If you read Laura Bush's memoir, you will realize that she was here when President Johnson, late in state in January of 1973, lined up with the thousands of people who filed past President Johnson's flag draped coffin. And you met Lady Bird Johnson that day. What was, what do you recall? That's right. I was in graduate school here in library school when President Johnson died. In fact, one of my library school professors wept in class because he felt like he, his education really, that President Johnson had made possible for him with legislation that he had done for education. And then you, Linda and Lucy and your mother stood in line as thousands of people lined up to walk through the library here as President Johnson lay in state. And so I was one of them. I lined up and, and shook your hands and shook your mother's hand and of course never expecting ever that we would share anything in common really except that we were Texans and, and that we had been together that one moment. But then also I got to entertain Lady Bird Johnson at the White House. Really when George was governor and we lived here we saw Mrs. Johnson fairly often. We hosted the opening luncheon on the Governor's Mansion lawn for the Lady Bird Johnson Wildflower Center and then went that evening to the opening gala at the Wildflower Center. And so I saw her some during those years. But what I really remember was before that when your dad was president and how proud I was of a Texas First Lady who thought our state was beautiful.


Recorded books and RB digital present The Fall by Albert Camus, translated by Justin O'Brien, narrated by Eduardo Ballarini from Lermontov. Some were dreadfully insulted, and quite seriously, to have held up as a model such an immoral character as a hero of our time. Others shouldly noticed that the author had portrayed himself and his acquaintances. A hero of our time, gentlemen, is in fact a portrait, but not of an individual. It is the aggregate of the vices of our whole generation in their fullest expression. May I, monsieur, offer my services without running the risk of intruding? I fear you may not be able to make yourself understood by the worthy ape who presides over the fate of this establishment. In fact, he speaks nothing but Dutch.  There, I dare hope he understood me. That nod must mean that he yields to my arguments. He is taking steps. Indeed, he is making haste with prudent deliberation. You are lucky. He didn't grunt. When he refuses to serve someone, he merely grunts. No one insists. Being master of one's moods is the privilege of the larger animals. Now, I shall withdraw, monsieur. Happy to have been of help to you. Thank you. I'd accept if I were sure of not being a nuisance.  Then I shall bring my glass over beside yours. You are right. His silence is deafening. It's the silence of the primeval forest, heavy with threats. At times I am amazed by his obstinacy in snubbing civilized languages. His business consists in entertaining sailors of all nationalities in this Amsterdam bar, which for that matter he named, no one knows why, Mexico City. With such duties wouldn't you think there might be some fear that his ignorance would be awkward? Fancy the Krull Magnan man lodged in the Tower of Babel. He would certainly feel out of his element. Yet this one is not aware of his exile. He goes on his own sweet way and nothing touches him. One of the rare sentences I have ever heard from his mouth proclaimed that you could take it or leave it. What did one have to take or leave? Doubtless our friend himself. I confess I am drawn by such creatures who are all of a peace. Anyone who is considerably meditated on man by profession or vocation is led to feel nostalgia for the primates. They at least don't have any ulterior motives. Our host to tell the truth has some, although he harbors them deep within him. As a result of not understanding what is said in his presence, he has adopted a distrustful disposition, whence that look of touchy dignity is if he at least suspected that all is not perfect among men. That disposition makes it less easy to discuss anything with him that does not concern his business. Notice, for instance, on the back wall above his head, that empty rectangle marking the place where a picture has been taken down. Indeed, there was a picture there and a particularly interesting one, a real masterpiece. Well, I was present when the Master of the House received it and when he gave it up. In both cases, he did so with the same distrust after weeks of rumination. In that regard, you must admit that society has somewhat spoiled the frank simplicity of his nature. Mind you, I am not judging him. I consider his distrust justified and should be inclined to share it if, as you see, my communicative nature were not opposed to this. I am talkative, alas, and make friends easily. Although I know how to keep my distance, I seize any and every opportunity. When I used to live in France, where I to meet an intelligent man, I immediately sought his company. If that be foolish, ha, I see you smile at that use of the subjunctive. I confess my weakness for that mood and for fine speech in general. A weakness that I criticize in myself, believe me. I am well aware that an addiction to silk underwear does not necessarily imply that one's feet are dirty. Nonetheless, style, like sheer silk, too often hides eczema. My consolation is to tell myself that after all, those who murder the language are not pure either. My yes, let's have another gin. Are you staying long in Amsterdam? A beautiful city, isn't it? Fascinating. There's an adjective I haven't heard in some time. Not since leaving Paris, in fact, years ago. But the heart has its own memory. And I've forgotten nothing of our beautiful capital nor of its keys. Paris is a real complot. Sample complete. Ready to continue?


Hi, welcome to theCUBE. I'm your host, Lisa Martin, and we are on the ground at Google with CloudNow, which is a nonprofit organization really helping the direction and mentoring females in cloud technologies and converging technologies. Tonight, we're with CloudNow at their fifth annual top women in cloud innovations award ceremony, and we're very excited to be joined by Megan Rosetti, who's a senior cloud engineer at Walmart. Megan is an award winner. Congratulations and welcome to theCUBE. Thank you very much, thank you. Talk to us a little bit about what you're doing at Walmart that is clearly award-winning. So with Walmart, what we are looking at doing, and we've really focused in this past year, is expanding outside of our e-commerce solutions for cloud. So our cloud technologies have really been focused on e-commerce and we are expanding into not only our retail area, but also our infrastructure. So that has been quite the focus this past year. We've really streamlined our cloud operations team so that we have pulled talent, pulled resources together throughout the company, and really presenting a unified team in which deployments, methodology, it's completely unified across the company for cloud. That's fantastic. And I know you've got a Rockstar operations team. Talk to us a little bit about some of the key criteria that make this team that you lead so successful. So the team at Walmart is, we have several different operations teams because of public and private cloud. And so they're led with different individuals and they do a phenomenal job of ensuring that there's cohesion, ensuring that there's flexibility, ensuring that their support within open source community initiatives, whether it's giving back to OpenStack or a large contributor back to the OpenStack software, both within the projects and working groups within OpenStack. So all teams really end up coming together and there is a lot of discussion as to what works for the team and what works for one team does not necessarily work for the other in an understanding of that's okay and we can be flexible and we can incorporate different methodology depending on requirements. Excellent. Share with us a little bit about your background. Were you always an engineering kid at heart or were you maybe was your path to being a successful female technologist a bit non-linear, what was that like? So I have a very different path that I traveled. I actually was a firefighter EMT for years before I went into technology. And it was something that we implemented automated reporting and things along those lines that I was always interested in but never pursued full force. And so I just sort of, I was looking for something different and sort of fell into technology and really grew from there. So I did not, I created my own path quite honestly. I did not really follow kind of a any type of set path or a non set path. I think it's a fantastic message though for our viewers to understand and maybe people even that you mentor is that's okay that you can create your own path. In fact, one of the things that was interesting when you were talking about being an EMT is that you were exposed to technology through that. I mean these days, every company is a tech company. It is, it absolutely is. Kids are growing up with technology in their pockets that they've probably got a pre-election that they don't know about. And I think that's a great message for people to understand that you should, I think you should be proud of that. That it's something that you saw opportunity and you created for yourself. As an award winner and at the Cloud Now Award event tonight, what are some of the key messages maybe from the keynotes that you've really thought that's great advice, I wanna share that with others. What were some of those messages? There have been so many, it's hard to pick one. I think more than anything is just try. Find something that you're interested in. It does not have to be something that is directly related to what you do day in and day out. Find something you're passionate about and dive into it. Whether it's within another group, whether it's within your own team, whether it is something completely different that you've never tried before. And really just dive into it and see what's out there. Partner with people within your company to see what they're working on and what you can also learn from and leverage from them as well too. I think that's great advice and I've heard some of the similar messages is just try. I always have sort of the tenet and I shouldn't say always in the last few years of if you have a goal that doesn't put butterflies in your stomach, is it really a goal worth having that you can do this? If someone tells you no, ignore it. Right. No matter what. I've heard that echoed loudly to end if don't put yourself in a box. Yes. And I think that you've heard that as well. And it sounds like that's how you've had the confidence to go from being an EMT to being a leader and award-winning leader in technology. Thank you. It's funny. It doesn't seem as if it was a strange path that actually seemed to change any of it, right? I wouldn't. I wouldn't. And I'm also very fortunate because I've had some really great support along the way. And I think that that's pretty critical in any, whether you're making a change, whether you're staying on a very solid path or you decide to completely take a left turn and figure something else out. It's support within, whether it's within work, outside of work, and I have to admit I've been very fortunate in that. Who were some, maybe your top two most influential supporters? Definitely family, without question. Absolutely. And then I would also say my current team. I've been with them for a while, actually. And they're very, very good at letting me pursue different ideas and different initiatives. And especially letting me, hey, I need to talk to you about this. Can I bounce this off of you? What do you think about if we started going through on this path or maybe if we looked at doing this and they're there for their discussion, they're there for a reality check, and they've been really supportive? Well, I bet that they're very fortunate that you're their leader. Megan Rosetti, Senior Cloud Engineer at Walmart, now Cube alumna, and a award winner. Thank you so much for joining us on theCUBE. Thank you very much. You're very welcome. You've been watching theCUBE. I'm your host, Lisa Martin. And if you have a female rock star in tech that you think should be interviewed in our Palo Alto studios, please tweet us at theCUBE, hashtag women in tech. Thanks for joining. We'll see you next time.


Hello everyone my name is Lea and I live with my partner Martin and our toddler Puk here in this year's on our land in central Portugal. We've been living on this land for about a year and before that we used to live in the Netherlands where we both worked full-time in education. When I became pregnant with our daughter we decided it was time for a move time for change and so we bought a camper van and started traveling and that's when we found this place here in central Portugal. So we found this land a little over a year ago and when we found it it was completely overgrown. This land has a story of much of the interior of this peninsula. It used to be farmed but the children of the owners they moved away to the cities to find work and so for the last few decades it was quite neglected. This last year we've been working really hard to get some life back into this land and in this video I want to show you five projects that we have done to regenerate this land. So the first thing that we had to do when we came onto this land is we had to cut down all the dominating brush. When we bought the place there was only a little track that was kept by the neighbor and other than that all the bushes were two three meters tall. So we got to work, we streamed down all the brush and all the broom and all the rock rows which was quite a lot of work. As soon as we took it down and we had a little bit of rain there was grass started growing and we had a beautiful spring with lots of wild flowers. So in order to regenerate the land we had to get rid of the most dominating brush. This was also important because we have an array of olive trees and cork oak which will be a source of future income for us as small farmers. Another important aspect of regenerative agriculture is water management. So one of the things that we did with all the brush that we cut down is that we put it into lines. Here in our olive field we place them on some of the sides of the terracing that was dug here a long time ago and on the other side of our field we put them in lines on contour of the hill. We did this in order to create a little bit of a water break and this creates a good environment for new trees to come up and trees that we might plant in the future. The dry season in Portugal is increasingly long and hotter so we need to do everything we can to keep water on the land as much as possible. The old systems were really created to get the water away from the land as quickly as you can and so we need to rethink that and putting these lines up here is one of the ways we're doing that. In addition to that we will create some ponds all over the property as well as maybe put some key lines on our other hillside. Another thing we do a lot here is composting so all that brush that we cut down we put it in the rows and that helps it to compost down and scattered all over the land we also have some heaps like this one where we just put everything in a big pile and let it slow compost over the next couple years. The traditional way of dealing with this much that brush would be to burn it and even though that does make a very quick tidy space it also burns all the nutrients and this way we can feed it back to all of trees and into our garden. Next to this type of composting we also compost our kitchen scraps and we have a composting toilet. Another thing that we've done here on the land that's in line with regenerative agriculture is that we've done a low till policy. Except for here in the garden we haven't really tilled the soil anywhere. Here in Portugal it's very traditional to plow the fields a couple times a year. This is done to keep the grasses low because they are a fire risk but also the other thinking is that it opens up the soil and that way when rain does fall it can permeate easily. It does make for a very bare and low nutrient topsoil so what we've decided to do is do a chop and drop which means that we've cut down all the grass that came up during the winter and now it's laying on top of the soil to protect it from the harsh Portuguese summer sun as well as over time it breaks down and it feeds back into the soil so in the coming years we can build our top soil that way. The final point that I have for you today is one for the future now though we've cut down so much brush we can think about animals that can graze amongst our cork oak and our olive trees. This is a system called silver pasture and you could do it with donkeys or sheep or goats we have yet to decide but this is a good system because the animals keep the grasses low their manure feeds back into the soil and you get multiple uses for one piece of land. I hope what we have seen from these last few points is that regenerative agriculture is really about thinking in systems as well as seeing multiple uses for one piece of land or one aspect on your land and I hope it maybe even gave you some inspiration on what you could do on your lands to help regenerate the soil. Thanks for watching.


I'm Buffy Hierarchetus, and on behalf of JSA, thank you for tuning in for a special Earth Day edition of JSO Virtual Round Tables, featuring today's topic, Renewable and Clean Energy Solutions to Cut Carbon in the Data Center. Today is also very exciting and notable here at JSA, as this morning we officially announced the second book installment of our Amazon best-selling greener data book series that will make its fabulous debut next year on Earth Day 2024. And in addition, we have also launched our official call for authors. So head on over to greenerdata.net for more info. And while you're there, be sure to check out chapter one with top industry thought leaders, including Susanna Kass with Infoprime, Dean Nelson with iMasons, Vicky Warden, CEO of Green Building Initiative, Sean Novak, CSL of N-Zero, and Patricia Stamos of Equinex. And a special thank you to Mary Allen of Insight as a Service. Well, now that I've made that incredible announcement on behalf of JSA, let's add some housekeeping before we begin. Our first 100 registrations today have now received lunch delivered to their door or a gift card, so please enjoy on behalf of the JSA family. And if you weren't one of our first, hopefully next time. We do want to hear from you and make this Round Table experience as interactive as possible. So please go ahead and add any questions you might have into the chat and our panelists will get to those if they have time. Or simply just stick around once our Round Table is over today and you can join our virtual networking tables immediately following for a unique opportunity to talk face to face with the speakers and other attendees. Just simply join a lounge table and the networking will begin. All right, so let's get this Earth Day Virtual Round Table show started. We're going to begin by going around the virtual round table for some introductions. We have Jeff Barber. He is the VP of Global Data Centers for Bloom Energy. Scott Hannah, the Chief Revenue Officer at Cumulus Data. Anad Ramish, SVP of Advanced Tech at Edge Connects. The San Nasir Data Center Advanced Development Team for Microsoft. And Sindhu Sharma, Head of Sustainability, Nextra at Airtel. Gentlemen, thank you so much for joining us today. And we'll circle back around and let you guys have the opportunity to introduce yourself a little bit further and tell us what you're doing in terms of renewable and clean energy. Jeff, we'll start with you. Great, thank you, Buffy. Appreciate it. As Buffy said, I'm Jeff Barber. I'm the VP of Global Data Center Sales for Bloom Energy based out of California. But today I'm sitting in beautiful Dublin, Ireland, a place where they they definitely have some power constraints much much worse than we see elsewhere. So what is Bloom Energy doing? Bloom Energy is green energy so as a company we definitely walk the walk and talk the talk. Most of us don't even carry business cards because we like to cut the paper. So Bloom provides much greener energy than most of the utilities on the planet through the use of solid oxide fuel cells. They are essentially hydrogen fuel cells today. However, we're able to extract the hydrogen from natural gas or biogas or a blend of any of those gases and use them to create electrons for on-site power generation. So the green energy initiatives in the data center are right up our alley. So yeah, I'm very excited to be here. Thanks again, Buffy. And thank you, Jeff. Scott. Hey everybody, Scott Hannah. I'm the Chief Revenue Officer for Cumulus Data, a wholly owned subsidiary of Talon Energy. We are building a data center campus directly connected to our nuclear power plant in northeast Pennsylvania where we'll have 475 megawatts of carbon-free power. The first building is constructed at 300,000 square feet. We intend it, you know, very attractive probably to hyperscale clients. But, you know, we're passionate about the ESG goals and the use of carbon-free power. So I think we're, you know, we're kind of a first mover. And this is directly connected to two reactors. So it's behind the grid.  So we, yeah, we're happy to be here and thanks for having us. And we are so happy to have you as well. And let's move on to Anath. Thanks for the intro, Buffy. So I'm Anath Ramesh, as Buffy mentioned, and I look at advanced technologies for EdgeConnect. So EdgeConnect is a hypothetical to hyperscale data center provider. So we've, we've sort of had a, I would say, long and fruitful journey with sustainability in general. So we've been doing things like sort of zero-enough or emissions using renewable energy credits as well as the sort of latest focus for us is 247 carbon-free energy. So we have a pilot that we wrote about at our Houston data center. And that's the direction that we're pretty excited about given many of our large customers are also sort of embracing that trend. So that's a little bit about me and the company. Thank you. San. Thank you, Buffy, for the introduction. My name is Esam Nasser. I am leading energy and energy storage activities in the research and development team under CTO Office at, at, at the Microsoft. And our team is focusing on advanced technologies, including energy, energy storage inside and outside of a data center. And we are particularly looking at advances and innovation technologies in energy space. And we're happy to hear. Thank you. And Sindhu. Thank you, Buffy, for the introduction. Hi, everyone. This is Sindhu Sharma, head in sustainability initiatives for Neshwara Airtel. Neshwara is the data center arm for Bahati Airtel Group. We have an India's largest network of data centers having more than 120 edge data centers, with 10 plus two data centers on few hyperstellars. We are in this journey of sustainability in part few years back. We have aggressive natural targeting as well as we are predominantly and focussely working on investment in energy projects for our hyperstellars. Thank you. Thank you. Thank you, gentlemen. So happy to have you guys here today. And we also, you know, just had this recent international energy agency report stating that approximately 2.5 percent of global energy is consumed by data centers and data networks. And this number is expected to quickly rise, which does bring us here together today to talk about this critical topic on Earth Day, we'll close to Earth Day. And with global energy used by data centers alone to increase 8 to 10 percent by 2030, this conversation is more critical than ever. So let's start with a little bit about the many facets of energy maturity within the data center. And what factors do we need to consider to get to a clear pathway to energy maturity? Why don't we start with you, Jeff? I think you're on mute. Yes, first question. I'm not following directions already. Yes, very, very typical. What can we do to define a pathway to energy maturity? Personally, I do think we're in the infancy stages, like we spoke about earlier, infancy stages of understanding this question. I think first and foremost though, if I think about word maturity, it typically means that we're willing to admit we have a problem and we're willing to admit that we can't go, you know, from zero to 100 miles an hour instantly. If the goal is stated as being too large, it tends to be dilutive to the activity, to the actions. So I think first and foremost we have to realize that we should take a pragmatic approach, take very real steps that are, again, realistic for today's market. So for instance, you know, at Bloom, we would love it if there was a robust green hydrogen network for us to use as we could use that today, but it's not there. So we, you know, we work with natural gas as an example. It's much cleaner than other forms of energy generation, but is it absolutely zero? No, but it's 30% better. So I think maturity is taking a pragmatic approach and truly understanding that the underpinnings need to be there before we can solve the problem or get to truly zero. Thank you for that. You weigh in on that, Scott, as well. Yeah, I agree with Jeff. We're in kind of the infancy stage. I mean, we're seeing now, and to your point, Buffy, you know, the 2.5% today, but growing to 8 to 10% for data centers, that's a lot of power. And if you think about right now, you know, we used to, we used to look at data centers on where the connectivity was, and that's still important, but now they're looking to where the power is. And so it's becoming a huge issue for, and it's perfect for Earth Day. It's coming, a huge issue for us. And I think, you know, their data centers are looking to find big, huge swaths of power. And we need to have, you know, you gotta think about a couple of things. Number thing, the use of power, right? How are we using it? How efficient are we? You know, can we use it differently? And that's important. We need to get power companies on board with, you know, this whole data center concept. And I also think we need to utilize the nuclear power plants that we have in the United States today. There's 99 of them. And we're not using them. They're providing power to the grid. But, you know, at carbon-free power, and it's a base load power, there could be a lot done in that realm as well. But I mean, think about long-term, right now we're thinking about where can I get power. Long-term, we have to have a well-thought-out strategy of using renewables, using nuclear, using what Jeff's doing, what Jeff's doing, everyone on this call is doing to achieve that. And again, I think we're at the end of the stage right now. It's definitely a mix of, you know, energy and a combination. And we chatted a little bit about that before we jumped on the call. I'd love to hear from Edge Hinex and Anad. Sorry. So, yeah, I think all valid points made. In our minds as providers of capacity to, you know, some of the biggest names in the industry, I would say that number one, access to power and number two, reliability of said power and number three, quantity of power is probably first and foremost. So, customer needs are customer needs and that is likely to evolve with time to kind of align with better supply. So, once you take these constraints, then you have to figure out a path towards decarbonization. So, as Jeff mentioned, you can't go from 0 to 100 in one step and I think that's sort of really important to call out. So, renewable energy credits, for example, are an imperfect but still an effective tool for managing emissions. But ultimately, the pathway has to be towards negating carbon emissions on, shall we say, an hourly or 15 minute interval level while driving additionality on the grid. So, I think we are very, very aware of the constraints that we have to operate under and, you know, how do you sort of solve this problem given these constraints is basically what we spend a lot of time thinking about. Thank you. Over at Microsoft, Asant? Yeah, thank you. I think I personally agree with our friends here and back into the idea of from what we are right now and the end goal is kind of a pathway that we have to set with the collaboration with the partners. And especially data center industry can be the lead in that journey through connecting to the different partners, including the utilities, energy providers and like the whole ecosystem. And at the end of the day, that is not a particular solution or not particular like a technology that can solve the overall journey. And that is going to be a portfolio and each technology can solve one piece of the whole puzzle. And that's why we need to have a group of the collaboration between the whole industry to see what part of the puzzle can be solved by the certain technologies and how we can get to the goal of the net zero or having including the ecosystem solution for energy maturity. Definitely, collaboration holds the key. Sindhu, I mean, at Nextra by Airtel, I mean, collaboration is right here, right? We have Bloom, Nextra, we're collaborating their partners. Why don't you give us a little insight there? Sure. So, like Jeffrey and you don't explain you formulate in a right decarbonization plan for overall journey is the trust. And you need to interpret all technologies, not just, you know, whatever you have right now, you know, to think of two years, three years down the line, like we have collaborated and introduced Bloom into our system, we need to think of hydrogen, we need to also work on the new technologies and not just supply side intervention, we need to also work on the demand side where we need to work aggressively to cut down your PUE and to reduce down your PUE. So it's a perfect blend of energy mix, along with, you know, right interventions, both side demand side and supply side will give you the maturity which we are looking for in the next few years. Thank you so much, gentlemen, for these insights. And moving on, you know, the goal, obviously, is to achieve these environmental targets quickly. What is the path of least resistance? And what are some of the steps in the process that are most challenging? What are some of these obstacles? You know, we talk about this question, we're thinking in terms of what are some of the quickest ways data centers can get wins when it comes to hitting these targets? Jeff? That's an easy one. What are the quickest ways? Well, when I speak to the developers, data center owners and operators, they're not always aware of what technologies are available. So I think the first step is understand what options are out there. I also think that we need to start giving feedback to the occupants of these data centers. So, you know, much of the market are developers and tenants versus managed service providers. They're not all AWS or Google. So I think giving feedback, kind of like biofeedback, giving feedback to the tenants that, you know, deploying 50% more power than you're most likely ever going to use is going to cost X. Or here's the carbon footprint of that least term as an example. Maybe providing options. I understand that to provide those options, there could be some heavy lifting. It's, you know, the data center industry is not exactly the fastest moving from, hey, innovation perspective. One of our original folks and board members, Peter Gross, once said the data center industry loves innovation as long as it's 10 years old. Okay, so we first need to look at that. And we need to understand that there are steps that we can take today. There are products such as ours and others that are somewhat future proof, in other words, ready for things such as hydrogen that can help mitigate the coming onslaught, in my opinion, of high performance compute, GPU workloads, AIML. We know that this is beginning now, the 2.6%, I think you said that's consumed today. I think that could almost be an exponential curve once enterprises and data centers begin to deploy high performance GPUs and working on this within the enterprise. Many times we forget that about 70, 75% of enterprise data is still on a dedicated floor at the enterprise. It's not just in the cloud as an example. So yeah, I think understanding the market, articulating to the tenants, to the customers, what their impact is, I think could help a lot in the short term. For sure. Scott, you want to add to that? Yeah, I agree with Jeff that a definite need is to have that communication and be willing to do new things, maybe run things hotter, run things less redundant, those types of things. I mentioned before, I don't want to be a brokering record here, but I think nuclear power needs to be brought into the fray a little bit more. There's a lot of technologies out there, but obviously nuclear is 100% carbon free, and it's a base load power, so I think that needs to be leveraged in a bigger way. We need to continue to develop wind and solar, which I know we're doing. I know our company, we're developing 2.4 gigawatts of it on land that we have, so that needs, and then storage technologies in order to be able to increase the storage capacities of wind, so you can actually use that power for data centers. Those are some things, and I know we'll probably get into the more challenging things on the next question, but those are some easy things. And then lastly, there's probably a little bit more challenging than we think, but it's working with the power companies, the utilities to partner with data centers, because they use so much power. So it's probably a little more difficult given the complexities of utility companies and data center companies, but that's something we need to start doing as well. Yes, and how about over at EdgeConnect and not hear from you guys? Yeah, I'll sort of split my answer into two components, so there's supply side and there's demand side, like what can we do on the supply side and what can we do on the demand side, and I'll start with the demand side first. Clearly using less power is kind of an obvious one, so efficiency is super important, things like PV, etc, are very good in material in this journey that we're on. So the less of power we as an industry use the simpler the path to eventually colonization. I think the second one is around relieving congestion and constraints around lots of grids around the world. I think pretty much everyone in the audience is very familiar with some of the issues that we're seeing in the major markets. And a lot of this has to do with reserve capacity versus what is actually used. So that's another product of conversation we can have with utilities before things start getting mandated on the industry itself. So those are on the demand side, on the supply side, I think going back to what I said earlier, the first and easiest step to take is to sort of go the PPA out, and that signals a traditionality interest, in the sense that if you're signing a PPA for XMAP awards and that sends a signal to a developer to actually add capacity and the grid and so on, that's going to get us to a certain point and obviously the last X percent, whatever that is depending on the part of the world that you're in is going to be hard. But I'm sure we're going to talk about that in a little bit. Thank you. Isal? Yeah, sure. I believe the topic was covered well on this question, but I believe one of the key aspects back to the analog points is basically from a demand side, for sure, focusing on efficiency is super important. Also, there is another key important on a flexible IT load and what we can do in above efficiency, what we can get it done to the IT load to be a flexible and also to be a kind of a dynamic to what's happening on the other side of the fence of a data center. And that kind of an idea needs to have an innovation from a data center operator and owner and the hyper-scaler to see what it can get it done on a demand side. For the sourcing part, I think the easiest path that most of the company that is like as a first step that they can go and just take is just buying the clean energy through the PPA. But one step further is how they can match that renewable energy with the load. Basically, one of the commitments that we are starting to look at is basically to source all the load, all the electron that we're going to use by the clean energy all the time. So once we're talking about all the time, we add additional complexity here because that is not something that easily given just by energy because the demand and source should be matched all the time. That is how the grid is going to work. And if you wanted to participate to help the whole ecosystem, this step is going to add additional complexity to the whole solution. And one of the report that I found is that if we are like matching the load from 0 to the 70, to the 70, 80 percent, it can be done only through the PPA of the renewable energy procurement. But after that, we need to have some sort of energy storage and some sort of additional technology or the base power like that we need from the nuclear power in order to match that load and generation, which again is kind of a portfolio of different type of technologies in this case. So I believe all the panelist has covered rightly, but I just wanted to add in the supply side, the need of an R is to have right collaborations and partnerships. And that too long term. If you see the data center business, we have a gradual path or gradual load increase if we'll go and commission a new data center. So right sort of collaboration will help you to get renewable energy from day one. So that sort of partnership is required. Second, under demand side, there are good companies working on the pooling technologies. So a genuine force is required from the customers to the developers like us for adopting the right pooling technologies. We have good technologies available in the last many years. But if we'll keep on working on the conventional way of pooling the data centers, then we shall not be able to reach PUE, which we are targeting. So these are the two major things I believe is required if you really want to achieve what we are targeting from here. And anyways, target is to get, you know, grab the low hand in food, which is sign in virtual PPA options as well as go on term within the units. Thank you. So if we talk a little bit about success, what does that look like, Jeff? I'm going to go on record as stating I don't like this alphabetical listing, taking every question first. Either that or I'm going to change my name, is what I'm thinking. No, no, it's a great question. Obviously, it's a very subjective question as well. Personally, if we're talking about a march towards, you know, much greener usage or zero carbon usage, I think success must be measured incrementally.  We need to first come up with metrics that are relevant for where we are. So that means that we admit where we are and we document metrics because if you don't measure something, it's very difficult or impossible to manage it and to make incremental progress. So success to me means that we are constantly moving up and to the right as far as reducing carbon, not going from, you know, one giant leap because that breaks the system many times. Many times break the economy and the economics and when the economics don't work out, it just doesn't work. So yeah, success to me is developing a set of reasonable metrics that takes into account reasonable resources that are behind us today. In other words, if the infrastructure is just not there, infrastructure that took generations to build in many cases, if we're talking about the grid, if the alternative is simply not there, you can't expect to achieve zero carbon on day one. We need to begin marching towards it, however, taking your incremental steps. Yes, we'll switch it up. The order a little bit. So like Jeff, Jeff said, you know, everyone is in the race to reach net zero as soon as possible. But if we will do that and compromising the business needs, that is not really the success. So we need to think of, you know, the right sort of interventions and and if you are achieving the targets which you are adopting on time with without compromising the needs of the business as well as without compromising the collaborations, partnership and, you know, on a separate route for the new technologies, then I believe that will be the success if you will achieve it and you will bring all these things on a table at the right time. Thank you. Scott? Yeah, I do agree there. I think everything we're doing is really, really good. But you do, we do have to measure it. And if we can get one percent better every Idaho coach tell me get one percent better every day, you know, before you know it, you're going to get really, really good. And if we can do that, I think we do need to be careful, as Sindhu has said, not to compromise. We can't put unrealistic goals out there. You know, a lot of folks are stating these goals and some of them I believe are unrealistic. But we can't go backwards either.  And guess what they're going to use now? Coal. So that's going to me, it's going backwards. So I, you know, we got to continue to promote these clean energy solutions and continue to get better. And I think if we just focus on getting, you know, like one percent better every day, then we'll have success. Definitely. Nad? Yeah, I mean, the measurement part is, is sort of pretty self-evident, right? But I would sort of again, urge folks to think along three lines, based on scope one, scope two, and scope three emissions. We spend most of our time talking about scope two emissions today. This is essentially power that the data center is used. But obviously, there's a lot of carbon concrete as well as steel manufacture. So as an industry, I think it's pretty critically important to send out signals to industry in terms of, you know, what we plan to do as far as scope one emissions, that drives activity in the marketplace, which hopefully sort of has this nice final effect of bringing more innovation to the table. That's one. The second is that, I mean, like the talk of incrementalism, I think is fair. But I also want to sort of point out that we are at 412 ppm of CO2 in the atmosphere today. Like that's the latest measurement. In the start of the industrial age, we were at 280. So yes, doing things better is obviously beneficial. But we do actually have to have a plan for fixing the quote unquote damage that's already been done. That could be through investments in technology or just an acknowledgement that yes, like we plan to get to net zero at some point of time in the future. But we actually need to zero out emissions starting a certain day. And there has to be a plan for that. And that again, sends signals into the marketplace in terms of what is important. Because freezing CO2 levels that we are today is actually not enough. We have to bend that curve downward as well. So I think it's important to kind of acknowledge all of these and essentially have targets or metrics that help us get there. So it seems like we had some reactions there to some of your comments. So feel free to love like in your little emoji area there. And feel free to send some questions over into the chat. The panelists will be more than happy to answer. Asad? Yeah, sure. I do agree. This success, I believe that's a journey. That's a journey that we stop like the whole industry started from a couple of years back and they acknowledge that is a challenge that we need to tackle as a whole industry. And I agree, that's the kind of incremental success through the milestone that we have. Because there is no endpoint that they said, okay, once we got that certain day, we're going to solve all the issues. No, that's not how it's going to work. But the fact is that with the increase of the energy consumption and the expansion of the AI, ML and the cloud industry, once we had the like the smallest scale at this industry, especially in a data center. And once we are looking at in the next five to 10 years, we do see there is a huge there would be a huge effort we need to make in order to to still the same the same status that we are doing today. So we need to have a significant work to make sure that we can tackle the challenges that we have. Back to the end point that's scope one and two and three. The scope one, I believe some people they were saying that's easy, but the thing is that that is that is that is something that we need to tackle at least from a first first part of the data center, especially the diesel generator, how we can use the alternative, for example, using the hydrogen, using energy storage, that kind of thing. And I at the end, I believe that the success is a whole journey and like getting and achieving the the milestone at each step is a success for the whole industry. And while we have you, we'll dive into our last questions. We're about to wrap up here. We have a few minutes left. But looking into your crystal ball, what do you see happening in the next three to four years? Let's say some predictions to create smarter, more flexible energy systems moving from that zero mission. Yeah, I believe that is from from from innovation side. I think that's the key important factor that in the next few years, we need to invest and we need to find the to invest on a technology that can change or change from the from the technical perspective and also from the business perspective. And also, the additional like the factor that is going to be a happen with the increased amount of the IoT smart devices that we have, and also more flexible and a smart controller that we're going to have, we're going to have the system more smarter and also the especially the collaboration with the grid, which is more grid friendly and working as the ecosystem, which the data center is not going to the burden to the utility and to the energy industry that is going to a part of the whole solution. And I believe in the next few years, we do see the data center industry, they're going to have more contribution to the overall energy industry, rather than only the burden to the industry. And we hope that we're going to be a lead in that sector. Thank you. We have time for probably one more crystal ball prediction here. How about we turn that over to edge connects Sure, I think the demand, the demand side flexibility is something that both Sindhu and Assam brought up. And I think that's going to be that's going to be really important, right? So we've always treated IT load as the invariant. And I think we're reaching the situation where we're acknowledging that it's not right. There's, there's work that, you know, Microsoft has published Google has published work about, you know, moving load according to carbon intensity, etc. So I think approaches like these are going to become more commonplace. So that's one. And I think the second point, in general, I would like to make is that I think as an industry, we've gotten pretty used to showing up and saying, we must have XMAC awards and, you know, we kind of get get that and people to data center and so on and so forth. I think it's going to the conversation is going to start getting flipped like how do we fit into communities? How do we fit into electricity grids? And I think as an industry, we kind of have to do apart some things like demonstrating efficiency, bringing additional renewable capacity to the table, etc. etc. So thank you. And thank you gentlemen so much for all of your insight that you have delivered today here on JSA's virtual roundtable, special Earth Day edition. And thank you to all our viewers live on LinkedIn and across the world that have tuned in today to join us for this very special Earth Day edition of JSA's virtual roundtable. This is such a timely topic as we discussed and, you know, as we approach Earth Day in just a few days, it's very critical that we do come together like you gentlemen have discussed throughout this conversation and partner and collaborate to achieve the ultimate goal of reducing carbon emissions. So thanks again and viewers. We hope you enjoyed your lunch. If you're one of the first 100 registrations and make sure you visit us at greenerdata.net to hear our big news today, the launch of the greener data second edition Amazon bestselling book and our official call for authors. And we hope to see you next time. Our next discussion takes place on May 25th at 1pm, where we'll discuss connecting the unconnected with digital infrastructure solutions. And that's a wrap. Be sure to look out for the playback of today's roundtable coming soon to JSA TV and JSA podcast. We're on YouTube, iTunes, iHeart, Spotify, and so much more. In the meantime, we'll see you back in the networking lounge and happy networking and happy Earth Day from all of us at JSA.


If you're the Ravens, and this is an MVP we're talking about, we know what he can do, we know what he hasn't done yet, but you have a player who deals with injuries, and that's a reason to not pay him. So if you're the Ravens, do you open up the checkbook for Lamar Jackson still?  It may not be 31 other teams that will open it up. I promise you there may be 10. There may be some teams, they're franchise quarterbacks that may say, you know what, we gotta rethink this if Lamar Jackson's free. Lamar Jackson is a once-in-a-lifetime talent. You gotta take that chance, you do that. And of course, this is the name of the game. We didn't do that with Josh Allen. Right. Josh Allen takes more hits than Lamar Jackson. Think about that, he plays the game the same way. So why aren't we having that same discussion, that same conversation? Why did Josh Allen get the deal he got?


Yeah. Folks, this is Tom O'Brien of TFNN. We have five days a week. We go seven hours a day. We go 24 hours a day on the internet at TFNN.com. Always remember, folks, whatever you think about, you bring about whatever you focus on, grows. Hope everyone's having a great day, safe day. Making a great night, folks. Don't take anything personally. Ignore the opinions of others. This is kind of a strange card, actually. I don't know. Whatever people do, feel, think, or say. Don't take it personally. Others are going to have their own opinion according to their own belief system. So whatever they think about you is not about you, but it's about them. That's the tricky part, that end part there. Not going to lie. Let's take a look at it out here. We have the Dow Industries up 47, Nasdaq down 53. S&P's are five. Gold. Gold contract up $14.50, trading at $2,180 an ounce. We have silver up 81 cents. $25.21 an ounce. Copper. Copper's up 12 pennies, 405 a pound. Big move in copper. Wide price for an accelerated volume. Tick out the consolidation. Copper's on its way to 4.25 right now. Notes and bonds. Oil. Oil's up 227. We'll take a look at that. $79.83 a barrel. Notes and bonds. Ten-year note. Down 7 ticks, trading $110.30. The 30 are off 15 at $120.09 and $Kingdala. $Kingdala is trading down 200. No, 176. 102, 787. Years at 109. Yen's at 147. British Pound is at 127 to 1 at U.S. Dollar. Our phone number is<PHONE_NUMBER>. Give us a call, folks. One note's going on in your world. In the world of the S&Ps, let's take a look at them. What do you have? Well, bottom line, you get the spy. Right now, trading sideways, down 40 cents. You get 33 million shares. Yeah, hanging at the high. Now, the spy's on an ABC structure up to 4.21, folks. We're at 5.21. We're at 5.16. So, the spy has basically, well, five more points to go higher. NDX100, same setup. NDX100 is also on an ABC structure on the way up. We take a look at this baby. We're at 4.41. Now, this one here has some juice behind it. It's 453. So, it's going to get intriguing here because that's a long way off from where we are, but bottom line, that's what it wants. And yesterday, volume came in again yesterday. You're going higher. Volume's lighter today. Bottom line, that's a market that wants higher price. Silver. Silver gets some juice, finally. Let's take a look at it out here. So, silver contract, up 80 cents right now, gets 70,000 contracts, which is good contract volume. Let me put this on because, see, you're going to need this to get through this downdraft. We just get into it. The downdraft from the high was pretty intense, man. I mean, we went almost to buck 25 on the way down and that has big volume there. So, at least we stuck into the bar now. Now, the bottom line, I suspect, well, this is pretty good actually. We did one, two, three, four. We did five days of sideways before we get into it. That can get halfway up the bar. If it gets halfway up the bar, build some more cars, it'll go the rest of the way. Gold contract out here. Yesterday, wild day yesterday in the market in general. Gold, bottom line, rejected lower price out here. Today, you're up 199,000 contract, which is great contact volume, and then this just brings us right to, well, actually, let's go to the bonds first. We go to the 10-year first. 10-year had a little volume on the way down yesterday. 1.2 today, though. Look at it. No sellers out here. 1.2 million contract is nothing in this 10-year. Yesterday, we did 2.3, and you're coming into 1.9. So, you don't have a rejection of lower price yet in the 10-year, but you have a huge contraction in the volume. Then we go into the GDX. We take a look at this gold market. This gold market is taking off like a rocket ship, folks. Believe me, the stocks are still really low compared to where I expect they will be in the next six weeks. We take a look at GDX. GDX is up 75 cents. We need more volume inside the GDX right now. It was a nice rejection of lower price yesterday. You came down with life volume, rejected lower price. There's just not enough buy-in in here right now, but with the closes where it closes, that's still saying it's going to run up to this $32 area. We go into the, let me pull this up. Oh, copper. Well, this is the one, then. Look at this. This is amazing, actually. Okay, so the copper contract, you get the wide price spread, you get the accelerated volume. You see the whole, you broke the whole consolidation, which is just, you know, this has been consolidating for six months, four months. So when you break a consolidation like this, the bottom line, now watch this, I'll put, that's the HG1 425, man, is where we're going. And that is going to continue to put juice under, of course, those equities that mine copper and would also ends up happening. Now, this is where this goes. Now, check out what this means, because what happens, folks, you can see we had broken the downdraft four weeks, no, four months ago. Okay. And then what we did today is what we broke the shorter one, the longer one we had broken, the shorter one we broke. So that basically sets up first the 425, and then the larger one up here is, what is that, 502. Yeah, 502, that's a monster. If we go over to the first southern copper, we take a look at southern copper, and I know what I was going to say, what happens, folks, is this, oh, look at southern copper, oh my God, up $9.63, 97 bucks, man, unreal. TGB, not going to be up $9, but it's going to be up 20 cents. This is going higher. And what does happen, this is what happens to all the gold and silver equities. Copper is a byproduct, folks. And what does end up happening is that when copper starts moving, higher prices like this, because there's so many thousands, in some cases, millions of ounces, well, pounds as a byproduct, that's going to throw more juice also into many of the gold and silver equities. Stay right there, folks, come right back.


So I thought I'd put a quote up on Instagram and that quote read Never give up on something you can't go a day without thinking about and you know that really that really You know stuck out to me And it's it's relevant to me at the moment And you know I know that there's people out there watching this and reading that quote that I put up that are just about to give up They're nearly at that point You know they've tried and tried and tried and they think but I tell you what guys when your entire life now This can relate to fuck. I could have done that. I could have been great. You know if I had him just kept pushing and Thomas Edison failed at school.  He got f's in every single class Got kicked out of school.  What can we do with them? We can down the class You know he's got to go So the parents pulled him out of school Said you got to go and work. He got fired from every single job He had knows exactly why he did get fired But I bet you it's something to do with the fact that he knew deep down He was destined for something better. He didn't know what and so school failing at work following all these failures He decided to try and It'd be the light bulb as you guys know after a hundred tries He was unsuccessful 200 tries unsuccessful 500 a thousand tries a thousand goes at trying to make the light bulb work Trying to crack the code and he was still unsuccessful Now who do you know that will try something a thousand times Expecting a different result You know, I think that's that's called insanity. Isn't it when you try something over and over again Getting the same result expecting something different But guess what he wasn't insane because on the thousand and 70th try the light bulb lit No pun intended.  I'm working all throughout the weekend as per usual But really I've got this vision in my head. So basically You know, I I don't have much for social life I spend most of my weekends at work, but I'm earning the dollars today that are gonna be earning me dollars in the future So that's the way I see it and that's the way I hope it's gonna turn out, but we're here at work now Little bit of a little bit of Insight into my my head this morning a little bit of wisdom I hope you guys like it and I hope you guys have a great weekend kicking goals of all sorts. I know you will. I'll catch you in the next one


What makes for excellence in heart care? It starts with one of the most amazing teams of heart surgeons and cardiologists that I've seen assembled under one roof and the region's leading technology in a new $40 million facility. This is the nationally recognized Heart and Vascular Institute of Eastern Kentucky at Pikeville Medical Center. Recently PMC orthopedic surgeon Dr. Kevin Pugh successfully installed the first ever smart knee implant in Eastern Kentucky. This implant from Persona IQ can remotely track patient metrics such as range of motion, walking speed and number of steps taken. Mountain Top News spoke with Pugh to learn more. For knee replacements we can do a traditional knee replacement where we kind of glue the knee in place. We can do a press fit knee replacement where we allow the bone to grow to the implant. And then if we do a cemented traditional knee, the Persona IQ is an option for those patients. And all it is we add a little piece to the knee that allows them to transmit data to us to monitor the patient's outcome and how they're doing. But the patient has the option to say they want to do that or not. If they say, yeah, I think the technology is great, I want to be part of that. And if it's a glued in knee, then we will do the Persona IQ on those patients. Patients can also monitor their recovery progress via the My Mobility app. As for the implant itself, insurance does not affect one's ability to receive it. The recovery process are identical to that of a normal implant. It's hard to come to the doctor over and over and over again to be seen. So if we can decrease the amount of time that they have to come and see us by monitoring their outcomes at home, patients like that are much better. They hate to drive an hour and a half or two or three hours, wait on the doctor, and we see them for a few minutes and you're doing great. They've got to drive back home. We can see they're doing great by monitoring their data on our computer at work. Insurance is not an issue for the smart knee. If a patient wants it, they can have it as long as their knee meets certain criteria. In general, most patients that they say, I want that person on a smart knee, then they can have it. It's not a big deal. This is what it is. Take away this bottom part, that's a regular knee replacement implant. So all we do is add a small extension and this little gray part is what hooks up to the computer and it transmits all the data for us. If we didn't tell the patient, they would have no idea that it was in there. It makes no difference at all as far as how it feels, how it hurts, none at all. They would have no idea that it was even there. Reporting from Mountain Top News, I'm Nick Colum.


it is a neighborhood that has a specific aesthetic appeal or some sort of culture to it that maybe can be financialized. But this kind of dispossession has been happening ever since the economic collapse. It's less centralized. It's less geographically concentrated. And it's probably across a lot of sectors, not just real estate, but this is the impoverishment that we were trying to grapple with here and trying to identify and diagnose and map as accurately as we can and as comprehensively as we can. And this is probably a very brute show of it, a sort of a brute manifestation of it. But it's just an accelerated, magnified form but it is happening anyway. It's happening everywhere, not just in that neighborhood and not just because of the poor explosion, just because of the general impoverishment and the ability and the huge disparities that I was describing and the ability for some actors to just sit back and wait until things are dire enough that they can reap incredible resources for very little. Thank you. Thank you, everyone. Just as there was a question in that chat and we're gonna have to hear about the building for the war yet to come. And I chose specifically not to speak today because of that. But my answer to that is actually that the categories of peace war explosion crisis are very not distinct. And I think this is where we need to start rather than idealizing what peace is and what war is about. But the questions of what we tried to talk about today is how to build for whom, for what kind of future or futures is a much needed conversation that we need to continue to have. And I hope that today's event was just a start or more actually of a continuation of the amazing work that many of you here on the screen have been doing. And I'm sure many of the people who are listening to us, I wanna thank everyone for keeping the hope going. Although many of us here have been through many reconstructions and we've talked about it. But as I said, the collective gave me a lot of hope and I think this conversation was also a very hopeful note too. So let's keep the warrior to come to the side and hope for a better kind of future that is different than what we had previously. I wanna thank the collective for being an amazing group, people I was by pleasure. Thank you for the panelists, for being my mentors and people who continue to inspire me. And till soon again, I wanna thank everyone and hopefully we'll continue to do this in the future.


In 2010, each European threw away 28 kilograms of plastic packaging. A decade later, this had grown to almost 35 kilograms. For mobile phones to toothpaste, the human species has become addicted to plastics. The biggest problem? Single-use plastics, aka waste waiting to happen. Industry, oil and gas companies, which produce plastic but also consumer brands that use it for packaging, says there is nothing to worry about. Plastics can be a part of the circular economy where products are recycled and not wasted, they say. Investigate Europe journalists tested this claim. They visited recycling plants, incinerators and juggled with data sets of plastic waste exports. Their conclusion? We are fooling ourselves. The whole disposal system is run by the brands that use plastic for packaging, like Coca-Cola. But those who produce the plastic have an interest in feeding more and more plastic into the system as this increases profits. As one source said, you can't ask the butcher to promote veganism. Deposit and return systems where consumers are paid for returning plastic bottles to supermarkets are successful in northern Europe, but they are fought against by industry in the south. And even recycled plastics are imperfect, with some containing more toxic chemicals than before. For decades, Europe used to sweep the plastics problem under the carpet by exporting plastics waste to China. But in 2018, China banned this. Now there are plans to build incinerators in Eastern Europe in order to ship waste inside the EU. But who controls what these waste shipments contain? Inspections are minimal in almost every country. Studies say even modern incinerators emit pollutants. What went in may not have been toxic, but what comes out often is. The circular economy is a loop that leaks. It also grows bigger and bigger and bigger.


What's going on everybody got Kyle here relating sports cards. We are ripping one box for potion H It's gonna be one box of inception baseball. Good luck. Good luck. Let's see what we got 2023 inception there's a green shade Langlears For the ace we got nice Volpe number 250 Nice one there on the orange orange rookie Anthony Volpe. It's a little number and a base Anthony Volpe This one there God gave Moreno on the rookie for the d-backs This one is Mike trout and base cake Cavalli rookie And then we have on the back got to be Vaughan Grissom to 75 nice one there braves rookie Not a bad pack. There's some good color Vaughan Grissom to 75 and we got the Volpe's Alrighty there that'll do it for you potion nice box of inception some good rookies in there get that right out See ya


So I just heard an incredible stat, which is every minute 200 businesses hit their millionth dollar in revenue using Stripe, right? Yeah. Yeah. Okay. We talk about impact I mean, that's a fun fact to start. I want to start Claire with I think a really formative question Which is when you think back to when you're a child. What did you want to be when you grew up? I Mean the honest answer for a long time is I really want to be a veterinarian like an animal doctor Okay, and you know animals founders Very wild wild domestication processes. I'm just kidding. I just get it I would love to start, you know, we see the Clare Hughes Johnson's day. You've written the incredible book I want to start on management style and philosophy when you think about what it is today How's that changed over time most significantly? Putting my veterinary career aside, I would tell you an interesting thing Which is when I was in college and I don't know what inspired me to do this. My parents are teachers I grew up in an environment that was about learning not about business not about capitalism But somehow in college I acquired a godfather three poster of Al Pacino sitting in a chair and it said real power Cannot be given it must be taken and I think I had a really like I am gonna undermine the superstructure from within by acquiring some sort of power thing that You know, I was very interested in politics at the time I was sort of really interested in power structures and and honestly, I think I was interested in how do you Change power structures. I'd like to believe that but what happened when I became a manager was You realize all of a sudden you can't be the one taking the power You actually have to be giving it to your team and one of the harshest pieces of feedback I ever got was one of my first sort of consulting bosses who I presented The work of my team in front of them to him and I was like, well, I'm the leader I'm gonna present the work and he's gonna give us feedback and after the meeting he took me aside And he said he's like, what do you think and he named each person he asked me What do you think they were thinking and I was like, what were they thinking? I'm like, what do you think of the work and he said, yeah, you really didn't give credit to Trisha You left Dom out. He should have presented the technical section and it was like a huge lesson that I had been thinking I'm the leader. I should talk I should present and instead I should have been empowering the people in the room with the opportunity right to show their work and to get credit and recognition and So you sort of think you're taking power, but actually you should be giving power and then the final twist was You get to enabling of your team you're too kind to them You don't tell them directly you're not doing well you empower them and then you say wait a minute This isn't what I expected so it's like this sort of journey you go on and like how you handle that dynamic of Expectation and feedback of yourself and also of your team This is why I stopped writing schedules because I just didn't stick to them So if we take the like taking power first to get to the management position Do you have to take power though? How do you think about that ascension and what's crucial to go from IC to manager? Yeah, I actually think the best managers are usually ones you're tapping on the shoulder They're not people clamoring to be a manager because the people clamoring to be a manager think it's some route to Power and leadership when in fact like I think them and this is also the trap of management like the most effective Individual contributor is the person you tap on the shoulder and say will you be the manager? But then of course, it's a totally different job Yeah, and they have to completely relearn how they do their work and and trust other people to do the work But that's the best I don't think you want someone who's clamoring because they usually have the wrong reasons There many ICs make good managers because they are totally different jobs And what would you advise founders who have ICs who are maybe gonna be managers in scaling people? I talk about I mean, I'm simplifying here but one of my operating principles is distinguished between management and leadership and If I'm gonna be very simplistic I would say a lot of founders are very natural leaders setting vision very high bar You know almost unrealistic expectations and a lot of operators like me are more natural managers how do I get from point a to b organize the process the project the people and I think ICs can sort of fall in those two categories There's these pace setting leader like like wow that person is ambitious and driven And then there's people who are organizers and really can sort of execute well And and I think over time both could become managers But depending on which camp they're starting in and I do think people have a natural camp They're gonna have some things to learn or they're gonna hit a ceiling in their career Can I ask when you think about kind of delegating those responsibilities that you said there where you kind of said Hey, here's what we've done, but it was you presenting How do you think about importance of speed of execution and does that change over time as well because we're told speed speed speed? Yeah, yeah, yeah velocity velocity velocity. Yeah, um a lot of people think that my book is about people and Organizations like I'm obsessed with and I really do care like, you know, what are companies made up of they're made up of people But really actually the book is about if you build the right systems and processes It out it affects the results. It's about business results. And so I think my answer to that is So many companies as they scale feel so acutely the coordination Like the compound effective coordination cost, which is really high things do slow down But I actually think one of the counters to that seems counterintuitive Which is put in some structure put in some processes Well, how does strike do that because your product cadence is like I'm paralleled given the size of company And I don't know anyone I think if you ask people internally, they would say they're we're very unsatisfied I mean compared to bunny the you know incumbent set. It's pretty incredible in terms of speed So how do you have such agility with size? Again, I think there's like Anyone that you're trying to organize whether it's three people or 20 people needs a common vocabulary What and also a common understanding? Why do we exist? What are we trying to accomplish either right now this month or in five years? And how do we want to do that work together the operating principles? I think it's straight we spend a ton of time First of all, everyone's very motivated by the why you know increasing the GDP of the internet is you know It's a very ambitious mission, right? And and then they're also understanding the what very specifically because when you deal in sort of economic infrastructure payments Very unique to different countries very detailed and rigorous work You have to do to understand what moves the needle and so we spend a ton of time in the details of the what and then We lay out sort of expectations, but we don't define how you're gonna get there sometimes And it's very interesting to watch I think the teams feel acutely this list of things to get done and then they're like Oh my gosh And we somehow have to accomplish it in this time and we don't get it all done Can I ask can we take a step back because I think you know you've created and assembled some of the best teams How do you think about talent acquisition and some of your core lessons in terms of what it takes to acquire the best talent? Do you have a process? Do you have questions that you like to ask? What are the signals that they reveal? Yeah, I think too much of the discussion often about hiring is that it's an art like some people have a talent radar And some people don't and I would just disagree there is a judgment There is as you know, say why you can't sort of put your finger on the field, right? But actually 90% of it is more science and the challenge that I find and I work with so many people who are like Well, I interviewed this person. I said well, what happened in the interview and they're like Well, I just looked at their CV and we had a great chat about their their past experiences I was like well, then they kind of interviewed you because they know more about their past experiences and they can just control that Conversation you need to go in with the plan. What is the job? I'm hiring for what are the capabilities for success in that role What are the questions? I'm going to ask what do good answers look like and you need to ask the same things of All those candidates for that role so you can build a data set and compare like that's the scientific part of it Because people that you might relate too well in an interview may not actually have the best answers And if you know what the best answers are that's what you're looking for How many people should you interview to get a large enough data set say okay? I've done my work, and I know a reasonable benchmark. So I have two answers to that. So one is Interviewing over time. I've interviewed thousands of people So I think I have a very large data set across many different positions many levels many positions And there are some commonalities that you start to see in the data No matter if you're you know going to be an icy support rep or you know the head of revenue Like I can tell you there are certain ways people answer questions that are more at the abstracted level of are they self-aware? Are they someone who learns do they strive for impact right? Those are things. I'm looking for I don't care What level you are but then in terms of a specific position? I think that's hard It depends on how much interviewing experience you've had you ever have a pen Would you ever hire the first person if they're great? You're like fantastic love them great chemistry Probably not probably not how fast unless they like blow me out of the water, and I think you know what I'd hire them for anything Which ideally is every candidate, but let's be realistic There's there's two kind of points which I think reveal quite a lot in the hiring process which is title and salary What are lessons in terms of how people respond to title and salary and maybe how it corresponds to potential ability or future success? Yeah, I mean stripe. We really stayed away. Maybe we've done it for too long from title Because I do think it's a false flag and it also backs you into a corner as you're scaling So you've suddenly given titles away, and then you're like well now I have to restructure and bring in more experience So I'm not a fan of title and people seeking title like especially if you're early You want them motivated by what you're building and what they see and the people that work there And I think the title like I'm just gonna take a job only if you give me a VP title That's that's a kind of an orange flag to me and and compensation Again depending what stage company you are if that's someone's motivator Why aren't they going to work for a big tech company that has that? That's their currency is I can pay you more, but I will say in my book I have this Talent framework that I developed which is some people are pushers and some people are pullers There's a certain talent type. I've found the pushers who are just keeping score. They're very competitive They're very driven and they're constantly bringing up their title and compensation and I used to really bother me to be honest It would really annoy me and I get it now I'm like look you're just keeping score, but you know what you can't bring it up every meeting So I'll just say here's the rules. We'll talk about it once every six months That's your shot and then otherwise Let's talk about actually what you're pushing the actual work not the results of the work Can ask how obvious is a bad hire in the process is it obvious a month in three months in six months in Do you know that there's a huge continuum of that? I think there there have been some hires I've seen and that In the end of the hiring process They start to reveal themselves and I cannot say strongly enough like somehow they realize they've got the job and their behavior changes And you're like what or the first week on the job that they're really terrible in their team spin up like they're not listening No, I'm serious or they're acting like a knower. They're like well. I already know all this I don't need to be in the training and I would say just say thank you so much. We made a mistake Like I would really walk, but that is rare. It's rare, but it happens. I think it's more in about It depending on the role earlier stage role you probably know in about a month to two months I think in a more complicated role someone with experience. It's probably three max six months. Yeah I remember Max Levchin from a firm said on our show once when there's doubt. There's no doubt You think that's right I mean, I think have people surprised you that's generous people have surprised me, but I would say it's fairly rare I mean, I hate to be the person if people follow the thinking around growth mindset You don't I'm not the person who would say the way you are is the way you are and you can't grow because that's that's not How much it would be terrible? It's not true But I think what max is talking about is something I see now I sit on a lot of boards and you listen to the CEO talk about their executive team And when they have a doubt about someone who's in a leadership role and they're sort of saying well But you know they they came into a difficult city start making excuses for them They came into a difficult situation the macro environment has been difficult and they're sort of trying to explain to themselves Why is it that I'm not confident in this person? I've now come to believe that kind of doubt There's no doubt. Yeah, no, I agree with you there Okay, so before kind of making a decision. We do need to give feedback.  I should be the time. I think it's I think it's it is wrong. I would say that In as the manager of a person, I don't care if you've just started working together or even working together for two years Your job is to have built a relationship that exists at multiple levels So one of the levels is you have very clear expectations They know their expectations of them not in a detailed list, but they understand the role what you expect You've set goals together. They have priorities another level is you understand their development Goals you can have a career conversation within the first few months. What are you looking to do? What do you how do you want to grow? And then there's a level of like look We've got to have a dialogue about how our things are going and it's got to be open and easy And it's like easy for me to say all those things by the way Some few managers forget like you've got to set the expectations You've got to understand them and what motivates them got to manage different people differently And then you get to the work of giving feedback So let's say you've actually laid some of that foundation Starting even in your first meeting with someone. How do you how do we want to run our one-on-ones together? Why don't you come to me with a draft of your goals for this month? Whatever it is, so is it the same for every person or do you tailor it for different? I have like a lot of my operating system Which is another operating principle of mine is like come back to your operating system is I have a framework I start like literally this is how my one-on-one document is structured This is how I onboard someone into working with me and and then what I ask of them And then I adapt to them because they're gonna have differences that I adapt to but I think you want a common OS essentially, but I say all this because you can't walk in the problem is managers walk into the first time They're giving someone feedback and they're like Harry. You're doing so well at presenting at the team meeting But you didn't like get five of the last things I asked you to get done on time And anyway, thanks so much for being a great presenter You're gonna be like wait what what just happened. No, you know, I was a great meeting Yeah, you liked that because you're like well what I'm gonna take away is that I'm such a great presenter at the team meeting And I wanted you to take away you're not being accountable for your work deadlines So you'd walk in and say hey lost five things I walk in and say I want to check in on your goals right now Because I have them at the top of my dock with you and you're saying oh, this is okay I don't think I'm doing well and then I'm gonna look at you and I'm gonna say you know what I'm worried about I'm worried about the fact that all of these seem like they're delayed What do you what do you think's happening?  I'm gonna ask them. I'm gonna ask you a question I'm gonna say what is going on because it feels like every single goal everything we had on the list is delayed All they and I'm gonna give you a chance to tell me and there are good reasons. Hey, I'm so sorry, you know Macro Buying slower. I lost our champion. Yeah, but you know what that is what that's being a victim No, I'm not gonna say that to you But I'll tell you like it's very interesting when you give people feedback They're either gonna be a victim and blame the every external their other team member the macro environment the customer Or they're gonna be really The people I want to hire they're gonna be really self-aware and they're gonna say well Yes, of course, there's been challenges in the environment, but what I should have done is follow up on that deal faster You say, okay, so that was number one. You didn't follow up on the deal fast enough You had other deals in the word, you know, maybe they're a salesperson a BD person You say well, tell me what else and you dig and and one of the things that I think is a great framework It's not mine is the five wise which is like well, okay So why didn't you follow up on the deal like you're trying to get at an underlying thing? that's going on with the person and by the way in this journey what you're doing is moving from being an Opposition to one another to try to sit next to each other and say let's just look at this problem together Like what do you think is going on here and maybe there's like three of the five There's actually a common pattern which just has to do with the person is like terrible at time management And they're probably getting a lot of inbound and they're just like well I'm doing the thing that feels urgent, but it's actually not that important And so you're diagnosing with them and you're saying what are you gonna do differently? This would be our first conversation. It's actually but I think it's pretty friendly and they're thinking well My manager cares about me. They're trying to help me diagnose. Why am I not meeting expectations? Do you find some people are more affronting to that conversation? I've had it before where suddenly it's like Oh, there's conflict here. Absolutely. There's people who get immediately defensive. Yeah. Yeah What do you do then to simmer just like I actually usually stop the conversation I I'll say I'll so here's the other thing is You are animals back to veterinary sciences Notice how they're reacting notice what's happening in the room notice the energy and the body language of the person you're talking to and Then this is the risky thing and then talk about it So I would stop and I would say I am noticing that it feels like you this is new information to you that you're Reacting you need to process some of what I just said like you haven't really actually thought about why you're not meeting these deadlines And they're like, yeah, I mean, I don't think this is true. You say well, I think we're seeing things differently So I'm not gonna back off. I'm not gonna say I have no feedback for you I'm gonna say I think we're seeing things differently, but I really respect that you need a minute Like should we why don't we come back tomorrow? Like why don't you take a minute think about this? I've asked you some questions Do they got better tomorrow? I mean do they hands it really depends some people actually Think about sort of introverts versus extroverts really in that framework Introverts really need to think in order to talk and extroverts often talk to think Harry, I think you're pretty extroverted But for some folks they come back the next day and they've written up quite a bit They've had to really think and they wanted to write their thoughts and they come back and they sometimes what they come back with Is quite defensive But I've now we've got a chance to read a document together and say okay So this is what you think so you do awesome to come back with a dog not everybody But some people I say it seems like you want to respond to this Why don't you write it up and share it with me so we can both process it and then have the conversation But what I'm doing when I notice the reaction is one I'm telling them they're reacting because they don't know they are often and I'm giving them an escape hatch right because It's uncomfortable if they say no no no I want to carry on now. Is that okay? Yes, if they say that I say, okay, but what I feel like is we're not actually having a conversation You're just telling me that you don't agree And I'm telling you by the way feedback is just a mirror I'm just holding up a mirror and I'm saying look I don't know what's actually going on with you But here's what I'm seeing like in my mirror of you I'm seeing a deadline problem. You do not meet your commitments and and I said and you're disagreeing with me And I say well, let's tell look look at the data about that. Here's the data I have what data do you have but I'm not judging you I think a lot of people are afraid to give feedback because they think That you're showing up at the one-on-one. I'm saying, you know what Harry?   I want to support you.  How long do you give them? Really depends. I mean, I think that's a whole thing. So much of this. That's why it's hard to write a man It's still kind of early. It's context if they're an early-stage employee 30 days max. Okay, so you have 30 days max Sadly, I'm coming back with some bad docs not giving good reasons and you're like gotta let him go Yep, you do how do you do it the right way? Well again, if you've done this correctly, we've had a few conversations and you've come back and I said here's and you you know If you're in a more established company might have a performance improvement plan But even if you don't you just send them an email and say here's the summary That's what we talked about you're gonna do these things you're gonna meet your deadlines for the next two weeks You've got this one project I want to see the results and I see them and as the month is going on We have our weekly one-on-one and I'm saying, you know what I'm noticing. You're not on track I just want to call that out And what's gonna happen is they're either gonna be like, you know what I'm done Like I I can't do this a conflict avoidant. Am I yeah No, I think that the more that you can empower the person to to be part of like notice their own issue and own it That's not conflict avoidant. That's actually how you really it's a negotiation. It's like here's what I see What do you see? What do we both want now most people you can manage out by saying here I'm not seeing a good stuff and if you want to own your departure You might make a choice now to leave but if you want to wait till the end of the month I'm gonna I will say I'm worried. I love the words. I'm worried. I'll say I'm worried.  Like are you successful in a role like this and some people will introspect and then you're having a conversation about what do they really want to do and Then you have a decision to make which is should they stay at the company? Is there another role that's good for them or is this really this is the end and I think too many people sort of let The problem roll to another team so most of the time. I think it's the end Okay, so we're gonna do a quick fire around we've got two minutes two minutes Okay, so let's start with dinner with anyone dead or alive you can ask them any question. Who do you have dinner with? Yeah, Virginia Wolf, okay What are the greatest writers in multiple centuries? What would you ask? I? Would ask her how she took the inner workings of humanity in the brain and put them on a page Who's the best board member you said on a board with?  He's incredibly nice mix of empathetic, but very high bar results driven and Strategic you get operational like he can get right in the detail and then he goes right back up to big picture What's your biggest lessons from working with Patrick and John? They are so deeply curious like there is never enough Information or feedback is focused a challenge. Yes curiosity. Yeah, but that's I mean look Every every one of your greatest strengths is also your greatest weakness. What's the hardest challenge for you in terms of your always strive? That the role of the COO when I was the COO is Whatever the company needs it to be at that moment So you have to be very very good at getting out of your day-to-day and looking and saying What is the company need me to be and it's not just the company of today It's the company of a year or two years from now. What's the kindest thing anyone's ever done for you? And that's a weird one. I got asked it the other day, but I was like, it's a good one It made me reflect back that people who gave me a chance when I was yeah, oh so many people I mean, I remember Cheryl Sandberg when I was Coming back from my first maternity leave. She had just come back from hers. She said let's have lunch And I was like, oh scary Cheryl Sandberg wants to have lunch and she had lunch. She just wanted to check in How are you doing? You know what? I know it's hard It's very hard when you first come back from having a child because you're just very tired and she's like, I know it's hard, but you know what you can do it and You're gonna be fine and I thought that was very kind The other thing is if you're someone who gives a lot of your time your energy There are certain people in my life who like make sure I've had dinner And I really appreciate people who make sure that I take care of myself Final one. I think many in the audience are parents and have children but also want to be the best Operator that's founders. Yeah, what advice would you have to them in terms of being the best at both? well It's hard to be the best at both. So what you need to define is what your best is, right? I think there's a lot of judgment in the world. What does a great operator look like? What is a great parent look like forget that what is your version of success? so define it and then lay out your priorities and put some boundaries and Someone yesterday at a dinner we saw last night told me that she read something that happened to me So maybe it's a good thing to end on but which is my daughter attended a speech I gave where I got asked a question about work-life balance and I said to the questioner I said look one, you know You get the right partner in your life and that makes a big difference and the other is you decide what's important to Be there for for your kids. Maybe that's dinner three times a week Maybe that's whenever they perform or they have a soccer match or whatever it is you decide I said and then you show up for the important things And I said and that's what I tried to do and my daughter age 11 wrote me a note six months later For my birthday and said by the way, I liked your talk. You were funny and you do show up for the important things Wow, I mean, that's that's a great ending. That was feedback Listen Claire. Thank you so much for this. I've loved doing it. I'm so glad we didn't have a schedule, but this has been fantastic Thank you very thank you everyone My water


Good afternoon, folks. Steve Rhodes coming to you live from the shores of Delray Beach, Florida. This is your 2 p.m. update color. We have most of the indices. The only industry not trading to the downside right now is the Russell 2000, which is up to 2.6 points. The Dow's off 116, 3 10th percent. The S and P three 10s as well, 13 points. NASDAQ's off 26, about 2 10th percent to the downside. Some eyes are really flat out here. Trends are off about 2 10 same with the New York Stock Exchange. You've got gold sitting out at 17 54. That's off three bucks silver. Now nine pennies. She's trading at 21. 22 61. I should say lights. We crude out at 80 84. That's up a buck 50 nearly 2% the upside natural gas back on 19 pennies right now. That's off 3% really sitting at a key level of support the top of its daily profile. Let's go take a look at our market update chart out here. My apology folks can't share with you the industry charts at a system crash, but we can't take a look at our core nine panel market update. Try to understand where price is trading and also where you've got support and resistance. So let's begin with support resistance for the ES mini support is in the 42 81 to 42 93 level. Am I saying prices headed down there? No, but the stock charts will tell you price would be heading down there. If you saw closed below 43 44 43 44 is the center of its profile resistance being the top of that box 43 87. The spot politics is literally sitting on its 50 day expansion with an average are very close to it. 1934 is the current print. 1944 is the 50 day exponential moving average. If price closes below the 50 day, that should be power or energy for the ES mini to the upside above the 50 day. That would be powered to the downside and bring into account those different to support levels as well as the center of that profile 43 44 the end queue. It also has a bare structured profile. Price is unable to close above it on Thursday and on Friday and right now price just sitting at the center. The center of the profile is where both buyers and sellers believe there's fair value. That is priced at 14 681. Price is sitting right now. I'm sorry. That is the center is 14 7 80 and price is sitting at 14 7 82. Yeah. So everybody's just kind of I don't know which way to go. Buyers and sellers in the end queue say this is fair value. Hey, they don't have fair value inside the U. S. Dollar index. It's trading above all daily profiles. It wants higher price. Gold silver consolidated with inside their profiles like recruit would like to target 83 85 next. That's the 1.272 projection of it's a to be equal CD. You can see natural gas sitting on the top of that profile. Watch that level at 30 year Treasury just trying to complete its consolidation measure moved down to about the 156 level. Folks day two. David White is up next. Have a magical marvelous Monday. Take care.


different from pediatricians. So, blessed in 1980s, 90s born which means the exact transition of technology to be seen. As you can see, black and white TV is getting shuttered. Black and white TV has color TV, LED TV, OLED TV, transparent screens. Same mobile has the same mobile which has the same level of mobile which is available today. So, technology always will improve. Unless and until humankind earth through obsolete here we will develop technology. What can we change? No one. When there is a boost when there is a covid, we will boost it. When there is telemedicine, telehealth, many changes are made. We think, okay, we can use technology in the health industry. As a surgeon, there are many gadgets where we can use simple tables and lighters. If there is a paediatric surgeon, we have to operate for 2 kgs. So, we need a team. When I go to a surgeon, I can operate it. I can do my technicians, anesthetist, gadgets. So, gadgets, wherever I use them, I will develop them slowly. जादी आपनों को आमा भीट्रेटी बहुल अगिला तेभे आमा चैनेल को लिएक, शेर, और सबस्क्रेप करीपा को जमा भी भुलन तो रहीं