. Georgiana and I have to plan things. What time, Dick? Uh, two o'clock, I thought. I left his office at 11. Two o'clock? Gee, it's noon now. I better get made up. In a moment, Dolly. That's two hours, Dick. I wonder if it's too long a time. He won't call anybody, Georgiana. Not A.B. Claypool. Who? Your leading man, Dolly.  I still don't like too much time between your visit and the fireworks, Dick. It gives him time to think. Time to get suspicious, maybe. Relax, Georgiana. This one is a cinch. Well, everything's ready, at least. How about the camera? I told him we'd use a small crew. The intimate touch, you know. I got the camera. How about you? Uh, me? Come to, will ya? Do you have your makeup? Who's telling whom to come to? May I ask? Dolly, Dolly, you've got to cooperate. Georgiana, ask you a question. My figure, beside the point. Sure, I've got makeup, just like Battle Creek. All right, I'll do your face. Get a towel. I can do it myself. Do what Georgiana says, Dolly. I can do what I said. What am I supposed to be? A movie star, dear. A rich young thing making a deposit in a bank, remember? She won't. I will, too. Oh, Richie. Uh, run along, Dolly. You like my figure. Uh, you're sweet, Dolly.  Well, at least I don't look like, like... Like what? Like the broad side of a bond.  You mustn't mind, Dolly, Georgiana, please. I don't. After all, we do need her. The squares could think she's a movie star. I know, Dick. Shall we go on with the plans now? She gets on your nerves, just let me know. That won't be necessary, Dick. If the time comes, I can handle Dolly in my own way. If the time comes, Georgiana, I don't get you. When you begin to confuse my figure with her brain... It's a quarter after 12, Chief. You have a lunch in appointment at one. Oh, yes, I know, Miss. Madam, thank you.  They were just as amazed as you were. Oh, and that Battle Creek matter. Mm-hmm. What do they say? They never heard anything like it, Chief. They're putting out a bulletin on her. Good. Oh! Yes, come in, Mr. Harrington. Come in. Well, I've been doing some telephone, Chief. Among other places, Battle Creek. Oh. Yeah, you were right when you said we shouldn't take this bank thing lightly. I found out a lot more about that outfit. What do you have? Well, the first place, I got a pretty good description on three of them, Chief. A man and two dames. One of the women pretends to be a movie star. Well, how can she do that? What'd you say, Miss Miller? How can you pretend to be a star, Harrington?  Okay, so she pretends to be a new star, then. Or a foreign one, Miss Miller. How do I know? I thought you said you checked. I did. Well, all right, go on, Harrington. Anything else? Yeah, but these interruptions, Chief, they're confusing. Plenty, Chief. Under descriptions, yeah. One of these dames is very, very pretty. Yes, yes. Yeah, the other one sounds like a lady wrestler. Yes, and? Here's the payoff, Chief. They're almost sure this gang was headed this way. What? Yeah, I can trace them up to three days ago, and then we lose them, Chief. And when we lost them, they were on their way here. I see. Oh, Miss Miller. Yes, Chief. Of course, that don't mean they are here, Chief. No, I ask around a little since this morning. They ain't checked in with the boys around town. I know, but we can't afford to take a chance. Miss Miller called the Banking Association back, will you? And tell them we'll notify the member banks from here. All right, I'll get their list. What'll you do, Chief? Send a letter on it? A letter, I think. Tell the Mimeograph Room to stand by, please, Miss Miller. Okay. And call the motor pool downstairs. We'll need eight or ten motorcycle messengers. Right away, Chief. We'll just put the whole story in a bulletin, Harrington, and send it around to the banks right now. Hello, Mr. Seagraves. Right on time, I see. I hope I didn't keep you waiting. Oh, not at all, AB. We'll just get in the camera setup. Oh, AB, may I present our little leading lady, Mrs. Dolly here. I'm pleased to make her acquaintance. This is a pleasure. A great pleasure. Likewise. Oh, pardon my makeup. AB, I see you changed your suit. What? Oh, my suit. Well, yes. I was home for lunch and Martha, my wife, she... You like it? Fine, AB, just fine. All set up, Mr. Seagraves. Oh, excuse me. Uh, ready, George Anna? Yeah, I must say I'm somewhat at sea, Mr. Seagraves. Is this all there is to it? Just one camera? Well, just the one by the door, AB, but what a camera. In the hands of George Anna Heron, it's sheer poetry. You've seen her name, I know. Yes, yes, I believe I have. My goodness, I expected lights and all sorts of things. We clear the space, Mr. Seagraves. Not necessary at all, AB. Realism, you know. Realism. All set, Mrs. Eads. Oh, sure. You've notified the tellers and everyone just to go on about their regular duties, AB. Yes, I have, Mr. Seagraves. Oh, I've been busy. I can assure you. Why? I haven't even read my mail. Well, we won't take long. You've got the sequence, Mrs. Eads. I think so, Mr. Seagraves. I go up to this nice gentleman here, say my lines, and he escorts me behind the little cage. Uh, uh, behind the cage. Well, just show our money, AB. Pick up a handful of it and just show it to Mrs. Eads. The way it's in the script. Script? We won't bother with the lines, AB.   Oh, I see. Ready, Mr. Seagraves? Oh, I'll just get out of the way then. All set, AB. Mrs. Eads? For all of them. Yes, I think I'm quite ready. Everything okay? Like candy from a baby. I'll just act natural, everybody. All right, Mrs. Eads? We're rolling. Don't turn you back to the door, Dick. I'm all right. All right, Mrs. Eads. Your lines, please. I want this realistic, you know. Why? Well, I just love to see all that money, Mr. Claypool. Oh, oh, back here.  Oh, that's fine. That's fine. Now, take her arm if you will, AB. Yes, that's fine. There goes your gen. Wedley gets that cage open. I know. That's right, AB. Now, let Miss Eads go in ahead of you, please. If she doesn't stand in front of that alarm, I'll murder her. All right. I don't know what to say. Should I just move my lips? Oh, it's terrific. It's sensational, AB. It's sensational. We're getting every expression. And where's the bank? Right here. Go on. Now, please don't stare at the camera, folks. It's just a movie. Ah, that's fine, AB. That's fine. Little smile, Miss Eads, please. All right. Yeah, I'm beginning to enjoy this. Now, it couldn't be better. Now, please don't crowd near us, folks. It's just a movie. That's right. Go on about your business. All right, Dolly. Just put the dough in the bag. Oh, you mustn't touch the money, Mr. Seagraves. No, really. Get it, Georgiana. Now, don't miss his eyes. All right. Come on. Hurry it up, Dolly. I haven't, Richie. Get me a chair. Now, see here, Seagraves. I asked you not to touch the money. That's real. Now, careful, AB. Keep your profile to the camera. All set, Dolly. That's all of it, Richie. Where are you going with that? Stop, I say. Mr. Seagraves. Perfect, AB. Perfect. Sensational. Did you catch all that, Georgiana? I'm still rolling. Stop, I say. What's the meaning of this? Come on, Dolly. Move. Relax, folks. It's only a movie. Let's get out of here. All right, with you, baby. Now, I warned you, Seagraves. Picture or not, I'm sending off that alarm.  Help! Stop them!  Somebody stop them! It's just a scene. They must have a shot now. This is unheard of. Get out of my way. I told you, AB. But I said this has got to be real. They're moving. I'm shot. I'm healthy. I... Gee. Perfect, AB. Just perfect. All set, Georgiana. All set. Now, keep them rolling. Wonderful, AB. Keep it up. Come on, Dolly.  Now, back, Georgiana. Take it straight back. Let's go. Out the door, Dolly. Folks, please don't watch the camera. You'll spoil the scene. Is Georgiana in the car? She's waiting. Okay, then. Great work, folks. That was fine. AB, what are the best acting jobs I've seen in years? Come on, Dolly. Let's go. In just a few moments, we will pick up the developments of this interesting case. But first, here's an important question. Tell me, who should know best the difference between toothpaste? Who should know best the difference between toothpaste? Why, the dentist, of course. He knows best because his life work is the health of your gums and the care of your teeth. So listen, please, to this sound advice. Ask your dentist about Ipana toothpaste and gentle gum massage. So many dentists recommend massage. Yes, and a nationwide survey shows more dentists recommend Ipana toothpaste than any other dentifrice. And wait a moment. More dentists personally use Ipana than any other toothpaste. Yes, Ipana toothpaste followed by gentle gum massage is the modern way to aid the health of your gums and the brilliance of your smile. So help your dentist help you. He knows the value of gentle gum massage to tone up your gums. Begin now getting your new Ipana smile. Taste the freshness, feel the cleanness, see the sparkle. Get Ipana toothpaste for your Ipana smile. And now back to Mr. District Attorney. All right, let's get organized, Harrington. Everyone's here. Yes, sir. The bank employees are all downstairs in the meeting room. Thank you, Mr. Miller. We want all of them. Boy, that's irony or whatever you call it, chief. Your message about the Battle Creek job is on this Claypool's desk. Yes, I saw it. Unopened. The secretary said he was so excited about appearing in the picture he didn't do anything else. In a movie. Well, it's our Michigan gang, all right, chief. There's no doubt about that. Yes. Hey, what's this, Harrington? What? What do you got, chief? Looks like broken glass here on the floor. Well, chief, excuse me. Here's Ray. Oh, good. I want photographs and diagrams, Mr. Miller. Well, this one shouldn't be too tough, chief. We got a whole bank full of witnesses. They all thought when this seagrave shot, it was part of a scene. Yes, I know. What's the loss, Harrington? Are they through checking? Well, it'll run about 35 grand, chief. Claypool used the main cage. Yes. You know, it's the audacity of this thing that gets me. One man and two women, and they pull this off without a hitch. Oh, it's tricky, all right, chief. Yeah, but maybe we can show them a few tricks of our own. And the district attorney issued a similar bulletin to all banking institutions in the county. I don't get it. So what? We got the dough. Well, Georgina means, dolly, that we can't pull it off again, at least not around here. I figured on that. But this stinkin' paper is a new syndicate. That'll clear the act in every town in the country. It'll blow over, Georgina. I think it does lie around and take it easy for a while. I'd like that. On what? We need money, Dick. Money? Well, we just got nearly 40 grand for that one bank alone. Georgina means good money, doll. We can't pass the bank stuff until the heat blows over. If we picked a town small enough, maybe we could pull it off again, someplace where they don't read the papers. The same thing, Georgina? Just about. I'll have to get another part for the front of the camera. I lost it. Well, four. You don't really take pictures, do you? Georgina means that the camera has to look real, doll. I'll take a look at the map. Maybe there's a small town we can hit. Well, I say we don't. You what? We got all the money, and I say spend it.  Spend it?  Georgina just explained, doll. You can't spend money if the bank has a record of the bills. I don't care. You promised, Richie.  That is also beside the point. You stay out of this. I think it's wrong anywhere. Didn't know you were going to kill people. Doll, now listen, just... Never mind, Dick, as I remarked before, I'll handle things when the time comes. Time? What time? Soon, I think. I promise you, dolly, I'll let you know. Will you switch off that light, please, Miss Miller? I want Harrington to see this. What, and the microscope, Chief? Yes, that's right. It's that broken glass I found on the floor of the bank. Hmm. Hmm. Let me see it, Chief. Now, what's that mean? I'm not quite sure. Did you send for Ray, Miss Miller? Yes, I did. He's on the way up from the photo lab now. What's up, Chief? Something in Ray's pictures? No, no. As a matter of fact, I simply want his opinion on something. All right, and the lights, please, Miss Miller. Okay. Now, broken glass is always interesting. Each piece seems to have a personality all its own. Yeah, sure, Chief, but that ain't fine in sea graze, Chief. You put out the alert? Yeah, right away. I made it a full five states. Good. Oh, and the bills from the bank? Well, they had a pretty complete list of the numbers, Chief. Oh, well, that's a break. Put it out on a full distribution, Miss Miller. Stores, depots, bus stations, everywhere. Okay, it's being prepared down in Mimeo now. Fine. Well, we'll just keep at this, Harrington. One way or another, we've got to bring that trio in. I can't see the point in arguing about it, Dick. It's a matter of common sense. Look, we might need her, Georgiana.  I know that. We'll leave as soon as the pot for the camera's ready. Then let's take her with us. I said no. But she's a nice kid, Georgiana. You should have seen that guy in the bank giving her the once over. She softens them up. If necessary, I can play the actress. You? Yes, me. The choice is quite clear, Dick. The girl is blood-shy. Well, I guess you know best, Georgiana. You always do. My dear boy.  Yeah. So are banks. Only if we could just bring... I told you. All right? Sure, if you'll say something. Call her. Now? Now. Okay, okay. Hey, Dolly. Come on in here a minute. Stand back, Dick. I don't even get a chance to talk to her. What for? She's hardly intellectual. Dolly. Hey, Richie, stop it. She's got a gun. I told you, young lady. I'd let you know when it's time. Well, it's time! It's high time, Dick. You know something? What? She did have a beautiful figure.  They found a dame about three hours ago. You're certainly Harrington. Sure, it's the one who posed as an actress. It's a positive identification, Chief. Four employees from the bank just saw her in the morgue. I see. And she was shot, do you say? I'll say she was clean as a whistle. All right, let's get to work. Tell Dr. Colgan I want the slug. He's working on it now, Chief. When he gets it, set up a comparison check with a slug from Claypool's bottle. Right? Yes, Miss Miller, what is it? Raise on the phone, Chief. He says he's located. Just what you want. What? Ray, Chief? Our photographer? Yeah, definitely, Harrington. Get the address, Miss Miller, and tell him to stay there. Right. Bring that comparison microscope, Harrington. We'll need it. All set? I've got it, Chief. All right, let's hope this is it then. Come on, let's go. It's a small town, Dick. Don't forget that when you talk to the banker. Tomorrow morning, huh, Georgina? Sooner or the better. Anyway, I think it's wise to get out of this town. You mean, darling? For one, yes. Soon as we can pack, we'll get going. What about the camera? Oh, I picked up the part this morning. Who's that? One of Jerry's boys, I think. I asked him to drop around. Yeah? What for? We need a third, Dick. I thought I'd offer a 20% split on a one-shot. Okay, then. Uh, come in. Yeah, you're from Jerry's? Not quite, lady. This is the district attorney. What? Don't move, bud. Arise the name Sea Graves. All set up, Chief. Well, thank you, Harrington. Well, this makes it easy, doesn't it? Easy. What are you talking about? Murder. Or to be more accurate, two murders. All right, get your coats, please. You're both under arrest. Arrest? Well, you're crazy. What for? You heard him, pal. Come on, the camera's rolling. You can play the scene right up to the hilt. Your district attorney will return in just a moment to explain the clues which led to the arrest in tonight's case. But first, first let's bend an ear to one of those early morning sounds. One that says, rise and shine. Now, to a lot of people, that sound can mean a wonderful morning with a good day ahead. But to a lot of people, there's another sound that can mean the same thing. And that's the sparkling sound of sal hepatica in a glass of water. And remember, unlike slow acting laxatives, a sparkling glass of sal hepatica, when you get up, brings quick, gentle relief, usually within an hour. That means you don't have to feel dull and head achy all day waiting until night to take the laxative you needed in the morning. And if, at the same time, you're troubled with excess gastric acidity, let sal hepatica help sweeten your stomach. So keep a bottle of sal hepatica handy. Then anytime you need a laxative. Morning, noon or night. See how much faster you feel better thanks to gentle speedy sal hepatica. And now here is your district attorney. I'm happy to report, ladies and gentlemen, that both Richard Seagraves and Georgiana Herring will pay the full penalty demanded for the murder of A.B. Claypool and the murder of their associate, Dolly E. Gee, that was one of the strangest, chief. Yes, Miss Miller, it was. But like all criminals, they made a mistake. And like all criminals, now they'll pay for their mistake. Yep, their mistake being when the dame dropped a part of that camera on the floor of the bank. Yes, Herrington. As you know, under the microscope, we were able to determine that the broken glass from the bank floor was part of a camera lens. So you had Ray check on the camera supply stores in town, isn't that right, chief? Yes, exactly, Miss Miller. Ray assured me, you see, that not more than a dozen stores carried the kind of lens needed to replace the broken one. Fortunately, Georgiana went to one of these stores for a replacement. And that was the beginning of the end, chief. She leaves a trail and we follow it. Yes, and of course we were able to prove the gun in their possession killed both Mr. Claypool and Dolly E. I think I'll just pass up that screen test, chief. Yeah, what screen test, Miss Miller? Oh, nothing, Herrington. A girl can dream, can't she? Oh, chief, what about next week? Well, ladies and gentlemen, again next week we see the futility of a life of crime, but in a very different and unusual way in the case of service in silver. And I invite you to join us for it. And so until then, thank you and good night. Say, mister, want some good shaving advice? Forget your whiskers. What counts is your face. How it feels while you're shaving, how it feels and looks afterwards. And to give yourself a better feeling, better looking face, use Ingram Shaving Cream. You see that rich Ingram lather on your brush? Helps condition your face for the razor. Result, cool, comfortable, soothing, shaved. Just remember, comfort means coolness. Coolness means Ingram. I-N-G-R-A-M. Ingram, the cooler shaving cream. Try Ingram tomorrow. Names of all characters in tonight's dramatization are fictitious and any resemblance to names of living persons or actual places is purely coincidental. Our stars were J. Jostin in the title role, Len Doyle as Harrington and Vicki Vola as Miss Miller. The music was under the direction of Peter Van Steeden. The program is produced and directed by Edward A. Byron and written by Robert Shaw. Mr. District Attorney was originated by Phillips H. Lord. Remember, I panna toothpaste for the smile of beauty. Sal hepatica for the smile of health. Bristol Myers invites you to tune in again next week for Duffy's Tavern and Mr. District Attorney. This is NBC, the national broadcasting company.


Good afternoon, everyone, and thank you for attending today's session on DevOps. My name is Chris Vantyne, Chief Technologist for the Western Region at Red Hat. I've been with Red Hat for about 10 years, working with strategic partners and customers who are adopting Red Hat's emerging technologies. Red Hat has certainly moved well beyond Linux, in the middleware, software-defined storage, virtualization, and cloud management. And one of the hot topics around those technologies with our customers is around DevOps. DevOps is all about eliminating that wall that sits between operations and developers and doing things faster. Our customers are asking us questions like, how can we enable IT to be more efficient and reduce costs? How can we enable developers to be more productive and have access to the tools and platforms that they need? But ultimately, how can we enable the business to roll out products sooner and as they go? And so in today's session, I'm going to talk about the how, what, and why around DevOps, as well as a brief overview of some of the enabling technologies, such as Docker and Kubernetes, and wrap it up with a customer case study. And if we have time, I'll have some Q&A session. If not, I'll be outside and we can certainly follow up with any questions you have. So certainly, enterprise IT is an inflection point in terms of its history. With the movement to cloud and mobile applications, the how, what, and where of application development, architecture, and the underlying infrastructure is changing as well. There's a shift from waterfall development model to DevOps, from monolithic applications or interior applications to microservices with APIs, and a shift away from physical and virtual machines to containers running on physical or virtual infrastructure. And this is all happening to accelerate application delivery for the business, as well as improve overall product quality. And at a macro level, what's changing in the industry? A few short years ago, Mark Andreessen stated that software is changing the world. And for any of you travelers out in the audience, I'm sure you can relate how the travel industry is being transformed with software, whether it's mobile flight notifications so you can minimize your time at the airport, or whether it's the alerts that you get in terms of being able to sign up and get your notification and your mobile boarding pass to actually board the airplane, as well as your ability to hail a uber cab to get to the airport, or even cloud-based applications to do your expense reports, whether it's digital receipts or linking up with your credit card. As I made my way up from Los Angeles to Vancouver, I actually had to change my flight, so I logged into the website, and I was able to go in and request a flight change, and I got an error, and it said, call an 800 number, the dreaded 800 number, right? And so I got on my phone, called the 800 number, and it knew exactly who I was. It said, hey, Chris, thanks for calling, and it said, hey, I see that you tried changing your flight on the website, and you received an error. Let me connect you with an agent right away to resolve that issue. So it was quite amazing, and so software, just in a few short years, has really changed the travel industry and the customer experience, but it's not just the travel industry, right? There are other industries being transformed as well. The entertainment industry, DreamWorks Animation, looking to expand their brand, moving into mobile and online gaming with software. Cisco, seeing private and public cloud adoption really transform the requirements for networking. Seeing a shift of their customer base from desktop and laptop installed software to online, and this is really creating new service possibilities and the ability to quickly introduce new services to their customers. Likewise, Union Bank, representative of many banks across the globe, seeing a shift of their customer base from physical to online and mobile banking, and with this, they're able to rapidly introduce new services to their customers as well.  The San Francisco taxi industry is a perfect example of how software is disrupting existing businesses. Several years ago, Uber and Lyft entered the San Francisco market with their innovative use of software applications, and the impact that they're having on the industry is quite alarming. In 2012, a taxi driver averaged just over 1,400 rides per month. This has since plummeted by 65% to just over 500 rides per month now as of last summer, and I'm sure it's gotten worse. So these innovative startups are leveraging software mobile applications to transform that experience. From a taxi perspective, when I request a cab, I no longer have to wonder when will it show up? Or will I miss my flight because the cab doesn't show up? Because the mobile app will tell me. Likewise, when I'm going in the cab, I no longer have to wonder are they taking the long way or the wrong way to my destination because I'm able to specify the destination and they get turned by turn directions. And I no longer have to jowl with the taxi driver about whether I can pay with credit card when I arrive at the destination and hear the excuse that the credit card machine doesn't work or I need to pay by cash. Because it will automatically deduct from my electronic account. And when it comes time to expense reports, I don't have to look for a receipt because it's been emailed to me. And it's just not the customer experience that's evolving and transforming with software. But it's also enabling the business to rapidly introduce new features based on customer feedback and changing market conditions. And so as businesses rely more on software to innovate, there's significant pressure on IT to not become the bottleneck. IT departments have better figured this out, how to do things better, faster, and cheaper because if they don't, the employees will simply not rely on them. How many of you bring your own phone or mobile laptop to work today? Companies and business units are already going to public cloud services and going around internal IT as well. And so shadow IT, you're seeing this rise up in companies. Spoke with one bank, they came to us and said, hey, can you help us out? We're having a real challenge with our business units. They're going directly to public cloud providers, buying it on their credit, corporate credit card, and they have a seven-figure bill. And so this is the challenge for IT and this is the promise of these new technologies, whether it's OpenStack, DevOps, Open Hybrid Cloud, which embraces both public and private cloud and allows internal IT to differentiate by providing that access to both services. But as businesses rely more on software, it has its own set of challenges. How do you deliver software on budget, on time, and realize the full value when the data shows that software projects are typically over budget by 45%. They're delayed by 7%. And they don't achieve the real value, the full value, because one of two reasons. One is they have to strip out features to meet that deadline. Or by the time it's delivered, it's irrelevant and it's missed its window of opportunity and I don't achieve the full value. And so with the rise of cloud and mobile applications, the days of multi-year release cycles is long gone. Can you imagine releasing new features to a social website every 12 to 18 months? It simply would be dead on arrival. And so this is given rise to new development models such as Agile, with frequent releases and short development cycles. However, the problem is if you still rely on the traditional deployment processes and infrastructure, developers spend more time on deployment. And this doesn't make any sense. You want your developers developing business logic application code. You're testers testing that. And ideally your operations folks keeping the lights on and keeping the uptime and in troubleshooting issues as they run into them. And so a common issue within the corporation is that you have the old agile throw it over the wall from development to operations. The dev test and operations folks are all operating in silos. There's a lack of automation and standards. Each group has its own set of tools, own language and they're reinventing the wheel. It's very inefficient and it slows down the business, right? And so ultimately software quality and uptime suffer. So what can IT do from an IT perspective? They can turn to DevOps, right? DevOps is all about software development method that stretches collaboration, communication, integration between the developers and operations. And applying many of the principles of agile to the full application life cycle along with automation and monitoring. Gene Kim, renowned expert around DevOps, really talks about three enablers for DevOps, the author of the Phoenix Project. And the first one around configuration and code. This is all about standard environments, having the developers use production like environments early. So they get issues out of the way quickly. Also using like a single repo for your code, maybe GitHub, and also putting your operational artifacts in a repository, perhaps like Nexus or version control. Secondly, Linux containers. Linux containers enable DevOps by being able to package it once and deploy anywhere. And then also automated provisioning. Automated provisioning, being able to automatically provision the OS, the app platform, the application, and all the configurations. No reason to reinvent the wheel as the application moves from dev test and production every time. One of the key concepts here around DevOps is to be able to fail fast and recover versus never fail. Total different mindset in terms of how you approach this. Secondly, another enabler around DevOps, CICD, continuous integration, continuous delivery. Continuous integration is all about catching and detecting issues early. The longer you wait in the life cycle, the larger the technical debt you have to pay to resolve an issue. So you want to catch those early and often. Continuous delivery is all about enabling the business to get product to production quickly. Many organizations that I talk with in Silicon Valley, there's something on common for them to take days, or even weeks, six weeks. To get code, maybe even changing a single word on a website. Can use to delivery is all about getting that down to minutes. When you have that power, you have a lot of ability for the business to think creatively and innovate rapidly. And then thirdly, continuous innovation. Enabling your development organization, getting out of the way, eliminating that bottleneck, and providing self-service to your developers. Providing them access to the tools and platforms that they need. And then also enabling them to do rapid prototyping, right? Being able to provision out the environments they need to test things out. The key concept here around cultural change, right? Acceptance of failure. It's okay to fail because we're gonna test it early, catch it quickly. We're gonna have automated processes to recover quickly. And we're gonna be developing, and microservice is small change. So the risk of that having negative impact is much lower and you can recover quickly. So that's all great, but who's actually using this and doing it and has implemented, has been successful? Where are the proof points? So Amazon is certainly one of the leaders around DevOps. They have the ability to do 10,000 updates per hour. And you would think, wow, that many updates, your site must go down all the time because of these updates. But the data shows that only 0.001% of the outages are attributed to software updates. And they're not alone. Other kind of leaders around DevOps, Etsy, LinkedIn. Etsy does up to 30 updates a day. Some having millions of dollars of top line impact on their revenue. LinkedIn moved from one month release cycle to multiple times a day. And it's not about how many times can you update your site in a day. It's about enabling the business to rapidly respond to changing market conditions, customer feedback, and get that product into production quickly. And when you have that, IT really becomes a competitive advantage and a differentiator for their overall business. And so if you're out in the audience and you're looking in your organization to adopt DevOps, what are the questions you should be asking internally at your organization? The how, what, and where, really around DevOps? How to quickly and reliably deliver new capabilities? What kinds of new apps and services to deliver and support? And where to create and run these new apps and services? And so the shift in this transformation is more than just DevOps alone. DevOps, about bringing the organization together, working in a different way, improving processes, collaborating. Also deploying your application in containers to make it easy. But also having applications that can web scale in infrastructure that can rapidly be provision, scale up, and keep up with the rapid release of applications. These three things go similar together, just like in the Automated Industry as an analogy, right? Back in the, before industrialization, you had cars being developed in workshops, using craft work like processes. But as it was industrialized and moved to a factory, they switched the manufacturing processes to take full advantage of that new factory. Likewise, as you're deploying OpenStack, are you gonna keep the same processes and produce the same applications? You're not taking full advantage of that shiny new object factory that you have around OpenStack. Likewise, what you're gonna produce out of that factory isn't the same type of application. Those monolithic applications don't make sense in this type of environment. But moving more to a cloud application takes full advantage. And so let's dig a little bit deeper into the how, what, and where. And first with new cloud applications around microservices. Microservice applications, some of the characteristics, these are lightweight, small applications that enable rapid release and minimize the risk. Typically APIs driven, you connect them together. They're fault tolerant, so they can withstand failure in the underlying infrastructure. They're scalable, so they won't crumble on their own weight. Elastic, so they can grow and shrink based on demand. And multi-tenant, they no longer demand that they have their own dedicated cluster. And for the most part, they're stateless. If there needs to be state, you need to be careful of latency, throughput, and durability. Also, how is the operating system evolving to enable DevOps? And cloud applications, so Red Hat Enterprise Linux Atomic is a lightweight container-optimized OS where we've packaged in Linux containers, enabling you to package once your application, deliver anywhere, enabling continuous delivery. And then also, a lot of momentum was achieved once Docker came on board, standardized API, a standardized image format, and a sharing an image delivery model of your applications. But the issue with containers on its own is, how do you manage it at scale? How do you schedule these containers? How do you orchestrate the containers? That's really where Google's Kubernetes technology, which is integrated in Relatomic. It's a cluster manager for containers and provides a way of orchestrating the containers, deciding where they go, how they're connected, and making sure that they stay alive. And so containers really enabled accelerated application delivery by packaging all the dependencies within the container, whether it's the libraries or the runtime, while still allowing the operations folks to enforce security and compliance at the host level, as well as a container level, without interfering with application developers. In Docker, its workflow really enables DevOps as well with a rapid release of applications. In a typical Docker workflow, you have the developer defining a Docker file, the OSSUs, the applications, libraries, etc. Packaging that in a container, building it, taking that container and pushing it to a registry, usually an enterprise that's gonna be a private registry, so you have a trusted source, and you know where that container is coming from, whether it's patched. And then that becomes your sharing model, so that in your environment, whether it's dev test or production, you can pull those images and reuse that in all those environments rather than rebuilding or recreating the wheel and introducing the risk for failure. Likewise, Kubernetes is the container manager. So as you're looking to deploy into a production or even a test environment, how do I utilize my environment and deploy containers? How do I orchestrate it? And Kubernetes is all about being able to manage containers. So from a Kubernetes perspective, what you can do is create a JSON file. You can define your application as a set of services. You can also define declarative statements like the desired state. So for instance, in this example, I'm doing a Redis service, key value for connection management. And I'm stating, hey, I want at least three running. I want to use the PHP Redis container. And I can define the resource limitations on this container, CPU, memory, and the port that it'll listen on. And then Kubernetes will take that as the input and make that happen. So it'll build out that environment. In this case, it went out and created three containers. Now if there's an issue with one of the containers, after a short while, Kubernetes will detect that and then find a new location in your cluster to create an additional container to replace the broken one, and then do self-healing. So no longer do I get a page, it will automatically recover from that failure and ensure that the desired state is met in my container cluster. So deploying a new application is very easy. Next step is, hey, I want to upgrade that application. So maybe I want to move from version one to version 1.2, right? I want to be able to, in a DevOps world, I want to quickly introduce new change. And Kubernetes is certainly an enabler technology for that. And so the recommended approach here is that you actually go out and build your 1.2 container, put it out there side by side, while version one is still taking all the traffic. I then complete my continuous integration testing on 1.2, while one is still taking the traffic. Once it's successful, I can flip the switch and immediately switch the traffic over to 1.2. This is very useful for applications. Sometimes maybe I've had customers say it takes 30 minutes to upgrade from one version to another in their production environment, right? That's very costly and slow changing. And so this model allows you to do that flip of the switch. Not only that, but if there's an issue, something's broken, I can do a rollback and move back to the old version without bringing in developers and the rest of the team to root cause and house that issue and recover. Likewise, from an IT perspective, what are the other ecosystem parts that I need to really enable DevOps? So here we're at OpenStack for certain on the IIS layer. But what about above that? You have a PaaS layer as well to enable rapid provisioning of the development environments. But also you may want to have a service catalog to your developers so they can do self-service. And also having a centralized repository that has trusted content, whether it's a registry for your images or RPMs. And so that's where PaaS really comes in. PaaS integrates containers, schedule, orchestration, and it hides all that complexity from the developer so they can focus on coding. An example like OpenShift from Red Hat is a PaaS. It allows you to manage the lifecycle of your images from DevTest production, provides self-provisioning of complete application stacks. So NeoJS, JBoss, Ruby, Python, et cetera. Also provides a way to standardize these environments and provide it to multiple development teams. So you have a consistent application stack in your environment that's trusted and patched, provides self-provisioning. Another key thing, like in test environments or in production, is to have auto-scaling up and down. So it can monitor the application, the load, and automatically adjust and leverage that scaling capability even at the IAS layer. And then also the ability for the developer to focus on the code and just push the code, let the PaaS handle the containerization if they like, and actually go ahead and deploy that. So the customer, being the developer, doesn't have to worry about storage, networking, compute. And then lastly, you want to be able to deploy your applications wherever they're needed. Sometimes it makes economical sense to deploy it on a physical infrastructure, maybe virtual container or even public or private cloud. So you want to have that flexibility as an IT service to your business unit to be able to deploy your applications anywhere. And that's where a CMP, called Management Platform, would come into play, enabling you to abstract yourself from the APIs and the tools and processes of a public cloud provider, or even a private cloud provider, or a virtualization provider, and be able to have a consistent flow across the multiple providers. And in terms of the workflow, how does this all fit in to a DevOps workflow, right? So first off, you have IT, providing IAS, PaaS type environment, the developers are coding, maybe on their laptop, or they can use a centralized PaaS. A PaaS enables really the developers to focus on their business logic. A lot of organizations today, you have developers manually coding, writing custom scripts to manage the pipeline from DevTest to production. A PaaS colonizes that and automates that for you. So you freeze up your developers to really focus on business logic code rather than infrastructure scripts to manage the pipeline. So that's really key to success, too, is aligning the tools from DevTest and production, so you're all using the same tools, and the PaaS really enables that. With the PaaS, once the developer codes their microservice, they can check it in and push it to the PaaS, build the container, run its CI test, and then you're using Jenkins. Once the Jenkins build is successful, the artifact can be moved into a test instance. The testers then can automatically run their test cases without actually having to reproduce and reinvent the wheel of creating an environment. It's dynamically created for you. And then once testing is successful, that artifact can then be continuously deployed, if desired, into the production environment. And so from end to end, I can quickly move that same container from DevTest to production without rebuilding. And the key thing with DevOps is then having that feedback loop from a monitoring perspective, so the developers and the operations folks can detect issues early and often and resolve them. And so lastly, I want to go through an example of a case study of a customer who transformed their organization with DevOps and some of the enabling technologies I just spoke of. So here's some of the pain points that this particular company was having. It's a rather large internet company, Financial Services, and it took them six weeks to actually change a single word on a website. It's kind of alarming, actually. And it also took two years after a competitive startup to launch a competing product. And previously, they didn't have access to newer development tools. There was a lot of tight control over what was provided internally from a security perspective and just took a long time to move. So being able to provide new development tools like Node.js enabled their developers to move quickly. And the key thing in Silicon Valley is attracting talent, retaining talent. And if you're inventing your own technologies, not many people really want to learn those and not be able to use those elsewhere. So providing access to your developers of standard platforms. And so they had significant challenges. They weren't growing as a business, having challenges there, had a lot of strong competition, not only from startups, but large companies were starting to get in their territory. It certainly had a hard time moving quickly. And the key thing also was the predictability. Sometimes it took one week to provision the infrastructure. Sometimes it took six weeks. So as a business, how do I plan around that? Well, I have to choose the longest timeline. How do I market and advertise new product offerings? How do I predict revenue stream when there's such a variance in delivering infrastructure? Likewise, recruiting was very difficult. And so what they decided to do was adopt a solution built around a platform as a service, along with DevOps process, and implement a continuous integration around Jenkins and a continuous delivery model. And they did this by building on top of their IAS open stack in their legacy virtualization, and putting a Paz on top of that, which provided access and standardized development environments around NodeJS, JBoss, also had Jenkins built into the Paz, so each developer could have their own instance. Paz integrated with their hardware, Low Balancer, their F5, so as new applications were added or deleted, the Low Balancer was automatically updated. And also, they could leverage their existing database. They didn't move that into the Paz. They wanted real-time access to the database. And then they were able to integrate the Paz into their existing GitHub and their Nexus repository for the artifacts. And so one of the key accomplishments here was that they were able to go from six weeks, four to six weeks of delivering applications into production to under 30 minutes consistently. And the way this worked is you had the developer on the left side pushing their source code into GitHub, checking in, and then it would go into the Paz. That code would be built in the Jenkins server running on top of the Paz. Once it was successful, the artifacts went into their Nexus repo, it was promoted from release to production. And then operations wanted to control the rollout of continuous delivery. And so they had a tool which enabled them to push out binaries in the production rather than source code. And it gave them new capabilities they didn't have before, such as the ability to roll out a gradual update into production. So rather than flipping the switch from 0% to 100% on the new version, they were able to gradually roll out a new version to 10%, 20% as they gained more confidence, they could build their way up to 100%. If there was an issue, they were able to roll back. They're also in this model, they're able to support multiple versions, as I showed earlier with Kubernetes. And for the first time, they were actually able to scale up, scale down in automated fashion without submitting tickets to the network to open the firewall, et cetera, with long lead times. And so when you look at the return on investment for their DevOps, they improved their business agility by shortening the time to market. They reduced app provisioning to under 30 minutes. And they enabled improved productivity for their developers by providing self-service, CICD. They also reduced dev and QA iteration on bugs from hours to minutes because they were quickly able to launch an environment in the past to reproduce the issue, even if it was on a different version than they were currently developing. And they had a consistent set of tooling across dev and QA and production for the first time. So everyone was talking the same language. They were all able to collaborate and break down those walls that were creating silos in the organization. Likewise, they were able to improve business predictability by having that predictable release pipeline from dev test to production. And they improved the overall operational efficiency just with the improved processes. They were able to also move from a model of one application per virtual machine to 10x number of containers per VM. So they got much greater density, able to reduce their costs. And then they were able to automate and scale their application based on load. So they were wasting resources by over provisioning. Likewise, for the first time, they were able to replicate issues in development that mirrored their production environment. Before, they had a production standby environment, which was totally change control. So if they wanted to test something out in a production like environment, they had to submit tickets, wait for networking to change, wait for that environment to be provisioned. And now you empower the developer. If they want a production like environment, they could instantly create that with the pads. So very powerful. So thank you for attending today's session. Open up for any Q&A. If we don't have enough time, I'll certainly answer questions you can stop by in the back. And I'll be happy to answer those as well. But if you have a question, please step up in the microphone so the whole audience can hear it. Hi. When adopting DevOps, does it need to come from the top, the bottom, or the combination of both? Sure. So in the context of this discussion, DevOps, you have the DevOps, the process. You have the DevOps enabler in terms of cloud-based applications, so microservices. And then you also have the infrastructure. And so as you move forward to the Nirvana, it would be going all three. But you could start with either one of them. So the first step could be adopting OpenStack. Next step could be re-architecting the microservices, enabling DevOps Flow. And so I don't think you need to start from the top necessarily. Yeah, organizationally. You could start either three areas, and it could be certainly top down to get that whole DevOps Flow. It's the cross-organizations. You're going to have to eliminate those silos. You have to structure the organization to be efficient, so maybe having your developers with your operations and your testers combined on a single team, rather being individual teams, to really foster that communication. So I think that needs to come top down, but there are other parts that certainly could be the ground up in terms of transforming the infrastructure, adopting containers, adopting APAS, et cetera. Any other questions? Great, well, thank you so much for attending today's session. And if you do have another question, feel free to stop by. You have my contact information on the slide. Feel free to reach out. I'm also on LinkedIn. And I look forward to connecting.


President Bola Tinobu has expressed his condolences once again to the families of Nigerians who lost their lives in the recent and sad bombing in Tudumbiri, Kaduna state. Speaking at the Palace of the Shehu Barunu, Abu Bakr Ibn Al-Min Al-Khanemi, the president pledged that federal government will continue all within its powers to provide and care to the families of all affected by the remnants of Boko Haram in the state. The president declared that, under his watch, security issues would remain top priority, but not limited only to battlefield concerns. We need to do our very best to protect our families and all the world-wide program as promised to will be taken care of. That means I come to the city to surrender and make sure that we are done with our country. We are done with whatever we are going to do. And we are going to make sure that we are done with our country, we are done with all of you. You guys, thank you very much, we are done with our country, we are done with our country. The Borno state governor, Professor Zulu, acknowledged the steady improvement in security through collaboration between the security agencies and the Borno state government. On his part, the Shehu Barunu, the president, the Shehu Barunu asked the president to deliver his infrastructural interventions to areas that have been hot-heat by the insurgency over the years.


Good morning, my friends! Got my work screens up, but I just clocked out. Anyway, it is Monday. I did not film anything yesterday. Had kind of a lucky day. Um, here's Doyle, he's very excited, and um, yeah, I just didn't feel like filming. I didn't have anything good or positive to say. I got a migraine yesterday, so that really sucked. And was not able to go and hang out with Jodie and Ryan, so I was just a little bummed out, you know what I mean? So anyway, I am working from home today because I have a doctor's appointment in about 15 minutes, and I gotta go do that. Um, we are going to discuss some things, and I will let you know what those things are after we discuss them because there might be some other things that pop up too, and I want to like remember, you know what I mean? Okay, so, oh, I gotta clean out my purse. All right, well, I will see you guys in a little bit, and um, keep you updated as to what's going on. Hello, I am back! Okay, so I just had my doctor's appointment, going back upstairs now to work. Um, okay, so here's the deal. So, whoa, my lotion fell out of my pocket. I'll get it in a minute. Anyways, um, okay, so here's the deal. I went to the doctor today because I needed to make sure that he would be an advocate for me for this, um, surgery situation.   Oh my gosh! Doyle! You're the worst! Okay, I don't want to show you guys, but okay, I'll be back. I need to clean this up. I'll be right back. Okay, poop is cleaned up. Um, so yeah, what was I saying? Okay, so my primary doctor and also the surgeon that would have been doing my headlhearnia surgery are both 100% behind me. They want me to have the bariatric surgery if nothing else works. I do have a couple more prescriptions to pick up in a little bit. They're not ready yet, so I figured I would go home and work for the rest of the day and then go pick them up in a little bit, like later on in the day. So we're gonna try that. However, this is a long process, but I need to contact my insurance company today to get a, like, reference number or something, I think is what he said. Yeah, a specific reference number to direct our appeal of the bariatric surgery denial. The denial comes from my insurance just doesn't cover it because they see it as cosmetic. However, my insurance company does cover it under other insurance plans, so I just need to call and see if I can get a number to reference so they can put something in and then it takes like a couple of weeks and sometimes even up to a month for them to respond. At that point, my doctor and then one of their doctors, like the insurance company's doctors, they do like a peer-to-peer kind of a thing and then they look at all my medical records, they look at all my tests, everything I've done so far, and then they determine if it is medically necessary. So anyways, it is medically necessary, but in the meantime I'm gonna be, you know, taking a bunch of different medications and seeing if anything else helps, but I do want to just get the ball rolling on this since it does take so long and I feel like garbage all the time. So I'm gonna work for a little while. I'm gonna call the insurance company after that and chat with them and just get the ball rolling. I also need to contact this place that I already filled out my information, but I need to call them. It's the medical weight management. I guess they work with the people that like do the surgery as well, so I can do that. My insurance actually covers that but they don't cover the surgery, so I seem to call and see if I can get my appointment scheduled for like my first visit or whatever. So anyway, lots of medical things today, lots of medical things, but yeah, all right, well I'm gonna say goodbye here because I need to clock in and start working again and I will chat with you guys in a little bit. Bye guys! Well hey, I am taking just a little five minute break and figured I would give you guys an update. So I did actually get some information while I was working because you know, it's easy to throw someone on speakerphone and do my work at the same time, but I talked with my insurance provider and good news is, is that they do cover gastric bypass surgery only if my provider like appeals it basically. I guess there are insurance companies out there that don't do it at all no matter what, even if it's medically necessary to fix a problem or whatever. So that's a good thing. Secondly, I was able to shoot my doctor a quick email and just let him know what he has to do, so basically I'm reading this now. They need to do a pre-certification slash slash authorization so that gets sent to the insurance company and they either approve or deny. If they deny, then an appeal starts. So then they submit an appeal letter, I'm looking at all my notes, then they submit an appeal letter and then at that point they do a peer-to-peer consult so my doctor, like my primary doctor and surgeon will then talk to one of the doctors at the insurance company and explain why it's medically necessary and all the things that I have done to try to fix the problem and it's not working. So anyways, that process can take like up to a month to get this all done and possibly approved, hopefully fingers crossed. So I'm just glad that I'm doing everything I can. I've got new medications that are now ready for pickup because Walgreens just texted me saying that they're ready. So yeah, I might, I don't know, I'm thinking about possibly clocking out and just going over there and picking it up, you know? I don't know. I don't know, I haven't fully decided yet, but it's about lunchtime, so I don't know. I don't know. I mean, I could go to Walgreens anytime, but yeah, but the dog is over there somewhere. Can you see him? I don't know if you can see him. He's creeping. He's creeping, but yeah, maybe I'll just take him out on a quick little pee-pee walk since he pooped in the house when I was gone. He clearly doesn't need to poop. That's it for the moment and I just wanted to say hello and I will check in with you guys in just a little while. Bye, guys. It's official. I'm done working. It's like five o'clock. I had a few last-minute orders I needed to take care of, so thankfully I was still online to do that because if not, I don't know, they have, there's, there's problems if, if it doesn't happen right away, so it doesn't mean I need to do them. I just need to like do part of them. Does that make sense? Anywhere. So, um, yeah, that's, that's what's going on here. I think I'm actually gonna call my brother in a little bit since I haven't really, I don't know, like, talked to him in a while and it's clearly been a while, so to kind of like update him on some medical crap and whatnot, so I think I'm gonna do that here in just a little bit.   He's sitting in his spot, so anyway, I am going to go. So I'm going to just go for the night. I don't have anything else exciting planned and um, yeah, that's it. Oh, I gotta tell you, um, I was able to my, one of my doctors, well not, not my doctor, but a new clinic that I was referred to actually gave me a call and I have those appointments now on the books, so that is definitely a good thing. One will be happening this year and then one will be happening next year and it's just kind of get the ball rolling. It's like a nutrition kind of a thing, so anyway, I'm glad I got those on the books and kind of taken care of for right now, so I'll learn more about what the appointments entail when I get, like, the person who's gonna send me out some stuff in the mail, so I'll learn more about that and then obviously like what to bring with me, you know, for like consultation visits and stuff like that. So anyways, I'm gonna go. Today's been a better day and um, I will see y'all in the next video. Bye guys! Well folks, it's time to kick it old school!


Crow Wing County Attorney Don Ryan has decided to file a civil lawsuit to appeal the Crow Wing County Board's resolution regarding his 2017 budget. According to Ryan's original submitted budget he requested to add an attorney and a legal assistant to his office in addition to replacing an attorney that will retire in January. The results from that budget equaled over $200,000. Ryan resubmitted an alternative proposal in November where he reduced the original budget submission by over $100,000. The Crow Wing County Administrator is hopeful that all the parties involved will work things out. Obviously we disagree with the allegations that are in the lawsuit, but these things have a way of working their way out over time. The Crow Wing County Commissioners decided to defer their 2% salary increase in Tuesday's meeting to save money for legal fees. If you've enjoyed this segment of Lakeland News, please consider making a tax-deductible contribution to Lakeland Public Television.


My name is Carlo Perrone. I work in Northern Thailand in Chiang Rai. There I research mostly a disease called scrubtifus, which is transmitted by a very small bug that can be found in streams, near streams, rivers, forests, rice fields. And when people enter these environments, they can get a disease called scrubtifus. This means normally it's people who live in agricultural, rural, remote communities that get it. We are working on developing diagnostic cartridge, so basically we develop a cartridge to detect scrubtifus. It's very simple to use and it goes into a highly automated machine that gives a result in one and a half hours. So the current point of care test is antibody based. That means it detects our reaction to the pathogen. The body needs a bit of time to react. So in the first few days, they won't be detected and then it will rise and it will slowly go down. So in the first few days and in the last days, the results will be wrong. In the first few days you'll have a false negative results and in the last weeks, sometimes months, you may have a false positive results. By detecting directly the pathogen, these window periods where the tests performed badly can be avoided. The big questions are developing rapid, accurate diagnostic tests that can be used away from large research centers. From small hospitals, which is where patients are likely to present, and also moving research away from large urban centers and moving it towards communities, working with communities to understand how they live and how we can help them in their environment. At the moment, patients who develop scrubtifus go to a primary care unit near their homes, but they don't get treatment there and they don't get diagnosed there because the awareness is very low. So they will have to be referred to a larger hospital, which may take days. And in the meantime, the disease is left untreated, which causes complications, potentially death. By providing a rapid and easy diagnostic test, we will avoid this delay. This will save time to patients, money for transportation and, of course, avoid complication and death. Scrubtifus is endemic from China to India, Japan. Over a billion people are probably at risk. In Southeast Asia, it may be the most common treatable cause of fever for people who live in rural areas. So we need to diagnose it quickly and effectively so we can estimate the true burden. And we need to involve communities to make sure they are part of the solution. And that is what we try to do in Chiang Rai.


Well, we're able to create engaging branded experiences for our clients with the Moodle Workplace sites which are dedicated to career development as distinct from their corporate systems. Moodle Workplace gives us a quick and easy tool to build and deploy new career campaigns, create new tenants, copy and tailor and adapt courses and experiences for our different audiences. We make extensive use of dynamic rules to enable us to communicate with people on experiences with us and it provides us with that insight to help us pinpoint people who perhaps need a nudge to take the next step in that particular career development experience. Evidence based approaches are at the core really of our offering and so the built-in reporting combined with the third party plugin from Intellibord gives us that evidence of engagement and completion. We also make use of Moodle feedback surveys to support and develop our theories of change so it's really bringing theory to life in the experiences that we create in Moodle with that background evidence to support us. We believe that if an organisation has a strong career proposition that this can help them to attract and retain talent. So our clients are increasingly offering more digital onboarding and Moodle Workplace will be a mechanism through which we are able to offer our clients experiences which support onboarding and support people in their early career development. Yeah, one feature of our career development experiences is that we encourage and challenge people to have conversations about their career. So we use tools in Moodle Workplace to foster reflection and dialogue. We encourage people to upload videos and journals or share their stories through messaging groups with their peers and participate in forums, join live chats or webinars and all of this helps to promote that positive workplace culture. I think a key challenge in the contemporary workplace is that organisations are redefining what career development means internally and they're establishing a meaningful career proposition that offers something for everyone, not just those at the top. Straightforward, intuitive and flexible. We use Moodle Workplace with our clients because we're able to implement it rapidly. It's scalable from delivering just small workshops to offering something more substantial in the form of a program to thousands of employees globally. Yes, it's really essential that Moodle Workplace integrates with other systems that our clients may wish to use. Particularly important is single sign-on but also popular collaboration tools like Teams and Slack. Our clients are increasingly asking us about integrating with those. What multi-tenancy architecture for us is the mechanism which allows us to provide unique experiences branded and configured for our different clients but managed by us within a single application. We save time because it's easy to replicate and adapt courses so it's also intuitive and easy to build new content. It's a widely known platform and widely used. It's easy to find resource with relevant experience and understanding and we can tap into that body of shared knowledge from Moodle users generally around the world. One of the things is it does help us to create solutions and resolve business challenges more rapidly. We felt fighters understood what we were trying to achieve and they had the right experience in their team in terms of building solutions for other clients and they brought the expertise that was needed and their enthusiasm and commitment to Moodle really shone through right from the beginning. Our needs are not the same as more traditional academic users of Moodle. So Titus has helped us to adapt and reinvent ways of doing things based on their expert knowledge and experience without imposing on us the approaches that might be more typically used within the academic environment. I think Titus are ingenious problem solvers and they have certainly taken the time to really understand our needs and they've built a really strong partnership with us.


And sticking with boys basketball, Sabika battling Walker-Hackensack-Akely in the Homeark Homes Hardwood Showcase. Halfway through the first, WHA's Nathaniel Armstrong gets into the paint, finishes with the left, Wolves go up one. But the Trojans would be too much to handle Wyatt Meach, knocks down one of his game high three triples to knock things at 23. And then James Clark puts Armstrong in a spin cycle here, delivering two of his game high 22 to put Sabika up four. Sabika wins 64-40 in that one.