The narcissist hates this more than anything. There is one thing the narcissist hates more than anything else. There is one thing they cannot stand. The narcissist hates it when you go no contact, when you avoid them in person, when you stop answering their calls, when you stop responding to their texts. It drives the narcissist insane. They hate it more than anything. They might pretend that they have moved on and forgotten about you. But that's just the illusion. It's designed to make you think that they don't care. When really, it's eating away at them. But they might just pretend like everything is okay. Because they're trying to portray that something is wrong with you. So now they need to find someone who is better. They will target a new source of supply. They will triangulate you with them.   But there's always some reason or situation why they always have to return to you. They always find a way to pop up in your life again. Because they hate no contact. They hate not being able to communicate with you. It really gets to them. If you are no longer susceptible to their manipulation, they may not want to be in a relationship with you. As that would threaten their false self. And the illusion that they are trying to portray. But they will continue to check in on you to see what you're doing. There's this obsessive nature about them. Where they always feel like they're missing out on something. But when they return to you, they don't want to see you doing well. They want to see you struggling without them. The narcissist hates this more than anything. They hate no contact. They hate not being able to communicate with you. They will stalk and harass you. They will monitor your social media. They will talk to your family and friends. They will do anything to extract information about you. And any information they find will be used against you. They will create something out of nothing to stir up trouble. To make up a reason for them to remain in contact with you. Because they hate no contact. They can't just leave you alone to move on with your life. Because they already know that it puts them in an unfavourable position. They need you more than you ever needed them. They were only ever a liability to you. But they play this game. Where they try to make you feel like you need them. When really, they're the very thing that is holding you back.  They will smear your name.  They will do anything to damage your reputation. Because they just can't deal with no contact. They see it as an insult. They see it as an attack. And in their minds, that justifies what they do to you. In their minds, trying to destroy your life is just them defending themselves. Because when they see you live in your life, it reflects badly on them. It makes them feel like there's something wrong with them. They experience it as an attack on their character.  The thing that they believe is make them look bad. They do this to save their image of reputation. To maintain the illusion. And most importantly, to sustain the way in which they see themselves. Because although they may seem angry when you go into contact, it really has nothing to do with you. It revolves around how they feel about themselves. Everything a narcissist says and does is based on their own feelings about themselves. Which can be influenced by situations and events in the external environment. The narcissist hates no contact more than anything. Because then they're left with no distractions from what's inside of them. Their false image may also be at risk. Which may then trigger them to reflect on their feelings of self hatred and insecurity. Because it's the communication. And people validate in the illusion. That provides them with a sense of stability and security. So when you take that away. And you stop supporting the illusion. It leaves them feeling vulnerable. It leaves them feeling at risk of danger or harm. As though they might be exposed for what they really are. The narcissist does not hate no contact because they love or care for you. It's all about them. People commonly think that narcissists are so concerned with how people think of them. And that is why they're so focused on their image of reputation. But this is only because it influences how they see themselves. All they care about is their own reflection. No one holds any significance to the narcissist. We are just mirrors that reflect something back to them. When you go no contact. It may seem like they're angry at you. But really. They just don't like the reflection they see of themselves in the mirror. It has nothing to do with you. You don't even exist in the narcissist world. No one does. You will only ever be a reflection of the narcissist. Thank you for watching. I hope this video resonates with you. Please like, comment, share and subscribe. If you would like to donate. My PayPal link is in the video description. Coach the inquiries. You can email me at creature.nax survivor.co.uk. Thank you for watching and I'll talk to you soon.


We'll call the first regular meeting of the Common Council to order. Pat, would you call the roll please? Bowman. Here. Berg. Here. Doyle. Here. Graf. Here. Manny. Here. Montemayor. Here. Moody. Here. Perez. Here. Ruinfleisch. Here. Schultz. Schultz. Who did I miss? Here. It's good, right? Yeah. Bonet. Here. Stefan. I almost wore Akron Schultz on my shirt now. Are you a veteran? Van Akron. Here. Vanderweel. Here. Longerman. Here. Werner. Here. Wenninger. Here. 16 present. Quarms present. Here. And moving on. Who's leading us in a pledge this evening? I don't know. All of us, Stefan. This evening, Pastor Richard C. Manny from First Presbyterian Church will do our invocation. Pastor Manny, please. And the mayor asked me to share a few comments that would be appropriate for the evening before I voice the prayer. So, because I have a little political theory background in my undergraduate years, long time ago. I'll share a few comments along the lines of our political democracy. This last week, we have gleaned pictures from the news media of looters in Baghdad. And as we see those pictures, we are reminded of the importance of order. And also of the importance of our public political and social lives. I would suggest that the basis of a civil society rests on the appropriate establishment of authority and the careful use of power. I suggest also that modern political theory reflects the attempt to keep those two things in balance. When authority and power are in balance, individual rights and liberties are valued and transitions of those in leadership are peaceful, as is evidenced this evening.   In my mind, in our democratic society, we take a lot for granted. We assume that individual rights will be honored and we assume that transitions will be peaceful. But I think if we take the historical perspective, we realize that democracy is not a fail-safe form of government. But in contrast, democracies only flourish when we win them again and again by pursuing the principles by which we are founded and on which we live. Alexis de Tocqueville in the 18th century in observing the American democratic experiment said, the strength of democracy in my mind lives and is based upon the involvement of people in their local political processes and in the values that participation in church life fosters. There is a danger in interest groups in democracies when people lose the good of the whole in pursuit of their own narrow group's interest. We see that in our society by the pile of legislation that blocks our court systems. And in any society of a democratic basis, when that kind of self-interest predominates, movements towards Balkanization occur and democracies end up very different than they were to begin with. For us in local government, there is promise and possibility in living out the democratic experiment. Because we come to involve many in our work, we come with diverse talents offered. We ask many different questions that come from different perspectives. And because of that, the whole is better than the sum of its parts. So I believe there is pleasure and satisfaction here for us in the work of this next year in open and honest pursuit of the common good and with the work done in civility based upon some sense of our common humility, i.e., we don't have all the answers. But together in pursuit of the common good, listening and verbalizing and seeking the best between us, we will do well and in many cases we have done well. So tonight, let's celebrate the rule of law and the democratic process and commit to be together civil and humble and directed towards the common good, because in that we will have pleasure and we will be productive in our work together. Let us pray. Dear God, as the whole universe is upheld by the word of your power and by the impulse of your will, so too we are kept in the blessings of freedom and democracy as we recognize and honor your image in which we have been made. In this year of work ahead, may we who labor for the good of our city share the pleasure of mutual respect, honor the citizens whom we represent and be diligent in our tasks, alive to the satisfaction of servanthood lived and to the joys of life shared. Thank you, Pastor. Okay, now we will have the swearing-in of the city attorney. Hi, Pat Lose. Hi, Steve McClain. I swear that I support the Constitution of the United States. I swear that I will support the Constitution of the State of Wisconsin. And will faithfully and impartially discharge the duties of the office of city clerk to the best of my ability. So help me God. Okay, now the aldermen. Pat, you want to use the microphone, please? Okay, I'll try. All I have to tell you is a bit what we get. It's going to sound jumble when you all say your own names, but just say your own names. Do I say Pat Lose? Yeah, basically.  Is this how the year is going to go? No. Well, just keep this. No, keep coming home a little bit. Thank you. And I've never done this before. I have Lose. I swear that I support the Constitution of the State of Wisconsin. I swear that I will support the Constitution of the United States. I swear that I will support the Constitution of the United States. And the Constitution of the State of Wisconsin. And the Constitution of the State of Wisconsin. And will faithfully and impartially discharge the duties of the office of Alderperson to the best of my ability. So help me God. Congratulations. Do I do the other stuff first? Yeah. All right. Okay, adopting the rules of the Common Council, Alderman Perez. Thank you, Your Honor. I would move that we adopt the rules of the Common Council for the year 2003-2004. Moved in second that we adopt the previous rules of the Common Council for 2003-2004. Under discussion. Hearing none, all in favor? Aye. Opposed? Motion carried. Election of President and Vice President of the Common Council. Alderman Perez. Thank you, Your Honor. I would move that nominations be received from the floor voting to be done by closed ballot. And if more than two candidates are nominated, the candidate with the lowest number of votes be dropped from the list and ballot in to continue until one candidate receives a majority. Thank you. To be moved in second that nominations be received from the floor voting to be done by closed ballot and if one or more candidates are nominated, the candidate with the lowest number of votes will be dropped from the list. Okay. Nominations? Alderman Warner. Well, thank you, Your Honor. We're taking President first and then we'll go Vice President. Thank you, Your Honor. It is my pleasure to nominate for President of the Common Council of the City of Sheboygan, someone that truly will meet the challenge of the year ahead. This person knows the Council inside out. This person understands the issues and is a leader with more experience than most of us, if not all of us here tonight. We'll face many difficulties and challenges this coming year and we will need a cool hand at the helm. An experienced servant of the people, I nominate Alderman James Graf for President of the Common Council. Okay. We'll have a nomination Alderman Graf for President, Alderman Vanderwele, anyone else? Vanderwele. I'd like to nominate, thank you, Your Honor. I'd like to nominate Juan Perez for President because he's an obvious leader of the Council and Vice President of Last Year's Council and he's the best person for this role. Thank you. Thank you. Are there any other nominations? Second. Oh, I need a second. Second. Okay. It's moved. It's been moved and seconded. Are there any other nominations from the floor? Are there any other nominations from the floor? Alderman Perez. Thank you, Your Honor. Moving nomination seats. It's moved and seconded. Nominations be closed. Okay, we vote a... What you'll do, you have a ballot, say signature, my vote is four. You must sign your name to it and then write down underneath that who you're voting for. Okay, the results are Graf 9, Perez 7. Congratulations, Alderman Graf. Now we'll have the elections for Vice President. Nominate for Vice President. We don't have a Vice President? Alderman Graf. Thank you, Your Honor. I had the wrong note here. I thought I was supposed to nominate him for Committee of the Whole, but for Vice President of the Council, I would like to place in nomination the name of Mike Warner. He has been a true leader on this Council, starting out on six years ago, four years ago. Four years ago, seems like forever. And I know he will do a good job. He has headed the Public Protection and Safety Committee, as well as the license and the same portion of it, and has done an extremely good job. He's worked with many department heads, and I'm sure he will do a good job as Vice President of the Council. And one of the things that I look forward to in my last tenure on this Council was have Mike follow me as President, and this could be the result of that reality coming through. Okay, I have one nominee and a second. Are there any other nominees for Vice President? Any other nominees for Vice President? Alderman Graf. I would move the nominations because I'm a unanimous ballot be cast for Alderman Mike Warner. Moved in second at nominations be closed in a unanimous ballot be cast for Alderman Warner under discussion. Are you not all in favor? Aye. Opposed? Congratulations, Alderman Warner. Election of Representative City Plan Commission, Alderman Wongaman. Actually, it's... Wait a minute, wait a minute. We have to have a motion. This is for Plan Commission. Plan Commission, yes. I have contractors, examiners, and two representatives on the Capital Improvements Commission. We have the same rules. We have to adopt some rules first. Alderman Perez, you have the rules. Thank you, Your Honor. I would move that nominations be received from the floor voting to be done by open ballot and if more than two candidates are nominated, the candidate with the lowest number of votes be dropped from the list. And ballot is to continue until one candidate receives a majority. Moved in second at nominations be received from the floor voting to be done by open ballot and if more than two candidates are nominated, the candidate with the lowest number of votes be dropped from the list. Okay, nominations. Alderman Warner. No. I'd like to place into nomination for the City Plan Commission, Alderman Warner. Alderman Groff has said all the good things I was going to say about, Mike, but he's been here for four years and he's done an admirable job with the Public Safety and Protection. I think he would be a good candidate for this job. It's been moved in seconded for Alderman Warner. Are there any other nominations out there? Any other nominations? Make a motion. We cast unanimous ballot for office, for, I was going to say, officer if you can tell, right? Alderman Warner. Second. It's moved in seconded and unanimous ballot be cast for Alderman Warner. All in favor? Aye. Opposed? Congratulations, Alderman Warner again. Representative Board of Contractors and Examiners and two representatives. Oh, you want to do the examiner first? Okay. We'll do the examiner first. Alderman Warner. I thank you, Your Honor. I would like to nominate Alderman Dennis Ballman to the Board of Electrical Examiners. Alderman Ballman has past experience. Oh, contractors, examiners. Excuse me. You got it right. We'll be looking after the electrical part of that also. But Alderman Ballman has past experience and a good understanding of the Board's function and its responsibilities. And I know Alderman Ballman will serve the council as well as our representative on the Board of Contractors and Examiners. Thank you. Second. It's moved in seconded for Alderman Ballman for contractors, examiners. Is there any other nominations? Are there any other nominations? If not, I would entertain a motion for be closed. Thank you, Your Honor. Move the nominations to be closed and a unanimous ballot be cast for Alderman Ballman. All in favor of the motion? Aye. Opposed? Congratulations, Alderman Ballman. Again. Okay, now we have two representatives of the Capital Improvements Commission. Alderman Moody. Thank you, Your Honor. I would like to nominate my colleague Bill Longerman. Bill has been on the council for four years, but I think he's probably been around the city hall a lot longer than any of us. He served as 28 years as a police officer, and he's been the city historian since 1986. So I think he's very, very knowledgeable about the city of Sheboygan. He'd be a top-daunch candidate for Capital Improvements. It's moved in seconded Alderman Longerman. Do we have any other nominees? Any other nomination? We need one more for Capital Improvements. Alderman Warner. Thank you, Your Honor. I would nominate Alderman Anthony Benay. I think Anthony will make a valuable addition to this year's commission. Anthony has proven ability and common sense needed to serve on the Capital Improvements Commission. Having worked with Anthony on public protection and safety as well as building use and salary agreements, I can assure you he's well qualified and will serve the council well as a commissioner. Okay, we have a second for Alderman Bonet. Is there any? Alderman Longerman? No. Yes, no. Okay. I would entertain a motion to close the nominations. Can a unanimous ballot be cast? For the two. Correct. Okay. All in favor? Congratulations, gentlemen. Okay, now we recess to elect Chairman of Committee of the Whole. So, Pat and I, we have to... If you need to go... I don't know how you're going to do it. I'll do it open-closed. I will call the meeting of the Committee of the Whole to order, and our business is to elect the Chairman of the Committee of the Whole. I will call roll first. Berg? Yes. Bonet? Yes. Doyle? Manny? Yes. Montemire? Yes. Moody? Yes. Perez? Yes. Rindflish? Yes. Stefan? Yes. Van Akron? Yes. Van Der Wheelie? Yes. Longerman? Yes. Warner? Yes. A quorum is present. I will now entertain motions to elect Committee of the Whole Chairman. Oh, we have to do that, too. Just a minute. First of all, we have to adopt the rules. Alderman Perez. Second. Is there a second? Second. It's been moved and seconded as Alderman Perez read. Is there any discussion? Hearing none, all those in favor of adopting the rules say aye. Aye. Chair votes aye. Opposed? Motion carries. Second. Is there any other nominations for Committee of the Whole Chair? Alderman Byrd. I nominate Michael Warner for Chairman of the Committee of the Whole. It's been moved and seconded to nominate Michael Warner. Are there any other nominations? Alderman Rindflish. I nominate Alderman Juan Perez. Is there a second? It's been moved and seconded to nominate Alderman Perez. Are there any other nominations? Are there any other nominations? Are there any other nominations? Then a motion to close the nominations. It's been moved and seconded that nominations be closed. Any discussion? All those in favor say aye. Aye. Chair votes aye. Opposed? Motion carries. Is there any other nominations? Root don't. Is there a tie? It's kind of confusing. People draw a state vote. I'm sorry. It's a tie? It's a tool. It's a tie. I'm sorry. I can't find one. I can't find two because it's a different number. Let's see what happens. It's pretty easy when you sign it, though, it's going to get the funnier one. I'm recall. Alderman Warner has nine votes. Alderman Perez has seven. Alderman Warner is your new chairman.  Is that next week that he gets a speech? I don't know. Can I or not? I got one here for me. All right. Oh, we're just agreeing. Probably not. Okay. We'll call the meeting to order again. Alderman Groff. Thank you, Your Honor. I wish to report that after two votes and a recount, Alderman Warner is the chairman of Committee of the Whole. Congratulations again, Alderman Warner. Alderman Groff, do you have my agenda? Take it with you. Maybe. It says mayor. That would be it. Did you want to keep it for a while yet? Oh, man. Okay. When you get up here, you can get up in a world tunnel. You can stand on a step with me. Good evening. Good evening. Good evening. Good evening. Good evening. Good evening. Can I put that up here? Uh-huh. When you get up here, you can get up in a world tunnel. You can stand on a step with me. Good evening, council members, Pat, Steve, and guests. I am both proud and honored to stand before you this evening as mayor of a city which continues to receive national recognition. Listen for a moment what others are saying about Sheboygan. Number one hometown, USA. Money magazines stop US location for retirement living. Readers digest. Number one place in the nation to raise a family. One of our fourth nation's safest cities. And the third destination for Gulf in the United States. All these accolades point to a community which tirelessly seeks to enhance its reputation as a city which combines quality of life, affordability, and economic expansion. But with all these successes comes challenges. And it is those challenges which I would like to begin my talk this evening. The greatest challenge we face is that of change. Change creates uncertainty and this uncertainty promotes fear. Fear however will not defeat us. Opportunity will not consume us and challenges before us will be overcome. Opportunity overcomes uncertainty and hope always defeats fear and holds the promise of a better tomorrow. Guided by sound principles our leadership actions take on a sense of urgency and bring fulfillment to our purpose. Our challenges will begin in the upcoming council year with the anticipated $840,000 reduction in state shared revenue. This figure represents the best case scenario of how much a boy can will be asked to contribute towards the state fiscal crisis. There are legislators in Madison who would like to make deeper cuts in shared revenues which would increase the amount of our shared sacrifice. I encourage all of you as leaders of our community to fight these attempts. In the proposed reduction in shared revenue is combined with continuing double digit increases in employee health care, anticipated wage demands and necessary capital expenditures. This equates to a multi-million dollar challenge for this body. Our challenges is not only to look for immediate solutions but also lay the framework for long term solutions that will solidify our financial future. To accomplish this each of you, all city departments, all city employees and all our residents must become part of the solution. Several weeks ago I outlined my proposal for successfully meeting these challenges and I encouraged the entire leadership team of our community to implement these or like-minded proposals in order to assist the state with its fiscal crisis and to maintain our community's own fiscal integrity. I have asked each city department head to determine the impact of a 7% across the board reduction in their budget. Many department heads have indicated they can only accomplish this through a decrease in personnel. Clearly this signals the distinct possibility of layoffs and decreases in city services. To minimize this impact, it is imperative that the city hiring freeze continue. I propose that all currently unfilled positions remain vacant, that the seller and grievance committee work with our finance and human resource department to promote retirement of long-term employees in that positions in which employees' retirement this year be thoroughly reviewed for the possibility of consolidation with existing positions. Through negotiations I am asking all city employees to increase their current contributions to our health care costs. All city employee groups have already agreed to do so and I urge the remaining union leadership to step forward and follow suit. I applaud the management and staff of Meet Public Library for considering a reduced work week to help meet the financial challenges which the city faces. A reduced work week not only decreases payroll, it also minimizes the need for employee layoffs. I continue to ask all our city employees to offer suggestions to their department heads on ways to reduce costs, identify recurring problems, improve quality and generate additional revenue within their departments. Those employees who feel uncomfortable going to their immediate supervisors may submit their recommendations directly to me. I will personally work with the department head in reviewing each suggestion. This process worked well in the Sheboygan area school system and I remain hopeful that the city employees will be equally as helpful as employees of the school system in identifying cost savings opportunities. Part of our long-term financial plan should include the application of user fees to pay for city services and functions. I do believe, however, strict scrutiny of such fees must be put into place so the money collected is being applied to the services described and that financial accountability to our residents can be maintained. In order to continue meeting our commitment to maintaining our streets, I asked the finance committee to freeze the wheel tax at its current rate of $6 per vehicle per year to apply these revenues, which I estimate at $200,000 to our general fund. There are other initiatives which I ask you as a council to begin exploring immediately. Consolidation with county in services which all county residents use must be implemented. The three areas where I feel consolidation is most equitable and beneficial are a countywide library system, countywide recycling and countywide refuge disposal. I challenge our finance and public works committees to immediately address these topics and begin working with our county supervisors in reducing the cost of both city and county government. The process for consolidation must begin now since agreements we reach today will serve as long-term solutions to reducing the cost of government. There is one key point to our budgetary efforts that I must make. We must be cautious not to overreact and make cuts that are unwise. We must be cautious not to overside or unnecessary. When Governor Doyle released his budget proposal and it became apparent we would receive less in shared revenue, he indicated this is a short-term solution to this budget period's crisis. If we all accept some level of sacrifice, the next budget process will be filled with less difficulty, pain, and uncertainty. Luckily we face questions as to how we can propose new development while facing budgetary shortfalls. It is important to note that many of the dollars used for development cannot be used to provide services. Likewise, many dollars earmarked for services would be unwise to be allocated towards development. Thus, regardless of any development projects that do or do not occur, the reduction in shared revenue will require many of the choices to be made. I have just outlined this evening. While I have addressed our budgetary challenges, I must also address two major projects facing our community. Construction of a new police facility and the Great Lakes Development. We are currently working with the county officials to purchase county-owned property for the construction of our police facility. The latest proposal is one I support, since it will not only save taxpayers dollars, but also allow for future consolidation of law enforcement services. We have developed a financing plan which is realistic, responsible, and a small price to pay for the safety of our community. I urge our Public Protection of Safety Committee to be a major player in this project in negotiations with the county. I also would like to briefly address the Blue Harbor Resort project. Without question, this project is the single most important opportunity in Cheboygan's history. It removes a vacant and blighted area and creates a world-class tourism anchor for substantial future business development in the area. There are risks, but we have included substantial safeguards. Clearly, the benefits far away those risks. Last evening, the previous council displayed the courage and wisdom to seize the opportunity put before them and gave their endorsement to this project which will shape Cheboygan's future for years to come. Some individuals continue to question the timeliness of this project given our upcoming budgetary crisis. In reality, is it at the times of our greatest budgetary challenges that a community must step forward to seek development which can generate additional revenues. It is during the times of our greatest challenges and difficult decisions that leaders must emerge, leaders who are not afraid to take a risk, to accept responsibility and to create a future full of hope. I wholeheartedly endorse this project and anxiously await its completion. In keeping with past traditions now, I would like to call upon our new Common Council President Alderman Graf and Committee of the Whole Chairman Alderman Warner to share with us their views for our upcoming council here. Alderman Graf. I will move them so you don't take them. I don't want to stand in there just in front. Mayor Schramm, City Clerk Pat, City Attorney Steve, members of the Common Council, guests in the audience and our television audience as well as all the electors in the City of Sheboygan who will more than likely be reading this or some of these excerpts in the paper tomorrow. I want to start off by saying thank you. First of all, thank you to the voters of the Fourth District in the City of Sheboygan who re-elected me to the Common Council. I'm really thankful for that. And then secondly, thanks to the members of this Common Council who elected me to lead them during the 2003-2004 Council year as President. And then I just want to say I appreciate the support and faith that all of you have shown me to help and the help that I know you are going to give me to lead this Council and the City of Sheboygan forward. Looking ahead at next Monday's agenda I can see Pat Losi clearly did it again. She hit the nail on the head and she's given us words by which I hope every alderman will live by during the next next year. The words that are on this agenda are begin today to listen to yourself until everything you hear works for the positive. That's one of the big things we need to do in 2003 and 2004. Be positive. As the Mayor stated, a consolidation of services the building of the Blue Harbor Resort working for a new police station and several other major projects that he mentioned. We have to keep our thinking positive. There are several things that I know are laying out there waiting to be done. I know the storm water management program which is something that I hope was done several years ago. I'm hoping that that will be looked at again as something that we may need to do in order to decrease some of the costs that we're looking at right now. My fellow alderman, I'm asking you that and requesting that you be as positive in order to make the best decisions for the City of Sheboygan. We also need to keep our constituents positive by keeping them informed and we need to keep our employees here in the City positive by showing that we appreciate them in anything we can do. When we keep everybody positive, we will be productive in all that we do and we will keep Sheboygan moving forward which is what I'm planning on doing in 2003 and 2004 and I hope you all join with me. Thank you. Thank you Alderman Warner please. Citizens of the City of Sheboygan, Mayor Shram, my fellow council members, the excellent staff and employees of the City of Sheboygan, it truly is an honor to stand before you today. Never in my wildest dreams have I envisioned myself in such a position of honor and I thank you for that. The coming year will have many challenges. We will confront them all, we will tackle our budgetary concerns, the growth of our city and plan for the future of the greatest city there is, Sheboygan. The South Pier District will come alive signaling a new era in Sheboygan's history and future. We will address the flooding concerns that remain from the aftermath of the flood of 1998 and after decades of debate and inaction. We will take a giant leap forward in the construction of a much needed long overdue new home for the Sheboygan Police Department. Mayor Shram, I personally thank you for your leadership, your understanding and vision to move the new police facility forward. It would not be possible without your support. We have heard a lot lately about the need to communicate and the need to get information into the hands of members of this common council. Much of the responsibility to be informed falls on each of us individually. We must attend meetings and communicate with the staff to keep abreast of what is happening in our city and we must seek answers to our questions on a regular basis. I'm a firm believer that an informed council is an effective council and will take the necessary steps to see that we are informed. We are informed on the issues and informed on the inner workings of the city department by department. We will have regular meetings of the committee of the whole. I know more meetings, no one likes that, but we're going to try to make it a little easier. Some will be for educational informational purposes and others will be for debate and discussion. We will schedule these meetings monthly prior to at least one of the monthly common council meetings and when we have a major issue we will schedule a separate meeting to deal with it. The meetings will be televised via Shiborgans TV 8 so our citizens can learn and understand with us not as an afterthought. The content of the monthly meetings has not been set but will include issues such as the drug problem in our city as well as police, fire and public works issues and information. I will ask each department to prepare and provide information and interesting presentations after which time will be allowed for questions and answers. How many of you know what the COPS team is all about? How many really understand the concept of community policing? How many of us know what modern fire safety is all about? What do we know about the benefits and service provided by our first responders?  What does it take to prepare, clean and maintain our beautiful parks? Those are the types of things we're going to be looking at amongst others. In addition the city clerk's office, building inspection, planning and development, transit, the water department and others will be given the opportunity to address this council as well. All of these are important parts of the quality of life and future of our city. With all that is before us in the coming year we fear the future. We will not and cannot fear the future. To do so would be a disservice to our city. Instead we will reach out to tomorrow and use the past as it was intended. As a lesson in history, not a wall to stop our progress. Again Mayor Sram, I thank you for your leadership and vision for the future of our great city, Shiboygan. To my common council colleagues, I thank you for your confidence and desire to move Shiboygan forward. We will do so together. To the city's staff, department heads and employees thank you for your expert advice and the dedicated service to your city. And to the citizens of the city of Shiboygan, I thank you and God bless Shiboygan. He didn't shake the speech, he took the microphone along. Now I would like to congratulate our older persons. Older person Manny, congratulations. Is there anyone here you would like to introduce with you this evening? Would you stand please? Thank you. Alderman Van Akron, anyone here you'd like to?  Alderman Bauman, anyone here? Alderman Warner and Alderman Wongerman. Very good. Thank you gentlemen. Congratulations on your re-election. And I would also like to welcome Alderman Bonet. Alderman Bonet, please stand and someone is Jill with you this evening? Alderman Graf. Who somehow managed to have a thorn or a thistle put in my infrelts. Alderman Rineflesh and Alderman Montabeer. And my daughter and aunt Amy, you couldn't choose a better one over Cadillac with the tribe. And my good friends is having it. Thank you. Before I end my remarks tonight I would like to extend a sincere debt of gratitude and admiration to the men and women of our armed forces. For the past four weeks they have sacrificed greatly in order to protect our nation, to defend our freedom and to affirm the values we as a country, state, and city uphold. May we remember them this evening, remember their families, and may they return home safely. Now as elected officials of our community the challenges we face in the upcoming year may well be some of the greatest faced in our community's history. These challenges are brought about by real issues. Issues often lead to immediate control. It would be understandable to look to others for answers, to wait, to be tentative, and to look to the future with uncertainty. Our future however is what we choose to make it. We will not sit idly by. We will not wait for others to tell what Sheboygan's future will be. Past leaders of our community had the courage to take risks. Risks that have resulted in our riverfront boardwalk, our marina, our rejuvenated A Street, and our first class library. Last evening many of you took hold of the opportunity to lead. Accepted the risks and had the vision to see a better future for our community. I encourage all of you in the upcoming year to bring forth ideas, propose solutions, challenge each other, and be a force for positive change in our community. Leadership is the action necessary to create a community full of opportunity, possibility, and dreams. Courage, wisdom, and hope are the tools leaders need to put into action. Take action. Dream big. Take hold of your opportunity, our opportunity, Sheboygan's opportunity. Ladies and gentlemen, our time is now. Thank you and God bless you. Okay, Amir's appointments. Steve? Go ahead. Today's date to the honorable members of the Common Council. I hereby submit the following appointments for your consideration. Finance Committee, Alderman James Graf Chairman, Alderman Weninger Vice Chairman, Alderman Steffen, Doyle, and Bonet. Public Protection and Safety Committee, Alderman Michael Warner Chairman, Alderman Doyle Vice Chairman, Alderman Moody, Wangerman, and Vanda Whealy. Public Works Committee, Alderman Dennis Baumann Chairman, Alderman Berg Vice Chairman, Alderman Moody, Montemire, and Rin Flesch. Sowering Grievances Committee, Alderman Don Van Akron Chairman, Alderman Wangerman Vice Chairman, Alderman Weninger, Manny, and Perez, signed by the mayor. Okay, these will lie over. All the Alderman have on your desks. The appointments by the mayor to the various boards, committees, commissions based on past precedent. I won't read them all unless, okay. Those will lie over until next week. Okay, with that public forum panel. Okay, to the agenda, 1-1 through 1-2 will lie over 1-3 lies over until 5-19 1-4 through 1-14 to be referred. 1-15 by Alderman Perez requesting the mayor to reactivate various special committees for the 2003-2004 council year. Alderman Perez. Thank you, Your Honor. I make a motion that the resolution be put upon his passage. Move to the second resolution be put upon his passage. Under discussion. Hearing none, all in favor? Aye. Opposed? Motion carried. 1-16 by Alderman Warner establishing the referral of the state budget impact to the strategic fiscal planning committee. Alderman Warner. Thank you, Your Honor. I make a motion that the resolution be put upon his passage. Moved to the second resolution be put upon his passage. Under discussion. Hearing none, all in favor? Aye. Opposed? Motion carried. 1-17 through 1-19 to be referred. 1-20 will go to special committee of risk management. 1-21 will go to special committee on risk management. Steve. I've got one that's not numbered. It's an RO but 1-22 is an RO by the city clerk submitting a communication from Sharp-Pakniak Executive Director of the Literacy Council requesting the city's permission to have a donation of access to the internet installed at 926 Broughton Drive. Public works. 1-23 is an RO by the city clerk submitting a claim from Sharp Creations to recover personal property taxes paid in error for property located in the town of Sheboygan. We'll go to finance. 1-24 is an RO by the city clerk submitting a notice of circumstances of claim and claim in the matter of the English manor bed and breakfast Susan Humley and Lakeview manor bed and breakfast Renee Sushia relative to the use of city room taxes. That will go to special committee on risk management. Move to secondary adjourn. All in favor? Aye. Opposed?


So Nintendo wants Splatoon 2 to become a competitive multiplayer game and I mean obviously that's the main aspects of this game It is a competitive multiplayer game, but specifically they have been pushing it hard into the e-sport realm and that's all fine and dandy But there apparently is an issue with Splatoon 2 that has been overlooked by a lot of people Mostly because I don't know if this matters as much to a general consumer Splatoon 2 But I definitely have seen some of these issues in this game myself I'm just more of a casual player So it doesn't bother me as much, but Oliver Brammer did some looking into some of the issues with Splatoon 2 specifically in terms of The rate at which information is transferred between players now Obviously there are multiple factors this your internet connection speeds and and the distance you away from players you are and all this But essentially Splatoon and Splatoon 2 work on a peer-to-peer Situation so instead of connecting to a dedicated server that can handle more data transfers faster It it connects you to people directly So if I'm connected say I'm playing with 5j gaming and Splatoon 2 over in Minnesota That's a that's going to be a pretty fast connection between us But then you know someone else that we're playing from I'd be over in Europe and that's going to slow down That's gonna have a slow connection between us two and that person and that person's Latency to us is ultimately going to cause me and 5j to also have more latency Between him and I even though we only live about an hour and a half away from each other So when you take this all into consideration It turns out that Competitive Splatoon 2 is something that is extremely hard to justify on the system now There's a lot of technical explanations for this And I'll give a full link to the article and all of the graphs that you can run for yourself to verify this information But there's a lot of things that go into Update rates between games, you know from ping and tick rates and network solutions All this stuff a lot of thing peer-to-peer networking is the solution that Splatoon 2 uses And Splatoon uses and it's generally considered a worse way to handle this kind of Issue in FPS you you want as fast an update rate as possible Essentially, you want a 60 Hertz update rate doesn't matter if the game's running at 60 FPS You want the update rate to be 60 Hertz across the platform Because that's gonna allow information to come more accurately in To give you an idea of of what why update rate matters Have you ever played Splatoon 2 or even the original Splatoon and even though you splatted someone like a half second later You also got splatted even though they didn't hit you with anything visibly on screen that's because of a delay in how things are transferred and One bite of information that got through that transfer hit you for twice the amount of damage Even though that person was already splatted on your end and this leads to inaccurate you know combat situations and It's between one it would actually lead to some disconnects because people using faster Fire rate weapons would not up. You know the game would not update fast enough over the network causing you to get disconnected more often and Splatoon 2 Essentially runs at 30% less update rate overall than the original Splatoon 1 In fact on my notes here from his article because it's a lot of technical jargon That's really hard to wrap your mind around he he does go well into depth explaining it So again, I encourage you to check out the article But it says that Splatoon 2 transferred data online 30% slower than the first game To give you an example the original Splatoon ran at 25 Hertz a solid 25 Hertz and Splatoon 2 Ran at 15.75 Hertz and it's notable that even though the original Splatoon ran at 25 Hertz because of how Call of Duty infinite warfare How it dealt with its latency and it's dedicated server solution it actually technically ran worse than Splatoon for transfer rates of data and latency and It comes down to the fact that Splatoon 2 Runs at 15.75 Hertz in comparison that 25 Hertz that's almost a 10 Hertz decrease or you know quite literally 30 percent slower than the first game and That is a massive impact on competitive multiplayer at higher-ranked level when you're trying to make this an e-sport and a lot of this, you know Isn't necessarily as big of an issue in local play right, you know when you're talking about e-sports people are playing locally Through wired connections on the same network and the latency is going to be extremely small I think the latency average on Splatoon 2 is something like a hundred and thirty seven milliseconds or something like that Compared to yeah 137 milliseconds in real-world latency and Splatoon 2 online matches and this is just an average It's not always this it's a lot of times. It's higher a lot of times It's lower and the average for Splatoon 1 was a hundred and thirteen milliseconds So you're adding you know 24 milliseconds of lag into the game and Nintendo advertised at one point That they've considered various ways of dealing with data size and reducing the size of it and the Transmission to the transmission data size has been decreased things is some optimization me connection errors will happen less than in the first Splatoon and Philip It's accurate But based on the breakdown of information like I notice I disconnect from Splatoon 2 less often than I did from the original Splatoon But the differences are actually really really small. It's about a nine point five percent improvement or so on data transfer But it it doesn't actually solve anything because you're still getting the additional lag on top of it So yeah, maybe you're not disconnecting, you know 9.5% less than you did in the first platoon But when you do get to play you are not getting accurate information When it comes to when you're hitting opponents and when they are hitting you There are actually videos out there showing that people are literally behind a wall someone fires a gun and They die even though it appears they never got hit by ink and what happened is they really did You know, it's potential potential that they actually did get hit by ink But they got hit before they went behind the wall, but because of the delay in the data You don't see that on screen and it just really really can affect anyone who's seriously trying to play this game competitive and the reason why this matters for the competitive e-sport community is that a lot of e-sports stuff are played online While there's in event tournaments, your practicing happens online and you can't practice by playing it online if the latency is that bad and honestly This a lot of this can be solved and Nintendo would just use dedicated servers And this is what's really weird that Nintendo is charging for online services, right? But they're still not using dedicated servers In their online experiences, so you're paying To essentially have a peer-to-peer connection I know that you get extra bonuses and discounts and all that stuff But if Nintendo doesn't even have online dedicated servers for their multiplayer Then what why are we paying them to just use our own internet connections to connect to each other? That that's essentially what's happening if they would use dedicated servers here's an example of What could happen like between Manchester UK and London UK the ping would be about 20 milliseconds on a dedicated server So Splatoon 1's real-world latency if they had dedicated servers is about 78 milliseconds while Splatoon 2's would be 103 which is an improvement over the original Splatoon And if the tune to had a real-world latency was 60 Hertz update rate it could hit 57 milliseconds Which would be about a 40% increase Over what the connection speed is right now Again a lot of this is technical jargon and many of you probably are not going to care But Nintendo needs to get on board with the dedicated server issue. They need to increase the refresh rate to 60 They need to focus heavily on Making sure that these these competitive games whether it's this whether it's arms whether you know It's Mario Kart or smash all these games that they start using full on dedicated servers with proper refresh rates Especially once they start charging next year if Nintendo is charging for online They need to have Dedicated servers because if they don't have dedicated servers then you literally are paying for something that is worse than Competitor services when you play for the PlayStation Network or you pay for Xbox live You know their games have dedicated servers for online play So the the just the reason that the claimed reason that they're charging you is to support those dedicated servers and If Nintendo is not even offering you that then even at 20 bucks per year What are you paying for? Nothing You're just giving Nintendo money to give them money They're holding things ransom that don't even need Nintendo To be a middleman to allow to happen. So again Splatoon 2 is 30 percent slower at Transferring data online than the original Splatoon. It's causing some issues in high-end competitive multiplayer And with Nintendo keep insinuating and keep pushing Splatoon 2 as an e-sport They better start getting dedicated servers for this game and all of their future online games current and future online games on switch at some point in 2018 because Yeah Nintendo cannot afford to be behind on something like this to give you an idea Splatoon 2 has a worse Transfer rate than Minecraft Which is a seven-year-old game? It's it's bad. I had the graphs up throughout this. You kind of saw where it is. So Man I love Splatoon 2 folks it is probably next to Breath of the Wild my second favorite Nintendo switch game right now, but Nintendo wants us to be competitive. They got a step up to the plate Anyways folks, I'm Nathaniel Ruffaljantz from Nintendo Prime. If you liked this video, you know what to do And if you disliked the video, well hit that dislike button Otherwise folks, I will catch you in the next one


From theCUBE Studios in Palo Alto in Boston, connecting with thought leaders all around the world, this is a CUBE Conversation. If I'm welcome to this special CUBE Conversation, I'm John Furrier, host of theCUBE here in our Palo Alto Studios. During this time of the pandemic, we're doing a lot of remote interviews, supporting a lot of events. theCUBE virtual as is our new brand because there's no events to go to, but we certainly want to talk to the best people and get the most important stories. And today I have a great segment with a world-class entrepreneur, Ajit Singh co-founder and executive chairman of Thought Spot. And they got an event coming up, which is coming up in December 9th and 10th. But this interview is really about what it takes to be a world-class leader and what it takes to see the future and be a visionary, but then execute an opportunity. Because this is the time that we're in right now is there's a lot of change, data, technology, a sea change is happening and it's upon us. And leadership around technology and how to capture opportunities is really what we need right now. And so Ajit, I want to thank you for coming on to theCUBE conversation. Thanks for having me, John, pleasure to be here. So for the folks watching, you're the startup that you've been doing for many, many years now, Thought Spot, you're the co-founder, executive chairman, but you also were involved in Nutanik as the co-founder of that company as well.  I want to go in and explore that because now more than ever, the role of data, the role of the truth is super important. And as the co-founder, your company is well positioned to do that. I mean, your tagline today on the website says insight at the speed of thought. But going back to the beginning, probably wasn't the tagline. It was probably maybe like, we got to leverage data, take us through the vision initially when you founded the company in 2012. What was the thinking, what was on your mind and how to take us through the journey? Yeah, so as an entrepreneur, I think visionary is a very big term. I don't know if I qualify for that or not, but what I'm really passionate about is identifying very large markets with very, very big problems. And then going to the whiteboard and from scratch, building a solution that is perfectly designed for the big problem that the market might be facing from scratch and just an absolute honest way of approaching the problem and finding the best possible solution. So when we were starting Thoughtspot, the market that we identified was analytics, analytics software. And the big problem that we saw was that while on one hand, companies were building very big data lakes, data warehouses, there was a lot of money being spent in capturing and storing data. How that data was consumed by the end users, the non-technical people, the sales, marketing, HR people, the doctors, the nurses, that process was not changing. That process was still stuck in old times where you have to ask an analyst to go and build a dashboard for you. And at the same time, we saw that in the consumer space, when anyone had a question, they wanted to learn about something, they would just go to Google and ask that question. So we said, why can't analytics be as easy as Google? If I have a question, why do I have to wait for three weeks for some data experts to bring some insights to me? For most simple questions, if I'm doing some very deep analysis, trying to come up with fraud algorithms, it's understood, you need data experts. But if I'm just trying to understand how my business is doing, how my customers are doing, I shouldn't have to wait. And so that's how we identified the market and the problem. And then we built a solution that is designed for that non-technical user with a very design-thinking UX-first approach to make it super easy for anyone to ask that question. So that was the genesis of the company. You know, I just love the thinking because you're solving a problem with a clean sheet of piece of paper. You're looking at what can be done. And it's just gonna bring up Google because the thing about Google's motto was find what you're looking for. And they had little gimmicky buttons, like I'm feeling lucky, which just took you to a random webpage at that time. While everyone else was trying to build these walled gardens in this structural apparatus, Google wanted you in and out with your results fast. And that mindset just never came over to the enterprise and with all that legacy structure and all the baggage associated with it. So I totally love the vision, but I got to ask you, how did you get to Beechhead? How did you get that first success, Milestone? When did you see results in your thinking?  So I sort of went on a recruiting mission and I recruited perhaps the best technology and business team that you can find in any enterprise segment, not only just analytics, some of the early engineers, my co-founder, he was at Google before that, Amit Prakash, before that he was at Microsoft working on Bing. So it took a lot of very deliberate effort to find the right kind of people who have a builder's mentality and are also deep experts in areas like search, large-scale distributed systems, very passionate about user experience and then you start building the product. It took us almost, I would say, two and a half, three years to get the initial working version of the product. And we were lucky enough to engage with some of the largest companies in the world, such as Walmart, who were very interested in our solution because they were facing these kinds of problems. And we almost co-developed this technology with our early customers, focusing on ease of use, scale, security, governance, all of that because it's one thing to have a concept where you want to make access to data as easy as Google. You have a search interface, people can type and get an answer. But when you're talking about enterprise data and enterprise needs, they are nowhere similar to what you have in consumer space. Consumer space is free for all. All the information is there, you can crawl it and then you can access it. In enterprise, for you to take this idea of search but make it production-grade, make it real and not just a concept car, you need to invest a lot in building deep technology and then enabling security and scalability and all of that. So it took us almost, I would say, two and a half, three years to get to the initial version of the product. And the problem we are solving and the area of technology search that we are working on, we brought it for the market, it's almost an infinite game. You can keep making things easier and easier and we have seen how Google has continued to evolve their search over time and it is still evolving. We just feel so lucky to be in this market taking the direction that we have taken. Yeah, it's easy to talk a big game in this area because it's like you said, it's a hard technical problem because of little structural data, whether it's schema databases or whatever, legacy baggage. But to make it easy, hard, and I like what you guys go with this, find the right information and put it in the right place at the right time. It's a really hard problem and the beautiful thing is you guys are building a category while there's spend in the market that needs the problem today. So category creation with an existing market that needs it. So I got to ask you if you could do me a favor and to find for the audience, what is search-driven analytics? What does that mean from your standpoint? Yeah, what it means is for the end user, it looks like search, but under the hood is driving large scale analytics. I like to say that our product looks like a search engine on the surface, but under the hood, it's a massive number clenching machine. So search and AI-driven analytics, there's two goals there. One, if the user has any user and we are talking about non-technical users here, we're not talking about necessarily data experts, but if a user has a question, they should be able to get an answer instantly. They shouldn't have to wait. That is what we achieve with search and with SpotIQ, our AI engine, we help surface insights where people may not even know that those are the questions they should be asking because data has become so complex. People often don't even know what question they should be asking and we give them a tool that's very easy to use but it helps surface insights to them. So there is both a pull model that we enable through search and a push model that we enable through SpotIQ. So I have to ask you that, you guys are pioneering this segment, you're in first. And sometimes when you're first, you have arrows in your back as you know. It's not all the beginners survive. They get competition copies, but you guys have had a lead, you had success. What's different today as you have competition coming in, trying to say, oh, we got search too. So what's different today with ThoughtSpot? How are you guys differentiated? Yeah, I mean, that's always a sign of success. If you, what you are trying to do, if others are saying we have it too, you have done something that is valuable and that happens in all industries. I think the best example is Tesla. They were the first to look at this very well-known problem. I mean, we haven't had a very sort of unique take on the existence of the problem itself. Everybody knows that there is a problem with access to data, but the technology that we have built is so deep that it's very, very hard to really copy it and make it work in real world. With Tesla in automotive industry and cars, there is obviously so many other companies that have launched battery powered cars, electric cars, but there is Tesla and there is all the other electric cars which are a bit of an afterthought because if you want to build an analytics product where search is at the core, search cannot be added on the top. Search has to be the core and then you build around it. And that requires you to build a fundamental architecture from the ground up and you can't take an existing BI product that is built for dashboarding and add a search bar. I've always said that adding a search bar in a UIs, perhaps 10 to 20 lines of JavaScript code, anyone can add it. And there is so much open source stuff out there that you can just take it and plug it. And many people have tried to do that, but taking off the shelf search technology that is built for unstructured data and sticking it on to a product that is required to do analytics on enterprise data, that doesn't work. We built a search technology that understands enterprise data at a very deep level so that when our customers take our product and bring it into their environment, they don't have to fundamentally change how they manage their data. Our goal is to add value to their existing enterprise data, cloud data warehouses and deliver this amazing search experience where our search engine is able to understand what's in their data lake, what's in their cloud data warehouse, what are the schemas, the tables, the joints, the cardinality, the data type, the security requirements, all of these things have to be understood by the technology for you to deliver the experience. So now that said, we pride ourselves in not resting on our laurels. We have this sort of motto in the company, we say we are only 2% done. So we are on our own sort of continuous journey of innovation and we have been working on taking our search technology to the next level and there is something really powerful that we are going to unveil at our upcoming conference beyond in December and that is going to create even more distance between us and the competition. And it's all driven by what we have seen with our customers, how they are using our product or learnings, what they like, what they don't like, where we see gaps and where we see opportunity to make it even easier to deliver value to our customers and to our users. I think that's a really profound insight you just shared because if you look at what you just said around thinking about search as an embedded architectural foundational, embedded in the architecture, that's different than bolting on a feature we used at Java code or some open source library. You know, we see in the security market people bolted on security had huge problems.  You actually have baked search into everything from the beginning and it's not just a utility, it's a mindset and it's also technology, metadata, data about data, software, you know, all kinds of tech is involved. Am I getting that right? I mean, because I think this is what I heard you say. It's like, you got to have a big 10. This is totally right. I mean, if I can use an analogy, there is Google search and obviously Yahoo also tried to bring their own search. Yahoo search, Yahoo actually, Yahoo versus Google is a perfect example or a perfect analogy to compare with ThoughtSpot versus other BI product. Yahoo was built for predefined content consumption. You know, you had a homepage, somebody defined it. You could make some customizations and there is, but there is predefined content. You can consume it. Now they also did add search, but that didn't really go so far. While Google said, we will build from scratch ability to crawl all the data, ability to index all the data and then build this serving infrastructure that delivers this amazing performance and interactivity and relevance for the user. Relevance is where Google really shines and you can't do those things until you think about the architecture from the ground up. I'm looking forward to having more deep dive conversations on that one topic, but for the folks who might not be old enough like me to remember Google back at that time, Yahoo was the best search engine. It was a directory basically with a keyword search. It was trivial, technically speaking, but they got big and then the portal wars came out. Oh, we got to have a portal. Google was very much not looked down as an innovator, but they had great technical chops and they just stayed the course. They had a mission to provide the best search engine to help users find what they're looking for. And they never wavered. And it was not fashionable about that time to your point. And then Yahoo was number one, then Google just became Google and the rest is history. So I think, I really think that's super notable because companies face the same problem. What looks like fashionable tech today might not be the right one. I think that's- I totally agree. And I think a lot of times there is a lot of, in our space, there's a lot of sort of hype around AI and machine learning. We as a company have tried to stay close to our customers and users and build things that will work for them. And a lot of stuff that we are doing, it has never been done before. So it's not to say that along the way, we don't have our own failures. We do have failures and we learn from them. Yeah. Yeah. Just don't make the same mistake twice. That's so- Yeah, I think if you have a process of learning quickly, improving quickly, those are the companies that will have a competitive advantage. In today's world, nobody gets it right the first time. If you're trying to do something fundamentally different, if you're copying somebody else, then you're too late already. I totally agree. Great. When you do something new, it's about how fast you can iterate. And that's- That's a great mindset. That's a great mindset. And I think that's worth capturing and calling out. But I got to ask you because, first of all, distinguish history and you just, I love your mindset and just solving problems, big problems, all great. I want to ask you something about the industry and where you guys were in 2012, when you started the company. You were literally in what I call the before cloud phase because it was before cloud companies and then during cloud companies and then after cloud. Amazon clearly took advantage of that for a lot of startups. So right in around 2012 through 2016, I'd call that the Amazon is growing up years. How did the cloud impact your thinking around the product and how you guys were executing because you were right on that wave. You were probably in the sweet spot of your development. Yeah, yeah. Pre-business planning. You were in the pre-business planning mode, incomes to Amazon. I'm sure you're probably using Amazon because you just started as a whole startup. You used Amazon at first, but I just think about, do we have a premise with the data center? How did that impact you guys and how does that change today? Certainly, yeah. So it's been fascinating to see how the world and the world and how enterprises have also really evolved in their thinking on how they leverage the cloud infrastructure. Now, in the cloud, there is the compute and storage infrastructure. And then you have cloud data warehouses, the analytics stats in the cloud that's becoming more popular now with a company like Google having BigQuery and then Snowflake having really amazing success and things like that. So when we started, we looked at where our customers are, where is their data and what kind of infrastructure is available to us. At the time, there wasn't enough compute to drive the search engine that we wanted to build. There were also not any significant cloud data we don't see at the time. But our engineering team or co-founders, they came from companies like Google where building a cloud-based architecture and elastic architecture, service-oriented architecture is in their DNA. So we architected the product to run on infrastructure that is very elastic, that can be run practically anywhere. But our initial customers enterprise Global 2000, they had their data more on-prem. So we had started more with on-prem as a go-to-market strategy. And then about four, four and a half years ago, once cloud infrastructure, I'm talking about compute infrastructure started to become more mature. We certified our software to run on all three clouds. So today we have more than 75 to 80% of our customers already running our software in the cloud. And as now, because we connect to our primary data sources are cloud data warehouses, cloud data lakes. Now with Snowflake and BigQuery and Synapse and Redshift, we have enough of our customers who have deployed cloud data warehouses. So we are also able to directly integrate with them. And that's why we launched our own hosted SaaS offering about a month ago. So I would say our journey in this area has been sort of similar to companies like Splunk or Elastic, which started with a software model, initially deployed more on-prem, but then evolved with the customers to the cloud. So we have a lot of focus and momentum and a lot of our customers, as they're moving their data to the cloud, they're asking us as well to be in the cloud and provide a hosted offering. And that is what we have built for the last one year and we launched it a month ago. It's nice to be on the right side of history. I got to say, when you're on the wave to be there, and that also makes integrations easy too. I love the cloud play. Let's get to the final segment here. I want to get your thoughts on your customers, your advice. There's a huge untapped opportunity for companies when it comes to data. A lot of them are realizing that the pandemic is highlighting a lot of areas where they have to go faster and then go to cloud. They're going to build modern apps. More data is coming in than ever before. Where are these untapped opportunities for customers to take advantage of the data? And what's your opinion on where they should look and what they should do? Yeah, so I really think that the pandemic has shown for the first time the value of data to society at large. There is probably more than a billion people in the world that have seen a chart for the first time in their life. Everybody has been, when COVID hit us in March, April, everybody was looking at charts of infection and so on and so forth. So there is a lot more broad awareness of what data can do in improving our society at large. For the businesses, there is, of course, in the last six, seven months, you've heard it enough from a lot of leaders that digital transformation is accelerating. Everybody is realizing that the way to interact in the world is becoming more and more digital. Expecting your customers to come to your branch to do banking is not really an option. And people are also seeing how all the SaaS companies and SaaS businesses, digital businesses, they have really taken off. If a company like Zoom can suddenly have a $150 billion valuation because you are able to do everything remote, all the enterprises are looking to really touch their customers and partners in a lot more digital way than they could do before. And definitely COVID has also really created this, almost two buckets of organizations. There is a lot of companies that have tremendously benefited from it and there is a lot of companies that have been poorly affected by it really in a difficult place. And I think both of them, for the first category, they're looking at how do I maintain this revenue even after COVID? Because once this thing, hopefully early next year we have a vaccine and things can start to look better again sometime next year. But we have learned so much, we have attracted so many new customers, how do we retain and grow them further? And that means I need to invest more and more in my technology. Now, companies that are not doing well, they really want to figure out how to become more operationally efficient. And they are really under pressure to get more value from there. And both categories, improving your revenue, retaining customers, you need to understand the customer behavior, you need to understand which products they are buying at a fine-grained level, not with the law of averages, not by looking at a dashboard and saying, our average customer likes this kind of a product. That model doesn't really work. You have to offer people personalized services and that personalization is just not possible at scale without really using data on the front lines. You can have just managers sitting in their office looking at dashboards and charts and saying, these are the kinds of campaigns I need to run because my average customer seems to like these kinds of offers. I need to really empower my salespeople, my individual frontline workers who are interfacing with the customer to be able to make customized offers of services and products to them. And that is possible only with data. So we see really a lot more focus in getting value from data, delivering value quickly and digital transformation broadly but definitely leveraging data in businesses. There is tremendous acceleration that is happening. And next five years, it's all going to be about being able to monetize data on the front lines when you are interfacing with your customers and partners. Ajith, it's great insight and I really appreciate what you're saying. And I wrote a blog post in 2007. I said, data will be the new development kit. Back then we used to call development kit software that used to develop. John, you are the real visionary. It took me until 2012 to be able to do this. Well, it wasn't clear but you saw that data was going to have to be programmed to be part of the programming. And I think what you're getting at here is so profound because we're living 2020. People can see the value of data at the right time. It changes the conversations. It changes what's going on in the real-time communications of our world with real-time access to information whether that's machine to machine or human machine to human. Having data in the right place changes the context. And that is a true, not a tech thing. That's just life, right? So I think this year, I think we're all going to look back and say, this was the year that everyone realized that real-time communications, real-time society needs real-time data. And I think it's going to be more important than ever. So it's a really big problem and important one. And thank you for sharing that. Yeah, actually bring up a very good point programming, developing with data. Data is a development kit. We are also going to announce a new product beyond which will be about bringing ThoughtSpot everywhere. Where a lot of business users are in their business applications. And by using ThoughtSpot product, using our full experience, they can obviously do enterprise-wide analytics and look at all the data. But if they're looking for insights and nuggets and they want to ask questions in their business workflows, we are also launching a product capability that will allow software developers to inject data in their business applications and enable and empower their own business users to be able to ask any questions that they might have without having to go to yet another BI product. It's data as code.  Where's the compiler? Where's the source code? Where's the data code? You start to get into this new mindset of thinking about data as code because you got to have data about the data. Is it clean data? Is it dirty data? Is it real time? Is it useful? There's a lot of intelligence that's needed to manage this. This is like a pretty big deal. And it's fairly new in the sense in the science side. Yeah, machine learning has been around for a while on, you know, there's tracks for that. But thinking of this way as an operating system mindset, it's not just being a data geek. You know what I'm saying? So I think you're on the right track, Ajit. I really appreciate your thoughts here. Thank you. Okay, this is a CUBE conversation. Unpacking the data. The data is the future. We're living in a real time world and real time data can change the outcomes of all kinds of contexts. And with truth, you need data. And Ajit Singh, co-founder, executive chairman of Thought Spot shares his thoughts here on theCUBE. I'm John Furrier. Thanks for watching.