Hi and welcome to this presentation called the building and agile platform in the highly regulated industry This is a joint project that you must I'm myself worked on for Almost a year at if the insurance company My name is Freda Klingberg as I mentioned have this username from a time at uni that we could find me on Twitter Obviously, I'm on the LinkedIn and Slack as well. I tried to blog a little bit Which out there? I'm also a traffic and the link the ambassador. I try to help out in those communities Whenever I see people having somewhat of the similar problems that we have already been faced with Yeah, and my name is Jonas Samuelsen I'm a platform lead at if insurance the main driver behind the platform. We're gonna present today. I Love tech teamwork and centralized agile platforms that provide value for web teams And I'm an avid craft beer enthusiast. Maybe you can tell by looking at me So in today's talk, we're trying to walk you through some of the considerations We had to make and hopefully a bit on how we solve them when creating this new agile platform Service for dev teams in our company We have an agenda as well Well, I kick things off with looking at if if insurance very brief introductions So to set the context a little bit there are constraints in the Insurance company and that if of course We'll look at those You must lie had a starting point there were some clusters already in place if the insurance company will look out What those starting points were? And then we introduce some principles to help us to to guide us when building building a platform Obviously we look into the actual building what tooling did they choose what kind of constraints Where we under and then what consideration did we do? You know us will touch upon on boarding off the teams What were the what some of the challenges were moving to a more cloud-native environment? Especially with the get-ups waived in things and we'll have a Q&A in the end Yeah, but first off a bit about if the insurance company so we're mainly operating in the Nordic market We have a strong market position in the Nordics with over 3.9 million customers, and it's all the market and finance position today We're wholly owned subsidiary by the Sampra group in Finland since 2004 and We're they're listed on Nasdaq in Helsinki We have a solid basis and motor and property insurance With sort of traditional lines of insurance products And we give people the confidence today to shape our tomorrow. That's our purpose But enough of some of the boring figures and key stats. Let's move over to the more interesting story of Shaping ifs tomorrow So we face an ever-evolving market technology landscape and new competition coming all the time from pure tech companies with little or no legacy a customer expectations are changing and The new young generations are expecting to interact with us under smart for smartphones and tablets like any other tech company out there our partners are expecting more of Digital integrations and information sharing at the same time we face the normal competition on the traditional insurance market So this kind of sets the scene for why we're here today and the start the journey for our company to Become more tech driven company Let's look at some of the constraints If insurance obviously is built on trust if the customers can't trust the insurance company in regular hours How can you trust when there's a flawed or natural disaster? There are regulatory requirements that if takes obviously very seriously And that that sets the constraints of the company and the tech and how you move Go about doing things and they're the there are the newcomers maybe don't have that legacy applications and Networking requirements that that if has how do you move fast to compete in marketplace against those? Without losing the trust that you have built up over several years with your customers That's right Frederick On the one hand, we have risk management compliance service delivery and CISO and if driving implementations of regulations and internal compliance policies stemming from GDPR and solvency to that we of course have to comply with operating on the European insurance market on the other hand We have the developers and teams wanting to adapt new tools and technologies like any other technology driven company some of the considerations we have to make or Are a bit like a balancing act between having control and being able to move fast And the question is can we find ways to allow both to coexist in my opinion? It should be built into any any platform or offering that That we have as a central offering in the company So it makes it more easy to do the right things with the guardrails that Frederick will present a bit later on So the starting point was to quit question many of the so-called truth. We have in the company today basing from the legacy trying to find new solutions to the some of the old issues Just like the balancing act shown in the previous slide We have a bit of a balancing act and implementing the right level of security and finding common ground The most secure solution is of course the one that is not running at all But that kind of makes it hard to run the business Many of the traditional concerns still apply and are valid like networking and web application firewalls But some of the modern keep Abilities give room for solving issues and concerns in new ways and can be solved with modern security approaches and layering We we pretty quickly got the proposal to separate our cluster into the DM sub cluster because that's how we do secure on-prem class or platforms But we questioned this truth due to the fact that it would be very costly and maintenance heavy To do it that way so we suggested that we connect the platform in clusters to the new central components that the networking team were setting up at the same time and Utilize things like networking policy from Calico privately in clusters and their central capabilities being created in if like web applications firewalls and API management and things like that and also we integrated the clusters to our back roles and identity So what I'm trying to say in a sense is building a new platform on New technology and with limited experience around this and the company Is difficult and takes a lot of discussions and anchoring to find To find the new ways forward But just because it's difficult doesn't mean you shouldn't try to do it. It's a bit more work And you have to clear out the question marks But it's possible If that's a lot of teams many of the teams already using Kubernetes So what were the starting point when you was nice started? How was those clusters configured? We started interviewing the teams with the predefined template systematically gather in data and seeing where we were at Managing some of the things that came out of those questionnaires was that managing Kubernetes takes a lot of works obviously Just fine new Kubernetes doesn't cut it At least not for us Although we use the managers Kubernetes offering for Microsoft called AKS. It takes a lot of work moving from a AKS to a platform and that's the whole point of Kubernetes as well You want to tailor it to your needs build upon it to create something that are truly yours These are some of the questions that we We asked to the different teams It's not the exhaustive list, but maybe some of the more important ones On-prem connectivity. Do you need to communicate with those? legacy applications if that's a lot of not mainframes maybe but large applications on-prem that are very very secure How many environments do you have we'll come back to that one on the next slide and the number of environments varied greatly Authentication authorization how do you go about doing that? monitoring a big topic and the focus that we saw quite early on was a very Focus on logs, which is good. We tried to push them gently towards thinking more about metrics scaling on those Going for event alarm instant handling escalation policies a lot of these Concerns were maybe not that present in the current platforms that already in if Scaling if if there's a natural disasters and And the the calls come flooding in no pun intended How do you go about? Making sure that your application scales instead of going and clicking and scaling up manually Again security paramount for if it goes through all of the layers if the customers can't be Trusting if in regular towers you're out of luck. I mentioned the number of environments There were a lot of them very many environments you have staging you have this batch way of thinking that That you have qa's and then qa's off the qa's before going out to production We quit if we post a a friendly challenge. We're not trying to To put down the teams. We're trying to help them to create the platform that they can use So right off the bat. We said we'll give you a dev test in production Environment and obviously you get your own namespace in those and try to think more in terms of trunk based deployment Get things out quickly There are small changes if there are Things breaks you can roll back quickly especially with the get ups flow that will present shortly We emphasize that we were not trying to put down the teams. We're trying to to to see what the pain points were We got some a lot of data Bouncing act between Creating something super custom for each individual teams. They need to meet us halfway But we introduced some some principles to help us to build the platform as well You go to the CNCF homepage and you're presented with with this Low-resolution image. I'm sure you've seen it before you heard all the jokes Really difficult to choose the correct subset of the CNCF tools Obviously, we could have tried to hit all of those technologies cool challenge But maybe not that useful for for if This is not an exhaustive list of the principles But they were going through like a red thread on on the building on the tar time We won't have that gar rails aka aspect oriented model Where even though if the team made the mistakes, they will gently be nudged in the right right correction direction and And the biggest cost in application or system lifetime is the maintenance part Even though one technology would be easy to get going with if that means horrible day to operations It was not worth it because that's the main a main part of the the time it on the spend And we'll see how we we use that when choosing the technology. I Think everybody want to reduce the complexity But it's easy to forget when you see the cool technology that you're presented with when the CNCF Do one thing do one thing. Well, we'll see how we went about choosing a service mesh on that one You look at this language a big one talking to the teams They could see things from different viewpoints What do you actually mean when you say application what do you mean by system? We try to be very specific what our viewpoints work without letting other people Feel bad about that But we clear that this is how we talk about these terms on a platform Everything as code goes about saying We worked on with the source recovery thinking about those from the get-go and we should be able to get up and running with with everything really fast and We needed to minimize developer friction We are creating a platform that hopefully the developers developers want to use not being forced to use to to get good documentation listen to what the requirements were and Should be a joyful experience. Just get the application up and running and you're good to go Okay on to the building of the platform obviously, I Can't go into every detail about building platform. We don't have time for that But one of the things we which start out with from the get-go was to try to do get-ups Everything on the previous project that I worked on I had used get-ups For the platform, but not for the teams We thought it would be a good idea to see if could we do get-ups everything have all of the state Already tried to build rebuild the clusters and we'll go into the details on orchestrating that There's there are other talks that does the get-ups topic more service than I can do But sufficient to say it's an operating model that that we chose for the platform but also for the teams that meant that the teams needed to to learn a new way of Doing the CD part of delivering software There's a sharp separation with the contents integration and contents deployment. This was good for the teams we could say that Do CA exactly like you do it now Only just push an image and will do some small changes to the contents deployment and working with them And then there's the question of where does the infrastructure's code start and end and where is the configuration? With get-ups start and end which shows a version where the infrastructure's code was very small or the smallest possible And instead move everything into git and use get-ups for the other things It shows flux version to you There are other Get-ups tools that are probably awesome, but we're happy with flux version to work. We're good We used the bit number sealed secret to seal the secret So now we can add all of the state inside of the git repos and During the lifetime of the project. We were turning into big customized fans. We were posting a friendly challenge to the teams that were Very helm focused I'm not opposed to helm But some of the things that I see people introducing helmet you can actually solve with customized kind of hidden gem in the CNCF Landscape I think and it's all over the part of CubeSatel. We already have it Let's do a small excerpt of how we went about bootstrapping and building up everything and this ties into scaling as well We can then now scale a number of platform members working on all of the things We can now scale up the number of clusters and and rebuild it very quickly We kick things off with the very small bash script that I just wrote using Ashley CLI We installed a secret controller This was the critical part. We need a private key install it be sure to keep that safe Install the flux component and then they kick things off by start syncing in specific branch and a path on that one For that cluster that you're building Again, this is not a get-up stock But sufficient to say that there are some CRDs in the get-ups flux version 2 So in this what we are syncing in from a specific repo and applying in the customized onto that one And we had the platform cones repo consisting of this And a lot of other things as well you have the The primitives You have the Grafana and other tools and then they have system syncs as well The reason why we chose to separate those where that we as a platform team can introduce new technology Different with the different cadence and don't messing things up with introducing new systems The the system park here is where we introduce the teams So system aka team aka namespace it's the same thing and we can do that on board those and Do that with us again with the different cadence that the other ones a Lot of cool things with flux that made a life easier One of the things where the cluster all that you see on the left-hand side there The customization could can run as an essay bound to that cluster all obviously that's something that we in the platform team control Remember those guardrails we could say that team just drop all of the ammo that you have inside that repo if you buy mistake Create a service of type low balancer The essay doesn't have that permission. So you gently nudge back into the correct path again We use the notification controller and this was a bit of a challenge to get the teams to embrace the eventual consistency of Kubernetes and And the notification channel they could drop down the ammo You could potentially get some notifications in a small amount of time saying that Hey, you add some something breaking here or something. It's not correct And we have the the teams channel for for each of the teams getting that feedback as quickly as possible automatic image updates like I mentioned teams channel for each of them and Customized dependencies Not to spoil what I'm gonna talk about on the next couple of slides But you sometimes you want to make sure that that some components are already running in your cluster Before you run everything else and with this customized dependency you can say that these health checks needs to be Good before you start applying and then employing other things For the teams they would have an application Sorry, the teams would have many applications. They would be in a more of a microservice architecture. Obviously, everybody's doing that now What we said to them was to rip out all of that the ammo put that in that repo that we give you and we start Sinking in and we'll be working with them closely on the branching strategy and the trunk based model and Have everything there This is quite good because Previously when you have all of that the ammo in the different applications repos whenever you want to do some changes to your system configuration, let's say you want to have some more CPU memory or the scaling or the delta between application A and B You would potentially go through the whole CI part again and build a new image Whereas here you can do those changes independently of your application A little bit of the same point that in microservice you can change the scaling do that quite rapidly We spent quite a bit of time on the branching strategy for the platform as well It's very important to emphasize That the branches were not there were no commits in test branch for example that were not in dev branch So we didn't use the branches to hold state in that sense we only use the branches to To be able to roll things from dev to test and test the production with having it this way we were able to Take one branch and compare it to another one to see exactly what was in dev But yet to be pushed in test Which was previously quite difficult when you have all of those in the in the cd pipeline instead This is a small excerpt of the customized part This is something you see in the customized community Where you have that base folder and the overlays folder We would then introduce the system into dev make all of the overlays for testing production And again only use the branches to promote thing from dev to test and test the production Customized hats a lot of those features that can Swap things out in in your yaml for you and make sure that you're not deploying things to the wrong namespace so in this case we have the a system called ABC that Doesn't ingress changes Think a little bit of syncing changes, but obviously the referencing everything in base And of course you want to have as much as possible in the base. So you just do roll things out to new environments We're having all of the state here. We could start thinking about the platform being more immutable And this is good in terms of disaster recovery we We trained for disaster for let's say we want to do an upgrade to new Kubernetes version Down-growing Kubernetes version in the in the cloud provider is I think it's actually impossible if not very hacky But whereas in this way, we will just rebuild the cluster and train for that disaster recovery from the start and we're actually down to 20 minutes or something like that and that's only due to the pulling off the images and getting the nodes up and running Even if they were a disaster we can quite easily just bring things up Obviously we used node pools Priority clauses to make sure that the most critical applications running. They're all a lot of all the tricks as well And they play that what if No pun intended here as well To use separate node pools There are some applications very memory-intensive for meters for example Keep those in different no pools use the tainting tolerations keep things separated think about these things from from the start Then there's the policies we Got going with those. We obviously wanted to extend them Part of the guard rails make sure that you can try to deploy something without limits on CPU memory But you would get the friendly message saying in your team's channel you you're missing these things We like the guard gatekeeper project and we're looking forward to the pod security standard as well coming out shortly We used the Azure policy for that But we wanted to this is something that we are currently working on extending that even further to use those public policies Yeah, the policies make sure that you have priority classes set and all of those things Then it's the question of service mesh Quickly we came up with the question when I joined the team. They were already using a service mesh That you happen to like right? Yes That was already in place But we hear this question with different customer working with as well service mesh come on Do you actually need that to bring up this has a lot of components? It's complete complex enough Turn out that you probably do need it There are some questions asked that some questions that you maybe didn't know that you should be answering asking And this is where the search mesh come into place We had the the two main questions that we wanted to solve This is something that we see a lot of people having you moving things into Kubernetes. We're all that All of that communications unencrypted We want to have it encrypted and we also want that insight you want to get the insights tuned to Sockets to network traffic who's talking to you in terms of applications. I Gave it the I gave it away a little bit earlier because you saw LinkedIn on one of those systems We chose LinkedIn It's all that I've chosen. I've used LinkedIn all the ones as well full disclaimer my LinkedIn ambassador some totally unbiased of course, but LinkedIn has its own proxy really efficient I doubt that is still console the other ones would have been issue performance wise But we take everything all the performance gains we can get The main driver was that LinkedIn has a very good day to operations not only the documentation But also the community that was helping us with solving some of these the scenarios or constraints And the concerns that we had that we didn't initially have The main thing although the encryption is important The main thing that we got from from LinkedIn and a service mesh is that network insight You have it already in other applications, but in Kubernetes to you are somewhat in the blind Here we could see sockets if the application should be are doing that correctly reusing those sockets You could see Who's calling who and a lot of other metrics as well? There are a lot of other CNCF tools that we used. I like to highlight the Thanos project We use Prometheus operator scraped the Prometheus Metrics that we got from LinkedIn and and Store those and then I should blob The idea is that a couple of years from now We can see trends going back and see where are the most calls coming in what kind of application having the most trouble And we also had Kira in place that could take in those Prometheus metrics coming from LinkedIn For example and do the automatic scaling again Trying to be more cloud native Something that we saw from the teams that scaling was not really something that they were thinking so much about But we tried to help them in that as well. Yeah, so final section about team onboarding We have to spend time on onboarding teams in the company to introduce some of the key concepts around get-ups, of course There is initial thresholds to get over when moving from the push-to-pull based approach And we also have to do practical setups sometimes together like Frederick showed setting up the repos and everything Also, there's sometimes a need to get used to get ways of working even with pull requests reviews and Quality assurance tooling and stuff like this. We have to emphasize that we should try to keep the platform as stateless as possible So it's possible to recover more easily in the event of failure that Frederick was discussing Also, we emphasize that app should be built in a more stateless nature and rely not rely on a single pod or a session So onboarding sessions are really helpful for us and gives insights for both Sides to be able to run the system in an efficient way together and learn from each other We also create dedicated teams channels and communication between us and the teams that on board to the platform I think we have a couple of questions for Q&A as well Yeah, can you maybe go to the microphone? So hi as you are a part of a highly regulated industry and being in a highly regulated place have you encountered any pushback from Like the regulator in body or from inside the company Regarding going on with these newer technologies, which you are starting to use Yeah, we did All right, but how did you deal with it? We've tried to explain and put in many is saying how we would solve their concern Like a lot of times you're saying no, no, no, you need this subnet here We need to separate traffic here and we should do this and that and we said, okay But what you're actually trying to solve is to be able to encrypt traffic not having anybody's singing Trying to go to the underlying problem that they're trying to solve and tell them We are solving it as well, but with more cloud native tools That's that's one way of doing it and and if you mean that The question about moving to cloud at all or not Then of course we have that discussion in the company as well But currently we have taken the position that we can do it and we just have to find the ways forward That's something that we hope this talk will convey as well If if the the biggest insurance company in Nordics can do it Hopefully this will be a talk that could push the other ones to see that it's actually possible Thank you. So I had a question So you said you got folks or development teams that voluntarily come use your platform So one of the things I wonder is what are some strategies or approaches you took with your internal customers? That worked and made them want to onboard Tell them trying to Careful listen to what problems that have and tell them how we could solve those problems for them We were trying to do like a minimal valve of product more for startup rule where we could Create something that solves a problem not only being cool technology the get-ups part for example being able to to control The applications and scaling automatically was a pain point that a lot of teams had Yeah, the short answer is try to solve the problem that they have then they would go and a lot of teams spent Too much time on managing the Kubernetes and platform part It's a lot of tools and technology to get into We and we said that how about we do that for you and you meet us on the halfway and brace the in this case The get-up part and you'll get Automatic encryption you get scaling you get alarms that we set up for you and then there are probably on board But yeah thinking more in there in the startup role with something and probably Thank you so much an excellent time. Thank you Yeah quick question about test data and how test data work in a highly regulated industry if you could say a little bit on How you distribute and work with it? I know it's a big topic It's a bit off topic the test data It's a big topic and it's kind of outside our scope for this platform But is it's of course naturally a discussion we're having in the company as well how to manage the test data and I think Like one approach is marking that data from the back end That's what I could say right now Trying to keep the platform more stateless possible as you once mentioned That's one way of doing it, but I've seen a couple of scenarios where You to test the application on very small amount of data and then you go into production with Real-world data which is so much more and you see that the application and system doesn't scale Being able to generate some stat synthetically data to test those things is important thing When it comes to GDPR I mean those data Masking it etc as you said a big topic, but very very important for sure So my question is about you had several teams for example for web application firewall Was that integrated into gate ops or was it still separated? No, we're keeping we're keeping it separate now So we're working with the networking team that are that's quick sort of at the same time setting up this central capability in the cloud around Web application firewalls. So our our approach is to connect to that and use that Yeah, they were already a lot of Security and firewalls and Palo Alto and a five everything is place We spend quite a bit of time figuring out, okay Where can we put our Kubernetes cluster to still use the functionality of those keep the network in primary at ease? F5 Palo Alto firewall awesome products. We didn't want to replace all of those But finding that sweet spot is so these but quite a bit of time But quite often you need to make changes specifically to an application was that then still Like to the central team or was that all then to get upset you could make that change to that central product We were onboarding the team now. You know says more knowledge from that recently but That's it. That's a big topic as well trying to embrace the cloud native Obviously, we see if you go for something that you have on-prem One big monolithic stateful application moving out to a cloud native landscape Very important and you have to know more on system development as well That's something we try to to work with in the platform team That we shouldn't only be with concerning platform and cloud native tools You should also have people that have been building system and being an application developer in addition Especially where if you want to move from a stateful application on-prem on to the platform Yeah, good question. Good question and We will be in part dependent on another team as you say We're trying to solve that in different ways and one of the ways is like us owning maybe the certificates and The entries so that we can easily onboard teams and add them as entries to In a more so that we still can move fast And The other questions, yeah Do your applications does the platform also hold the data and you didn't talk about stateful sets And how you can do disaster recovery with the github approach when you have drives and also how do people create databases? This is part of the of your platform or they have to order them or offline and then just connect them Good question Yeah, it wasn't part of that. Yeah, how do you manage the data and especially in this house to cover place? Is that a correct one a Little bit of a cop out I would say because we we kept the the state and the databases outside Once you introduce all of that databases in the platform Stripping those doing snapshots of those more difficult of sure One part is the Prometheus for example that has the this This persistent volume and We made a conscious decision. Okay any worst case scenario. We would lose two hours of metrics But it's a trailer. We could spend more time on it as you move on now But it's it's an MP and then you you start getting okay. That's crucial, but the shipping those off with tunnels Helped us quite a bit. Thanks. We because we have a very similar setup and we have the same problem I'm trying to solve that. Thanks There's a queue for Questions. Yeah, I wanted to ask you about audits, do you have external audits of for security compliance and how do you pass them because from my experience auditors When they see this added complexity of Kubernetes, they just Can not always follow up all this complexity So what do you give them? We have audits as an insurance company and we yeah, of course we do and What we're gonna show them if if it comes to it like who implemented what changed at what time it's you know, they get Manifest and they get history, right? So we all have it there. That's the that's the cool part here that we We sort of have a tracking backlog of all the changes that are occurred Towards the environment both from a system perspective, but and a platform expert perspective I'm working for a new company now that is identity provider and payment for it and already obviously PCI DSS those other thing is on the forefront of everybody's mind And it doesn't solve everything But like you also mentioned having those audit logs making sure that you close down the cloud say that For for testing production. You have to do every change in Infrastructure as code and all the application code and platform in those git repos and you can then dump those out to the auditors To say that this is who did what and when That's your audit log Thank you Hi, I was wondering so what's the adoption of your platform and when you don't get all the developers in their company And I guess as an insurance provider you have some kind of legacy teams who are working on stuff that not fits in this concept and If you have a strategy to I don't know Get this adopted across all the company so to mention one Yeah, you're totally correct to start with we have legacy teams And what we have also had legacy Java applications and they have actually been the first movers now moving from the Java on-prem sort of boss environment and It's been starting to spin it up in containers and getting the you know know how and knowledge around that So that's actually the first use cases. We've had so far And there to mention the mount I would say we're right now currently having around 10 10 to 15 different teams onboarding at this moment. I Think we are out of time. Thank you


Hey everyone, welcome back to Nintendo Prime. We got a couple stories here. I want to talk to you about this morning It is Saturday August 13th and oh boy We get to talk about someone who attempted to steal a bunch of Pokemon cards and got in some Trouble although the trouble isn't quite as bad as it could be it might get worse It's really gonna depend on what the thief himself decides to do. We also have some news here about sonic frontiers Man, this is getting pretty crazy out there with all of the backlash over this game And let me tell you there's never been a better time to subscribe to the channel than right now because all brand-new subscribers Until we hit 100,000 subscribers are automatically entered in a random drawing to win $1,000 Cash, baby. That's cash money in your pocket spending on whatever you want Also in the month of August we have an additional $20 eShop gift card for all new subscribers in the month of August, but hey, I'm not forgetting everyone else Look all of you guys have been supporting my channel for a long time We will have a hundred thousand subscriber special and we're giving away a $300 item right now to all Subscribers details on that down in the pin comment or the description All right, so our first story deals with a warehouse worker who's been found guilty of stealing $70,000 worth of Pokemon cards Wow, I'm getting this story right off a go Nintendo and it says crisis Christo has been found guilty of theft Christo worked in the warehouse for Magic Madhouse LTD an online store that sells Pokemon cards We now know that Christo was pocketing Pokemon cards over a number of weeks and his haul included booster packs and booster boxes Over time Christo sold over $70,000 worth of Pokemon cards Christo was caught when Magic Madhouse's owner Michael Duke started to notice that some of their Pokemon card catalog was missing Duke hopped on eBay to see if any of their missing cards were being sold And he noticed a number of auctions that lined up perfectly with what was missing This led to Duke catching Christo in the act via secret security Cameras the stolen property was being kept at Christo's mother's house and the entire lot of stolen items amounted to over half a million Pokemon cards 28 year old Christo pled guilty and was given a 16th month suspended sentence Christo has to repay The six thousand pounds euros whatever which is amount to seven thousand two hundred and seventy dollars US within 78 days of sentencing and must complete a hundred and seventy five hours of Unpaid work and stay crime-free for the next two years to avoid jail time So essentially if he commits even as much as a traffic violation He will be going to jail. So need to be really careful there a hundred and seventy five hours of unpaid work I tried digging deeper into this because the original article came up on kataku And I really wasn't able to see if that was supposed to be you know one of those Community service type or deals or if you legitimately has to work Let's say for mad magic mad house, which would be really really strange You still have to work there and work for free for a hundred and seventy five hours I don't know but this sentencing seems kind of like considering that it was $70,000 worth of Pokemon cards stolen. I'm assuming the amount in seven thousand two hundred and seventy dollars Was determined off of the stuff that was sold versus stuff that they didn't sell I'm assuming within this this whole thing a lot of that You know stuff was actually able to be recovered Otherwise, I would you know, he would probably have to pay back seventy thousand dollars So yeah, I'm assuming a whole bunch of that was recovered But for what was sold on eBay, yeah, seven thousand two hundred and seventy dollars needs to be repaid back So I mean this just goes to show folks don't steal. I mean, it's pretty basic It's pretty simple. I think it's something we all understand is not okay to do and pretty much any circumstance I know some people like to justify Pirating video games and stuff like that You know, I'm not talking about if you own it But if you don't own it pirating video games, some people like to justify But if we're honest, there's a little bit of a difference in some sort of digital good and something physical and Tangible and I think for the most part we all can agree stealing is just not okay It's just not the way to go There's only very specific Circumstances where we might be more understanding such as let's say a homeless kid on the street steals an apple from a vendor I think a lot of us can understand they're just trying to survive But in situations like this, these are luxury items. They are not required for any sort of subsidence to live Yeah, maybe just don't steal. Alright, man. Next up. We have another piece of news coming from Sonic Frontiers, you guys know that Sonic Frontiers is getting a lot of backlash. We also know that on the 23rd It's going to be getting a brand new trailer or hullabaloo happening at opening night live before games come hosted by Jeff Keeley So we're gonna see more of this game really soon and it is slated to come out this year But there's been a lot of backlash specifically stemming from the way that IGN first Depicted the game with raw gameplay and the problem is if the raw gameplay is what's making people criticize the game No amount of opinions is going to change people's minds So let's get into this article again over at go Nintendo It says Sega started releasing gameplay videos and trailers for Sonic Frontiers a few weeks back Well more a little bit more than that at this point. It was beginning of June And even they had a hands-on demo at select event. It was actually a single event I know maybe this writers not fully up to date on everything all of this content led to a portion of the Sonic fan base Requesting that Sega delay Sonic Frontiers in order to up the quality of the game since those calls for a delay came out Sega has said a few times that they won't be pushing the game back Now that same question came up yet again because fans are gonna keep pushing it because they feel like it needs more time But this time it was asked following Sega's most recent financial report So this was being asked literally by their own investors. This question was answered by Sega Sammy senior EVP Kochi Fukazawa and EVP Makato Takahashi and they made it extremely clear The Sonic Frontiers isn't going to be delayed. Here's their exact words We do not consider postponing the launch at this point within the communication with users We intend to reflect the parts that can be reflected within the development timeline and to build empathy with users Sonic IP is a mainstay title We will sell over the long term in the future and we will continue to strengthen it in the next fiscal year Onwards as well So this is really interesting because they're essentially saying we're listening to the feedback of the users and we will make Adjustments within our currently a lot of development cycle. What's interesting is while they're admitting that they're taking feedback You could delay the game and take more of that feedback and apply it to the development of the game There there's two things that I can infer from this one is that they're extremely stubborn They've already spent a lot of money and they're Unwilling to move the release date because it will affect their financials and they're more worried about that than anything else The other one and this might be this might be a better reason not to delay This depends on if this is what they truly feel that they feel the game They have made right now is amazing epic and something that people just need to get into their hands They might have the confidence that sonic frontiers is already an Amazingly epic game that users are misunderstanding because they don't have it in their hands And if that is the reason they won't delay it that actually makes a lot more sense because that's just saying hey look This game is really damn good. We're really proud of our work. You just haven't played it yet That is a defendable stance to take although They're not really presenting that one forward when they say things like we intend to reflect parts that can be reflected Within the development timeline suggesting that hey We are reflecting and changing some things based on user feedback, which basically means You're aware that people aren't happy with the game and you want to fix the reasons They're not happy and that's why people keep asking if you're going to delay it It's not because they think or it's not because People are asking it to be be delayed because look you are listening to feedback and you're admitting that you need to make changes So why not give it the proper time to make those changes? So it really feels like it's more of the former rather than the latter reason But I don't know guys. This is this is just something that I Would like to see when a developer recognizes that changes need to be made that they would allow the proper time to do those Changes correctly again sonic frontiers might end up being amazing and who knows maybe when it's all said and done And I beat the game and ends up being my favorite sonic game of all time I mean they're aiming for this to be a highly reviewed game They're aiming for this to be you know a really massive success story. It's just we're not seeing it at this point We're kind of seeing what looks like a concept with a couple exciting fights Rather than something that is going to excite us in the long haul looks like we might get rather bored in fact So we'll see what happens. I have hopes for sonic frontiers like I have hopes for any game that I'm mildly Anticipating so yeah, I don't know. I hope that their plan isn't to say hey We're just gonna rush this out and patch everything later That to me is not a good look. I know it has worked for some games See if these is an example launched with basically zero end game content And now today see if these is actually rather enjoyable to play But that's also an MMO style game that's not supposed to end. That's not the way sonic frontiers is it's a single-player experience So they really got to get this right out the gate And if they don't no amount of patches are gonna fix it like Breath of the Wild had patches And that was just a patch up frame rate issues if that was the problem fine That's not the problem. The problem is the gameplay itself the world itself Man, I feel I feel you Sega. I feel you're frustrated. You thought the reception would be better I also feel the fans who expect more and better from the sonic team Anyway, folks, I am Nathaniel Rumpeljans from Nintendo Prime Let me know what you think about these stories down in the comments below and I will catch you guys in that next video


Hey this is Brett with Summit Auto and today I'm at the 2022 Chicago Auto Show and I am checking out the very first built to serve 22 RAM that I've seen and for 2022 they have a new theme going on. It used to be for the Army, Air Force, Navy, Coast Guard and Marines. They used to have packages for the different branches of the military. Well they are going with the first responders theme for 2022 so they're going to have a firefighter, police and then EMTs. So this is a firefighter edition, this is Redline 2 Pearlcoat. So it's got metal flake to it and I saw this truck and I'm like wow this thing looks really different. So I was a built to serve and I knew that that wasn't one of the colors on the original built to serves. So I was like what's this all about? We asked the guy here and he told us. So Redline Pearlcoat it's got a lot of metal flake to it, really a cool color and yeah you get the blacked out grille, the LED headlamps, you get the granite crystal 20 inch rims. It comes with the Falcon Wild Peak AT tires. These are AT3WAs and they are 275 55R20s. You get the factory painted ram step bars on here as well. You also get the built to serve flake. Now the other firefighter edition is going to be Diamond Black so the colors for the firefighter are going to be Diamond Black and Redline 2 Pearlcoat. Inside they're going to be trimmed out similar to the old or to the other built to serve models with the kind of heavy duty vinyl and leather seats with the cloth inserts. Notice that there's like almost an orange backing to it. You get the built to serve patch on the back there. Has the all weather floor mats, get kind of the diamond plated finish on the doors there and we'll hop inside take a look at the interior. Now this is a big horn model so it's going to be kind of your normal big horn trim in here. It just has the 8.4, the 7 inch LCD display. You also get the built to serve badge on the passenger side club box cover. Notice you get those patches on the side there and right there. And notice you get the orange stitching on the seats as well. And once again this is the firefighter edition. Pretty cool. I'm excited to see what the other colors are going to be. They don't really know yet and they go into production at the end of this month apparently. So at the end of February they'll start going to putting these into production. And once again thanks for checking out the video. Remember to like, subscribe and share on my YouTube channel which is youtube.com slash Summit Auto. And in fact any second you'll see a link to subscribe to our YouTube channel in the upper left. There are around 1,500 videos like this one in the upper right. A link to one of our built to serve videos in the lower left and a link to one of our latest YouTube videos in the lower right. Click those, check us out. You can check out all my other Chicago Auto Show videos using the hashtag C-A-S-22. And thanks again for checking out the video. Remember to like, subscribe and share.


Today guys I will guide you into getting the legends car, jacket and gun. Those that used to belong to Johnny Silverhand. How's it going guys my name's DPJ and if you enjoyed this video leave a like really helps out and if you like what you see and want to see more Cyberpunk be sure to subscribe. Okay so within this guide you will learn how to get the amazing samurai Porsche. Johnny's awesome jacket and his pistol which you use early on during those moments you play as Johnny Silverhand. Yes the one with that awesome regular old animation. So to get this all out there are a couple of things you need to do. So the side mission is I rewarded from is called chipping in but chipping in isn't unlocked until you complete a side mission called tapeworm. Now this tapeworm side mission is one that opens up after you interact with Johnny after four of the main story missions. Firstly when you leave the club after automatic love then on your way at the chapel after you speak to all at the end of transmission then after your convo with helman at the end of life during wartime and then after you talk to Hanako Arazaka at the end of search and destroy. But once these missions are done tapeworm becomes available so upon completing tapeworm you'll get the continuation of this mission called chipping in. This mission is pretty straightforward as you enroll going search of Adam's smasher. At the start of this mission rogue hands you Johnny's jacket and that's how you get that. Within this mission you don't actually get to Adam's smasher but it ends with a guy called Grayson.  He actually has Johnny's pistol also so that's how you retrieve this. Now I will state you must not kill this dude you need to accept his offer and select got lucky today. Upon doing this he hands you a key to a container and well the container rewards you Johnny's Porsche. Now I will state this mission does continue on where you go to Johnny's grave. Here more things play out to unlock future side missions. If I were you opt into being Johnny's friend via the dialogue options. I will however do another video on these as they are important but for now this is how you get Johnny's car, gun and jacket and guys I hope you enjoy this loot. Also before I forget to mention Johnny's gun kind of has a secret feature one I didn't spark while using it earlier on in the game. If you melee with it it sets enemies on fire and upon me reading its stats there's no actual mention of this whatsoever so it's probably a secret feature so just thought I'd let you know. But the weapon itself is utterly amazing and from when I first used it it was one I knew I had to get and this is how it's done people. And on that note we have come to the end of the video if you guys enjoyed it leaving a like really helps out if you're new around here want to see more cyberpunk be sure to subscribe and if you never want to miss a video I upload can turn notifications on by hitting that bell button but guys thanks as always for stopping by hopefully you enjoyed the video and hopefully I will see you on that next one.


So, it started so good night, good evening, good afternoon, good morning, good very early morning to everybody around the world. This is the special Google Summer of Code office hours, just after the announcement of the results yesterday. It was late for many of you in India, but a lot of people were online to wait very excitingly on the results. Some were happy, others were less happy, and these are the kind of things I'd like to discuss today. And for that, I'm going to share my screen. I have a single screen here, so I will, from now on, have difficulties to bring in correctly. Oh, something went here. Bear with me, I need to open my slides. The slide deck was closed. Apologize for this. But here we are. Alyssa or Bruno, do you see my full screen? I can see it. Okay, great. So, I'm a little bit driving blind, so I have a hard time to see the chat or to see head movements or whatever. So, I'm counting on Chris Bruno and Alyssa to give me signals if there is something important. You got it. Okay, the first thing. I stole this slide from Alyssa because I like it very much. Some general information about questions and answers and a quick reminder to the code of conduct. This is the link we have, and I love this picture. So we're here to congratulate the contributors that were selected for Google Summer of Code 2023 and to discuss how we move ahead. So the people that were in the projects that were selected, we have the GitLab plug-in modernization with the harsh. We have adding probes to plug-in health score with Chakruti. We have building Jenkins IO with alternative tools with Bandit. And we have Docker-based Jenkins quick start examples with Ashutosh. So congratulations to all. Happy for you. Now the adventure starts. So if you remember the analogy I used with rock climbing, now we reached the Everest base camp. Now there are not four contributors there on the rock. We have five, but let's say it's four. Four made the long track to reach the base camp. We learned a lot. If you look back of what you now know and what has been achieved and the knowledge that you acquired, everybody had a great journey to reach this point. Now four people are going to continue the track and start the assails on the summit. We are now starting with those four persons and the mentor teams. We're now starting the bonding period. That means that we're going to plan what we're going to do, how we're going to do it. And yesterday evening after the announcement already sent some ideas, guidelines or recommendations on how to move on with the bonding period. We're going to let you breathe a little bit because there's a lot of excitement for that. Just a note for Jakruti. What's his name again? I'm getting old. Adrian is currently on holiday. I couldn't join the meeting so it might take a couple of days, but Jake will organize things and I will look up that we don't lose too much time in the preparation. But there's a bonding, this is what is for the people selected. Now I want to address mostly to the people that were not selected. The choice was not easy at all. So we had 62 proposals and 13 proposals made it into the shortlist where they were really very strong and we had to choose them. And we picked up four projects and ranked them saying these are the projects that we can do and support and we hope that we get them funded. We were lucky because the normal number of projects per organization is three and the majority is three. We got one more, so we got all the projects we asked for and that we were able to do. So we were lucky. I want to remind everybody that our ranking choice was based first of all on the proposals quality and I must say besides some junk proposals. People never attended, never tried and I want to emphasize here that all the projects that were or the proposals that were in the shortlist had drafts published and reviewed. So this confirms that this is a key for success. We had also to take into account the lead and co-mentors and to set up a teams as said we were short in mentors and some mentors had to hook off and this is something I'm a little bit sad on but it played an important role on our capacity. And then we also put into the equation before shaking everything very strongly and make a decision the importance of the project for the Jenkins project. Project messages, it's not a judgment on your capacity or skills, so this is important. Many, many parameters that play there. So I want to acknowledge this appointment is not easy. The people that already went through that process know what I'm and the people that are currently that were not selected know what I'm talking about. I have a few recommendations, a few things I would like to share. First, look forward. Don't look behind or have regrets. The only thing where you are the only reason you would look behind is to be proud of all the work that was accomplished, the things you learned during these long weeks and months of preparation. So look forward. Continue to learn. And the tip is build your open source or your Jenkins muscle in the same spirit as the discussion we had in December. They prepare, learn, get to know people. I am available for whoever wants to have a discussion with me on the experience. I'm interested to know how you feel and how you perceived what happened. So I'm ready to make my time available for that. I'm ready also to discuss with you individually so we can speak more freely. How to move forward. So I will not discuss any details on the ranking decision and how we made so there's don't try it. How to look forward. So please don't give up. And when you fail or you have a problem. Don't give up. Learn from the experience. Well, fast, but learn from it. Here you see a few comments. Some people that were selected were rejected several times. So you need to continue, improve, get stronger, get more experience. Continue to invest yourself in open source generally, not only Jenkins. It's the most important open source project that everybody knows, not serious there. But it open source is a great school and a great way to acquire new skills that are useful in life, but also in a professional career. The general advice I would like to give is observe. Look what's happening. Get in. So learn from what's happening. And this you can only do by getting involved. So participate to meet things, participate and I give details after.  And forget it's not only hard skills programming and Java and these kind of things. It's also about soft skills that we're talking here in particular. So several people had very interesting to the projects and the proposal on these projects were very good, very strong, had very good ideas in them. A lot of prototypes and ideas were in these documents. And I know there's a lot of work and sweat in it. Submit them, just create a PR and have the people have the community discuss them, improve them. The best example I can give for that, now forgive me, I forget the names. So I apologize for that. But one of the projects we had that we had to stop before was about the user interface for plug-in health probes, the user interface. The project was dropped and one of the would be contributors for that project. When he just submitted the PR of start of his work, this PR was merged and was a huge improvement and also a first step in that direction. And it had a lot of positive influence, heard a lot of people talking in good about that. Don't let the effort get wasted. You're going to learn and you're going to get rewards for that. If you want to do that, just remember that you will be using the resources of plug-in maintainers or the community. It's less focused as the mentorship for Google Summer of Code. So you will have to find solution by yourself and it will be more slow and also more effort-intensive. But this can spread on weeks, months, so no problem. So it is the first advice. Second advice is to attend the special interest groups, so the SIGs. There is UIUX, SIG, for instance. There is also the platform SIG, there is also the documentation SIG. These are meetings that are held at very regular interval. They're documented on the Jenkins IO site. This is where you're going to meet or listen to other members of the community, more experienced, and you will learn there what's going on, what is currently important or useful for the Jenkins product, what to focus on. So, well, OK, I like user interfaces, user experience. I have skills there, but where should I work on? This is where you will learn and know, oh, this is important. OK, I can participate to the effort. So this is why I'm pointing to that. And also you will know who are the people in the community, and they will also start to learn who you are. So this is also very useful stuff for you personally, but also for preparing the next GSOC run. Stay engaged and active. One tip, so submit PRs and things like that, but if you still want to learn something that I find very useful is any of your subjects and the matter you're interested in, look at the PRs that are submitted by more experienced people. So try to understand it, contribute to the review, and suggest improvement or ask clarifications. I don't understand why this particular test is included. This is a very good way to learn how it's done. The easier thing to do and a very positive thing is you try out the PR. So you check it out, build it, and then you try to reproduce the problem and see if it's solved. And you find bugs or tests that do not cover some of the configuration or test case. This is a very useful contribution and will help you to move on in your learning path. The next great opportunity to learn is Oktoberfest. For people not familiar with Europe, so in October, there is a big beer fair or party, especially in southern part of Germany. It's known Oktoberfest and they changed the name. So look up on the internet if you don't know what it is. It's a great way to learn and it's also a good way to win some swags. So I'll be also doing some promotion and guidance during that event. Now, a big recommendation I have, we're outside of the scope of GSOC, where a lot of resources from the organization from Jenkins Project are mobilized. So be respectful and humble in your participation. So be specific in your questions. So especially as, for instance, maintainers or other people, are very busy people, are generally very focused on some of the issues. Be respectful of their time and do your homework. Do your homework in having looked on your own for the solution or why am I stuck and try to describe your problem, what you tried to do as precisely as possible. And be patient. Here for GSOC preparation, we had a lot of people involved. And I want to give a shout out to Chris Turn, who was particularly present in the presentation. And so I hope the noise of the rain doesn't get through the microphone. So be patient for that. So these are the kind of things, the things I wanted to share with you. So I open up now the discussion for the people that were selected, not selected to what I said. Elisa, is the rain getting into my mic? Not at all. I can hear you. For me, it's, for you, it's clear. I do not hear any rain at all. OK, so either everybody fell asleep during my talk or open for question. Don't forget to unmute. I think somebody wanted to intervene during my talk. I don't know if it was Elisa or Jakruti. It wasn't me. I was saying that Adrian had already told me that it wouldn't be available until 10th or 11th of May, something like that. OK, good. I'll leave more time then I have some practical details. Hello. Am I audible? Yes, go ahead. I wanted to say that my exams are shifted to they're started from tomorrow till 13th May. So I won't be able to give out in the until exams are over. That's OK. You should write it down somewhere so that everybody knows the other mentors were not there, for example. So should any mail or something so that we know that we can't expect to see you in the coming week? No, I'll try to attend every meeting and all that. But like I won't be able to research and study for the shock. OK, I exempt someone. More important than, yeah. Oh, well, you don't have to attend just each and every meeting. If we could just make one meeting with the mentors so that we can discuss the project, that would be enough. Don't stress too much on that. Just stay focused on your exam and just one meeting, half an hour at work, and that will be OK. Thank you. A lot of things can be done offline. So I think for the people that were selected, it's quite overwhelming because now you realize now it's a real thing. And especially with the mail with all the thing I sent yesterday. So don't don't get scared by that and ask for guidance. To your mentors, your mentors are there and share that with them. And I think one thing I learned from last year's GSOC is over communication is much welcome. So even if you can't attend meetings, keep the communication line open with status updates, questions via emails like, you know, Jean-Marc mentioned earlier that there's other ways of communications, but over communication is very helpful and it's key. Yeah, I would rephrase it. It's key and helpful to turn it the other way. It's it's very important. Who wanted to add something, Ashutosh? I'll try to over communicate. OK, good. Chris, you wanted to say something? Yeah, we have a question on the chat. OK, can you point it or maybe rephrase it or? OK, we know what it says. It's from Satak Mani. It says congratulations to everyone selected. What are some of the mistakes I've made personally? So any other mistake, improvements, suggestions? Thank you. That's what it says. This is something I prefer to discuss one on one. And these are not mistakes. And let's look forward and see it, General, but I'm ready to discuss it. I prefer to do it one on one. The general rule in open source is praise is done in public. Critique is done in private. And so take the opportunity to to have a discussion. OK, other questions? Currently, I'm already working on a PR, but since Adrien is not available, actually, so I need some help with the PR. So in the meantime, what other things I can do? You so I'm unmuted now. So the phone was ringing here. OK, the case of Adrien. I will look with Jake to see how we can jump start the preparation. There are few things that you can prepare and they can be prepared offline. So at your own pace. The first thing is, for instance, your biography or your presentation on the Jenkins IO site. This is a file and you can ask on the GSOC Gitter channel if you need pointers. It's a file you need to create on the Jenkins IO repository. That follows a certain format where you're going to give who you are, what is your background and show you look what the others did. A little picture or an avatar. And this this can already be be done. So the no GSOC contributor file. I'm seeing the chat here is not the file to update. It's a file to duplicate. So create one with your own name. And you submit a pull request. On it, and if the syntax is not correct, you will be helped. Then there is also the project page. And we can point to that where a certain number of details need to be filled in, added, for instance, an abstract of the project, some links and these kind of things. So you can already work on that. Submit a pull request and ask the mentors to review it. So this you can already do and will take some some time. One of the expectation is for the end of the bonding period is that you're able to do a blog post on Jenkins IO where you will describe who you are, what the project is about and what you're going to do. So you're going to address to the community to explain what you're going to do. And because now people that didn't participate to Google Summer of Code are eager to know what is this? What are the probes that are going to be added so you can do some publicity over the work? Does that answer your question, Jakruti? Yes, thank you so much. OK, so don't hesitate to ask the questions on the GSOC-SIG channel or on community.junkins.io. Working asynchronous is a perfect way of doing. I have a general detail that I didn't raise in my presentation discussion at the beginning. It was that we will continue to hold at this time an open office hour. It will be dedicated to the GSOC contributors, the mentors. It's a moment where we'll sit together and see where we're standing. The focus is on the people participating to GSOC. But if people want to listen in, there's no problem with that as long as you don't disturb the flow of the meeting. Now, if the time doesn't make it, it doesn't work and we have a majority for that, we can shift the time. But on Thursday evening at this particular time, it worked for the majority of the people. We can move it. If you can't make it once in a while, exams, work or whatever, we're not at school here. We're here with adults working together. This is a community. So we'll move forward. Last year, these office hours for GSOC participants were felt as being very helpful. And just creating a community was very interesting. Do we have other questions? Does it look like it, John Mark? No. OK. So if people would like, like Sartac, I've seen Mokul is also around, don't hesitate to reach out directly to me. And I'm ready to discuss a few things where I will not get and don't try to. So no complaining, whining, why I wasn't picked up. It's unfair. And these I will not go into these discussions. So, you know, we're here to think and build for the future so that you can make it in the future. GSOC edition. OK, John Mark, but how should they contact you? Yeah, email. Yeah, I edit the email. I'm going to get spammed. So the presentation slides will be published and. Well, OK. Yeah. My email address is already flying all over the Internet. So I think they can also find your email address when you send them send the the folks who were declined a personal email. Right. Yeah, have your email from there, too. I will I will reach out to a couple of. Well, whoever wants can can reach out. Or maybe via this course, you know, on community. Jenkins.io, you can send the DM. I don't know if you read them. No. Yeah, sure. Sure. Take some time sometimes. But I'll just just ping me. I'm ready to discuss. I'm also interested in these discussions. I want to learn what is your experience? What can we do to improve our handling of it? Well, it was difficult. So I'm I'm I'm and also as a human experience. I'm interested in that. OK. Good question, Chris. Other questions, otherwise we can. Close a call here. No, I we put in the and we put also in the meeting notes. My email address. Yeah, I can do that. OK, so congratulations to the people that were selected. For the others. Don't give up. Continue. And have a nice rest of the day and have a nice weekend. Thank you, everybody. Bye. Bye. Thank you, everyone. My everyone.


Tonight is our 30th anniversary gala, it's the kickoff for our Cowboy Santa season and so tonight the Chamber of Commerce is sponsoring this. We have a band, we have restaurants here, everybody has been invited to come. Our sponsors are the Chamber and all of those will be here and just to celebrate and kick off Cowboy Santa's. We have a silent auction going in, we're going to be selling reindeer antlers and everybody's supposed to come in and bring a new toy or book and so we're celebrating. For the last 30 years the community has been coming together with the help of so many city employees collecting toys and books for those children that might not have a merry Christmas without the assistance. We need your money to turn that into dollars, let Carol work her magic and turn every single dollar that you give into four for these children. We want you to know as well that 98% of your donations stay right here in the community. You know Rosie was talking a little bit about how much volunteers are needed and as all of you who have worked here before know, one of the core groups that helps out here are city employees. So I ask you to step up to the plate, to write a check, to volunteer. Go shopping for toys even if you don't have kids. Go shopping for toys anyway for those who need those toys.


Hi everyone, Joe for jazby's casebreaks.com, happy Tuesday, coming at you with a filler for the 42 box football mixer. So there's going to be three different dice rolls in this blaster box. The first one will be the five spots that were given away within the optic football break. Then we'll do the dice roll for the names and teams of the break itself. Then the third and final dice roll will be the five mixer spots that were given away. So big thanks to this group here for getting into the action. So we only sold 27 spots outright and we're given away those final five spots. So here's our first dice roll. Thanks for getting in. Let's roll it randomized three to four, seven times, top five after seven. One, two, three, four, five, six, and seventh in final time. After seven we've got the top five right here, David, Steve, Brian, Tom and Brian again. Congrats to you. Extra spots for you. Which means, yeah, there's extra odds to maybe win a mixer spot. We'll put a little rooftop next to your name so you know those are the spots that you won, which you can differentiate from the spots that you bought. Everyone else, don't worry. You still got a shot at everything. All right. So once again, second dice roll will be for names and teams. This is for the break itself. Four and a four, eight the hard way. One, two, three, four, five, six, seven, and eight. Once again, four and four, hard eight, one, two, and eight in final time. Falcons down to Dolphins. Just for the filler break, not going to read off everything. No trade windows either, but here's the list right here. Here's the second half of the list right there. Could be some surprises in a blaster box. Maybe we'll see some of the top quarterbacks in this 2020 class. So let's print and rip and let's see what we got. Camera angle a little bit better here. I'm not sure if that's as close as it's going to get, right? All right. Good luck, everybody. Now, if you're watching live, we have to do just one more of these. Give away the final five spots and that sells out the 42 box football mixer. We're doing the same little promo here too. We're going to give away five extra spots within the break itself, which could give you better odds to win mixer spots. So let's get that on the schedule. That's kind of a longer break, but I'd love to get that on the schedule and out of the way before tomorrow. Maybe the old one-of-one can give us a little luck here. It's a fall tradition here at Jaspie's. All right. What do we got? There's Michael Pittman, Jr. Pink. Oh, thought that was going to be a Justin Herbert, Hollow, but no, it's Josh Kelly. There's Jalen Hertz, Gabriel Davis, and Devon Dubin. All right. Nothing too crazy there except for that Jalen Hertz. That goes to Sean A. and the Eagles. By the time all said and done, he might have a pretty nice season at the end of the year. All right, let's flip back to this screen here for the third and final dice roll from Steve down to Mark. This time, this is for the big stuff. This is for the mixer spots. Top five after five. So top five after five, one and a four. Good luck. One, two, three, four, and fifth and final time after five. So from six on down, it's sad times. Very close, David. But remember, like I said before, if you're watching live, there is one more of these we have to do. If you didn't win this time, give it another shot. We'll get them next time. Thank you for taking the risk on this. Top five. Congrats to you. You're happy. Happy times for David. Oh, you're in. With that extra spot, there you go. Winns with the extra spot that he won. David again. Bo, Sean A, and Brian Frank. All right, so I don't feel so bad for David in that sixth spot right there. That's usually the close but no cigar spot. But after five, David gets two spots. Brian gets a spot. Sean gets a spot. Bo gets a spot. Thank you very much, everybody. We'll see you next time for the next one. Bye-bye.


As we have discussed in our earlier slides, the goals of on shelf availability that is to make sure that the products are available on the shelf and the customer will get maximum availability availability on the shelf because if the customer will find the products then ultimately the customer will be satisfied. So how you can ensure this on shelf availability? Let me discuss with you one by one what are the key components involved in it and how we can sort it. So first of all you can see there are four main components the interaction of these four will of course help in improving the on shelf availability. The first part is planogram the second part is gap check third part is related to replenishment and the fourth part is related to root cause analysis. So now we are going to discuss the interaction between all these four components between all these four attributes which actually help in the on shelf availability of the particular product. So first of all we are going to discuss about planogram in detail. So what the planogram is about so planogram is actually the document describing the exact placement of each product on the shelf and its facing capacity very important thing is to understand about the planogram. So planogram in general it is the plan of every single product of each product placement where to place each product on the shelf. So how many facings how much capacity how much quantity which size so everything has to be mentioned on the plan. So the planogram is actually generally looks like this it is a plan on the paper it is a plan on the system that you actually reflect how much products how many facings how much capacity has to be mentioned has to be displayed in actually in practical into the store. So this kind of planogram you see for example here it is on the display of the store. So every bay in the retail store has his planogram so all the the responsibility of the merchandising person the responsibility of the merchandiser is to make available the product as per the planogram. So they don't know what to present they should have to follow religiously planogram and the planogram is normally made after a complete calculation of what is required more by the customer with size which how many facings how much capacity and accordingly you create your planogram how many products available you have how much space you have and ultimately the combination of all. So the planogram is the key to display each product to place each product on the shelf and this is actually the plan for particular thing for each item which is available in a retail store. So planograms is useful for everyone it is useful for customer it is useful for store it is useful for the buyer also the person who is buying this product also. So how it is beneficial for the customer let me first explain you. So first of all to provide clarity and consistency of presentation for the customer. So because the products are displayed following a complete and comprehensive planogram which means a comprehensive plan to display the product. So the display has more clarity the display has more consistency in the presentation ultimately customer will feel easy convenient to buy the particular product from the retail store. How this planogram is beneficial for a retail store let me discuss with you now. So normally the three main benefits three main usefulness for the retail store first of all to ensure stable location of goods and on the shelf. So everyone in the retail store should know that where the products in a particular retail stores are actually located for example if a customer comes to you and ask you about where the rice is or where the pulses are or where the milk is or where the bread is. So you if you know the whole planogram you can easily guide not even the aisle you can easily guide about the shelf about the bay where the product is actually available. So it gives a stable location of goods on the shelf a proper placement plan of the shelf so that the customer knows about it. Then the second benefit to the store is to aid efficient replenishment by identifying product placements and facing. For example in a retail store when you see a merchandiser you see that in the plan let's say ketchup to display I have four facings guidelines that you have to display four facings of natural ketchup for example. So what he has to follow he has to replenish every time the four facings he cannot by himself can change can reduce or can increase the number of facings of let's say national or let's say Shangri-La or maybe any other brand. So he has to religiously follow that is actually a Bible for him to follow that whatsoever is there on the planogram he has to follow. So it will give efficiently efficient way in replenishing he do not have to think himself he has the plan and accordingly he has to replenish it and of course that replenishment will be an efficient enough because there is a proper plan to it. Then you have the third benefit to the retail store is to avoid hidden gaps and therefore help the store controller to carry out accurate gap checks. So if you have a properly goods merchandise available on the shelf properly on shelf availability planograms are going to have been followed that ultimately if the some products are not available on the shelf there is a gap it can be easily identified if the planograms are religiously followed. For example if there are two types of products they have two products for example two brands we were discussing example of let's say ketchup again. So for example national ketchup for example Shangri-La ketchup so ultimately if the national ketchup is not available then there should be a gap there available on the shelf gap should be there on the shelf. The no one is allowed to fill that with some other product so if the products are not available it is easily visible to the management it is easily in the notice of the floor manager it is easily in the knowledge of the store person it is easily in the knowledge of the merchandiser himself so that he can report back to the management that this particular product is not available in the retail store from X number of days. Now let me discuss with you about the benefits to the buyer the person who is procuring who is buying this product for the retail store. So first of all it to give the buyer a very clear picture of where his or her products are placed in the store so to the buyer because the buyer is not in the store every time but if he has the plan in front of him he can easily track back what is the clear picture which should be on the shelf so he can easily see what was the plan and what is actually implemented. So both things will give him a very clear picture. Second about providing the accurate data for analysis purpose analysis procedure so the benefit to the buyer how this this planogram is useful is that it gives an accurate data for analysis purpose for analysis procedure to the buyer. So buyer can easily make an analysis that if I have made so for example 10 facings of a product then how much this product is actually contributing back how much percentage how much scare fit is contributing back what is the productivity per scare fit I have given to this particular product or particular service. So again it is important for the buyer it is important for overall retail store and of course it is important it is useful for the customer as well. Now when we talk about the planogram implementation so implementing planograms using the following game lines normally what you have to do you have to follow these guidelines in order to implement the planograms into the retail store. So there are key three main guidelines number one guideline is about the planograms are defined and sent by the national planner or the merchandising head or the merchandising manager or the merchandise planner. So they are the one who actually defines who in coordination with the buyer in coordination with the store with both a perspective considering the space considering the contribution of that particular product considering the need of that particular product for the customer considering the frequency of sales of this particular product. So they define proper planogram to and send to the retail store so planograms are normally defined by the national planners or the merchandising heads. So and then they need to be implemented in the store within two weeks of the receipts because the store is frequently following let's say promotions making changes after every week or twice a week or twice a week or after a month. Most of the cases it is after two weeks so the planogram needs to be implemented once received into the store it has to be implemented within two weeks from the receipt of the store. So this is the basic guideline normally followed in all the retail stores third thing about the third main thing about the implementation blocked articles are to be separated in the defined clearance areas. So there are a lot of articles which are blocked for sale which are blocked for ordering by the buyer. So once the articles are blocked are blocked articles but the articles are available into the store so what you have to do you have to separate them and then you have to put them into the clearance area. So there should not be available on the main planogram shelf on the main shelf. So what do you have to do you have to separate them and you have to put the put them into the clearance area. If you do that of course you can liquidate these articles from that particular area. So normally in the planogram are the active articles articles which are normally available for the customer to sell the last part about the planogram maintenance. What you have to do quickly three points you have to respect product placement you have to ensure that whatsoever and how much quantity is been asked for you need to place that particular product accordingly. Second you have to respect number of facings if the plan says four facings you have to be insure four facings if the plan says six facings you have to ensure six facings. Last point about the maintenance that do not put a new article on the shelf until a revised planogram including the new article placement has been received. In most of the cases it has been observed that for example if there is a new article into the store and that is not the part of the planogram normally the merchandiser makes the display of that particular product at his at his own. So what you have to make sure that what you have to implement if until or unless the new planogram the revised planogram is not yet received you cannot display that particular product into the retail store. So planogram is the key and that is actually the plan to display the products on the shelf.