Hi! I'm Mike Chang. Before we begin, let's start with a look at the world in this difficult time, in the hope that we can stay together, stay socially distant, and work on ending racism once and for all. Now to set the premise, you've just been hired with fabulous amounts of money. You're even getting a free high-end laptop for your work. You feel great, until you see the rules about Linux.  It's like your new company doesn't support Linux. What can you do about that? Thus the title of my talk, when Linux on the desktop is a second-class citizen, and how you can make things better. If you want to copy the slides, here's the URL for you. If you miss it, keep watching. You'll see it periodically at the bottom of many of the slides. Time to talk about myself. I'm a documentarian, also known as a tech writer, for a company called GitLab. A single application for the entire DevOps lifecycle. Sales pitch. But before becoming a tech writer, I wrote a few books, one for the Red Hat Certified Engineer Exam, and then also something called Linux Annoiances for Geeks. I've been using Linux since 1999. My first distro was Red Hat 5.1. Just before Anaconda became a thing. If we were physically together in a room, I'd call out each of these job functions. I'd ask you to stand up. But as you're probably sitting at a terminal, let me just suggest that you stretch. If there's one thing for sure, Linux users are everywhere, and we're all geeks and proud of it. And in tech, being a Linux geek gives us empathy for our users. At least in the enterprise, most deployments today are on Linux. At this point in my talk, I could go in two different directions. Linux for all or Linux for geeks. There are arguments for and against both. If I were to push Linux for all, I'd have to list lesses and minuses. Yes, you wouldn't have to buy an office suite. You could look for open source options of specialized tools. But there would be fear, which you'd try to alleviate with training. Nevertheless, you risk complaints before you get to those huge potential rewards. In contrast, there's Linux for geeks. By definition, people who self-select Linux have advanced skills. They need minimal support, and they require little training. They have a high comfort level with the operating system, and they're focused on the rewards, specifically increased productivity by using the operating system they work with best. As much as I'd like Linux to rule the desktop, that's not realistic. Linux is made for people with advanced skills. Sure, anyone can handle Linux if given enough time, but that's not realistic. People who've learned Linux have, more likely than not, learned it through the community. They have expertise, and they know how to support each other. Every year, since maybe 2004, people have been saying, it's the year of the Linux desktop. I know people are still pushing the idea, with story of their non-techie relatives. I believed it for years. It hasn't happened, and I'm not sure it'll ever happen. I mean, early in June, I ran into this error message. My first thought was, well, where's that USB stick with the later version of Linux that I have in reserve? And then I thought, gosh, if I had installed Linux for friends, and they ran into this problem, would they still be friends? Fact of life, as Linux users, we tinker. Not everyone can handle these kinds of error messages, but we expect them. But these kinds of errors create fear. But you might say, what of the blue screen of death? Yes, it's awful. The message is so awful that Microsoft changed it all the way back in 2009. Yes, the blue screen of death still exists, but it's almost user-friendly. It even has a message for the geeks among us who want to know more. In small print, but you can see it. In contrast, we still have kernel panics, with error messages that look almost as bad as the blue screen of death. And pity the poor accountant who reads through the entire message, only to see the word panic at the end. I'm not sure I'd want to imagine how that account would react. So the choice here is straightforward. It's easier to advocate for Linux for geeks. Pardon me. Now, remember, we want to help people think more highly about Linux. So how do we advocate for Linux? How do we make Linux more mainstream in the corporate world? To that end, I think we'd have to address six issues. I'll go through them one by one, and this will make up the bulk of my talk. Let's start with fear. With exceptions, when you present Linux to management, you're presenting something that's unfamiliar. The penguin might seem less than serious, but then someone remembers, Linux can be difficult. Then he might see this kind of reaction from management. Yep, Edward munches the screen. But why would people fear Linux? Seriously, in any world where someone might say, rebuild the kernel? Well, that can be too technical, even for a good portion of Linux geeks. It's free. Well, there's a Portland furniture guy who used to say free is a very good price. It is. But when you say it's free, it makes people think you get what you pay for. And if something is free, it's not supported. Let's go through the first fear that is too technical, even for your geeks. Yes, rebuilding the kernel may be too much of a challenge. And yes, there can be hardware issues. What do you do about drivers? When people create you hardware, they don't always create drivers for Linux. What's the response to that? Well, the Ubuntu is ambitious with their responses. They want a Linux that's accessible to all. So they've created something called the Ubuntu Software Center, a GUI that simplifies the effort of software management. Red Hat has something similar. The Red Hat Software Center. In a similar vein, excellent companies have created systems, hardware systems, laptops, desktops, and workstations that are certified with Linux out of the box. Next fear. Fear of free software. I've been seriously in popular culture. You'd think if it's free, there must be a catch. Some of you may recognize this man, this old friend of Linux. Steve Bommer was chairman of Microsoft in the first part of the century. I think some of this reaction to Linux were based on fear, as Windows was a bigger part of the Microsoft revenue stream at the time. So how do you answer these fears? Seriously, the license of the operating system doesn't affect us, those of us who create software on a GPL operating system, even though it's viral. We can license it any way we want. In other words, the operating system license does not matter. The next question is support. But seriously, what company purchases support for any operating system today? Yes, I'm ignoring small companies without a budget to hire IT. Thus, there are use cases to buy support. But anyone who has problems, even with Microsoft Windows and back OS systems today, relies, at first, on the community. In other words, they'll take a search engine and look for their answer. And companies without IT budgets, that works for them. But that also works for bigger companies. Google supports Linux. IBM supports Linux and they even purchase Red Hat, Amazon, even Microsoft. The list goes on and on. Nevertheless, you still need to choose hardware with care. If a laptop vendor offers Linux pre-installed with support, you know that they've certified at least their laptop hardware. And Linux users, admins and developers everywhere, they understand the power of community in making things work. It's actually the power of a corporate supported community, given the response. Next issue is choice. And that has to be split into two parts. Operating systems and hardware. In the tech environment, you typically have three choices. Windows, Mac and Linux. And within those choices, you have dozens of options. With Linux, you have dozens of different distributions. And making the choice may make you feel like you're in a grocery store with all these options for drinks when all you need is to quench your thirst. You can narrow down these choices somewhat. In the landscape of Linux operating systems, there are three major players. Red Hat, Ubuntu, and Debian.  But nevertheless, even with these three choices, it may seem like anarchy. But these distributions have more in common than most people think. They're all based on the same kernel. They all use the same kind of software, maybe with different icons. But it's the same thing functionally. So seriously, Linux distributions are more like different flavors of jam or preserves. They include many of the same open source components, shells like bash, services like cups, firewalls with IP tables. The knowledge that Linux users share in common is more powerful than the special features in specific distributions. This is for hardware. In general, it's a binary choice. Apple versus the wind-tail options. How do most companies respond to that? Some may say, hey, thou shalt use Apple hardware honors as an employee. Some may say, Windows only. But fortunately, Linux is flexible. Both work as hardware for Linux. And when you do the math, when you do the research, Linux can get you better hardware at a lower cost. But if you're advocating for Linux, you really do need to do the research. Take a typical system. Take the specs that are used at your company. And use those specs to calculate costs of buying new. Make a comparison. As you can see here, the difference may not be so great between Linux, Windows, and Mac, but the cost advantage accelerates when you count the cost of office suites and other specialized software. And in the Linux community, people have been collecting data on hardware and entire systems that work with Linux for years. I mean, literally, there's a list of hundreds of laptops that work with Linux. And that's not static. I mean, just last month, I saw these headlines. I mean, seriously, Lenovo is going to support Linux on all their systems. Wonderful. Dell markets to us as Linux users. Dell.com slash Linux. How easy can you get? Next bit, policy. Policies can be complex, long and hard to read. They're written by lawyers after all. In the meantime, IT departments are overworked and understaffed. Put the two together and you have IT departments reacting in this way. But in many places, especially in tech, if you're into Linux, the people in the IT crowd, they can be your friends. In many cases, they also run Linux at home. And they recognize that you're the kind of worker US Linux geek who will almost never bother them. And generally when you do, it'll be with an interesting problem. At one time, IT was filled with people who did only Microsoft. The MCSE was king. But look at the data today. Job postings by certification. You look at the numbers and then you realize over half the job postings are directly Linux related. It's no wonder that Microsoft has recently retired a whole bunch of Microsoft certifications. So if you're using Linux, people in IT, at least if they care about their own job security, they want to be your friend. And while we're speaking about policies, it's a good time for me to reference the policy of my employer, GitLab. We authorize Apple and Linux systems for our employees. The only condition if you want to use the Linux system is that you're able to support yourself. And speaking of support, if you want to buy support, you have your standard options of Apple, Microsoft and Linux, but buying support can be a chore. You have to figure out, oh my gosh, I'm going to have to get a quote from Microsoft and that's going to cost me a bundle. Look at that price for that Apple support contract. And Linux has options courtesy of Red Hat and Ubuntu. But let's back up a second. If your target is the Linux geek, do you really need that support? Some people say you do. Google supports Linux internally for their employees. They take the latest Debian release, not Debian stable. Debian unstable. They build it up a bit. They lay it out in a pixie image. And I have a link to the white paper in this slide. They store software in central repositories. And they let you install the software available from those repositories using apt, a command line tool. So they expect at least that level of geekiness. Next, customer focus. Fact of life, many of us are moving to the cloud. If we create software, it's typically mostly for people who deploy on the cloud. And based on this pie chart, 93% of deployments use some form of Linux. 6% on Microsoft Windows. Almost nothing on Mac. So if you want to empathize with your customers, you want to be able to walk in their shoes. If 93% are deploying on some form of Linux, don't you want your people to use Linux? Isn't that the way to get more helpful products? Next, community. If you want Linux users to practice self support, you're going to need to let them organize in a community. So how do you manage a community? Fortunately, it's a common cause. Everyone in your office, in your company who uses Linux, they want to be able to use it productively for their jobs.  You're not intimidated by community and you know that you need to do your homework before asking a question. But if you do your homework and show a willingness to help, i.e. building up karma points, others become willing to help you. But with this kind of community, or any kind of community seriously, it's important to have a code of conduct. Linux users, like lots of other people, are passionate about what we do. So what are the lessons of all of this? I have six points with respect to advocating for Linux. What are the answers? From fear, we could say, hey, Linux has corporate backing. From choice, and the anarchy of choice, we could say, hey, all these Linux distributions have lots of things in common. So if your users choose many different distributions, they can still help each other. Policy. IT can be your friend in getting around policy or getting through supporting Linux while complying with policy, as they too want to learn Linux and want to be able to say, hey, we support Linux on their resumes. While support is expensive, if you focus on the Linux geek in the corporate environment, you can say, hey, we rely on self-service, and you can tell people, don't most of your users rely on self-service anyway? Fact of life. Customer focus. Since most customers in the software space deploy on Linux, your developers and so on who use Linux are more likely to have empathy for your customers.  But if you need to advocate for Linux in your company, you need an elevator pitch. For that, I'd keep two things in mind, cost and customer empathy. For cost, you want to do the work of calculating the cost advantage of Linux over back and windows, not only in hardware, but also in software. For customer focus, you'll want to have statistics at hand to be able to say, hey, our customers deploy on the cloud and 93% of them use Linux. Don't you want employees who can get into their heads to help help them to empathize with them to help create better products? And with those things in mind, I can say thank you and also say thanks to my employer with the help of my dog. Her name is Katie. She's a lab. And if this video starts, you'll watch her get the ball and putting that together. I thank my employer, GitLab for giving me the time and space to create this presentation for you. And with that, here's another view of the URL for my slides. And let me say thank you very much. And we'll end the recording. And once this goes live, I'll be here to listen to and hopefully answer some of your questions. Thank you. Ah, can people hear me? I guess I was on mute. Sorry about that. Let's see here. I'm just going through the questions one by one. Ah, first question. Somebody's asking me when one by RTE eight book is coming out and that's that's still do we determine there been believe it or not COVID related delays. So I can't I can't give you a definite date at the moment. The next question is Linux will dominate on the desktop. It is called Chrome OS on Chromebooks and Chrome based now in K K-12 schools, next universities, then corporations, Google Docs is always already being adopted by some major companies. The PC is too complex for most users. Your thoughts. Well, that reminds me of what the Ubuntu founder, Mark Shelworth, he had bug number one, Windows dominates on the desktop. He closed that bug several years ago with the advent of of Android and the relative dominance thereof. So yes, their Linux has made progress. The question is whether it'll become the dominant sort of operating system on people's desktops or will the desktop become irrelevant. I don't have a good answer for that because I'm not a market strategist. Next question. I was curious if you have any any experience with fedora silver blue and the concept of a immutable operating system. I haven't tried fedora silver blue, but I love the idea of operating systems that are well I've been essentially essentially read only situations and that's a good way to promote security to have things set up on and this gets more indecisive than any sort of Linux on the desktop. But if you have something that's immutable that's read only, you know when you can rely on what's happening with the operating system. Next question. Do you think that Linux on the desktop could be the main operating system in the next 10 years? Well, I think that goes back to the previous question about Linux penetrating via education and that's an open question. Maybe, but my personal opinion is that it would need support by a major corporation, somebody who would actually market Linux and say Linux is the future, it's new and improved and all those marketing things that help the operating systems or any other product penetrate the consumer space. Next question. When we did this at Epic, I presume that's the name of a company a decade ago, pardon me, it was quote-unquote opt-in but it was a little more complicated than Linux for Geeks. I guess that's just a comment and I recognize that the way that people adopt Linux in the corporate world can vary widely. Next question. I want to know about the technical writer as your job too. That's a long discussion and I think we should take that to the 2-track wildcard roma on Slack. Gosh, I keep getting questions. Comment. The silver blue and flat pack experience will be a big win with IT departments since IT loves control. I don't have a good comment on that except to say that then I know IT keeps looking at Linux systems as endpoints that they want to control and I don't know if there's a relationship between flat packet and such endpoint control and I guess that's it for the questions and except for the question that I set aside on technical writing. If you're interested in discussing this more, I will hang out in the 2-track wildcard Slack room for a while and with that I guess I'm looking for help from support to see how to shut this down. But before that, let me say thank you very much for your time and listening to my talk.


The paper discusses how influenza vaccines can significantly reduce the risk of contracting influenza and potentially decrease antibiotic consumption, leading to cost savings and reduced risk of AMR development. However, the full benefits of universal vaccination in reducing AMR are only realized when it is widely accepted and implemented. This article was authored by Suzana Esposito and Nicola Prensipi.


The COVID-19 pandemic has led to changes in physical activity, PA, and sedentary behavior, SB, among U.S. children. A study conducted by parents and legal guardians of U.S. children between April 25 to May 16, 2020 found that children engaged in about 90 minutes of school-related sitting and over 8 h of leisure-related sitting a day. The most common physical activities during the early COVID-19 period were free play unstructured activity, running around, tag, 90% of children, and going for a walk, 55% of children. Parents of older children perceived greater decreases in PA and greater increases in SB from the pre- to early COVID-19 periods. Children were more likely to perform PA at home indoors or on neighborhood streets during the early versus pre-COVID-19 periods. About a third of children used remote streaming services for activity classes and lessons during the early COVID-19 period. The study suggests that short-term changes in PA and SB may become permanently entrenched, leading to increased risk of obesity, diabetes, and cardiovascular disease in children. Programmatic and policy strategies should be geared towards promoting PA and reducing SB over the next 12 months. This article was authored by Genevieve F. Dunton, Bridget Du, and Shaleen D. Wang. We are article.tv, links in the description below.


Rusty Kamori, and this is Beyond the Lines on Think Tech, Hawaii. I was the head coach of the Punahou Boys varsity tennis team for 22 years, and we were fortunate to win 22 consecutive state championships. This show is based on my books Beyond the Lines and Beyond the Game, and it's about leadership, character, and creating a superior culture of excellence. My special guest today is a very successful business owner and host and producer of her very popular fashion sense TV show on OC16. She is Valerie Joseph, and today we are going beyond style. Hey Valerie, welcome back, welcome to Beyond the Lines. Hi Rusty, thank you so much for having me. Great to be here.  Now, right after graduating Roosevelt, what did you do? I immediately entered the workforce. You know, so I come from a family of humble beginnings, and I grew up with three sisters, and we didn't have the luxury of sending me to college after I graduated high school, so I thought I wanted to enter the workforce. I moved out of my own, I moved out of my parents' home, and I wanted to make my own money so I could buy my own things and learn how to earn money and just learn how to live on my own and be independent. So I did that right after high school.  So my very first job, Rusty, was at Wendy's, and I can tell you I lasted a week, but right after that, I entered the retail industry, which is where I found my passion, and it's an industry where I realized this is where I wanted to stay and evolve, and I wanted this to become a career for me. So there was a, I remember a boutique at Alamona Center that was the place to work at, the place to shop at, that I really wanted to work at. My first interview, I didn't get in, but it was a learning experience for me because I learned what they were looking for. I learned how to interview, I learned how to engage with others, and I learned how to become confident with my own skills. And so that not getting the interview on the first or getting the job on the first interview was a great learning experience. So from there is when I realized that fashion industry was where I was, was the retail sector that I wanted to remain in. And so I moved up the corporate ladder. I started working for various companies from big box to off price, small companies, large companies, places like Splash, Swimwear, Marshalls, Roth, Nike, and it was after all of those years of experience in my retail industry is when I decided I wanted to do my own thing.  And, you know, we all grew up learning that in order to achieve something, you got to work hard for it, right? Oh, absolutely. It doesn't stop, you know, and it's funny working hard as a business owner doesn't feel like working hard. It's a different type of stress, a different type of, it's a different type of workload, and it's constant. But you said it right, working hard to get what you want. Now, Valerie, I know that you just entered your seventh season of your TV show fashion sense.  And I'm like, hey, Valerie. Now, why is your show so successful? You know, I wanted to talk a little bit about success because that's a really great question. A lot of people ask how I became successful, what makes me successful and what makes my show successful? I believe success is personal, and everyone has a different definition of success. And for me, it means doing what you love. And, you know, you always say that you always use the quote, do what you love and you'll never work a day in your life. It's so true. The TV show started as a show for women about women by women. So it was really, it has no cook recipes, mocktails, lifestyle hacks, style hacks, style solutions, fashion tips, we feature inspirational stories. And it was to, it was for the dynamic women on the go. So information for busy moms or busy women who just needed some fun and interesting tips. Well, it's become a show that everyone's watching, not just women, but men and children, everyone in the family is enjoying it. And I feel it's successful because it has a lot of takeaways. So it's relevant, it's easy to watch, it's entertaining. And yes, we encourage wearing fluffy things in the kitchen. And we encourage you to just be expressive with fashion and not to be afraid to express how you feel on the inside. And what does that look like on the outside? And so we really encourage that. And I think that people get that from the show, and it's something they can resonate with. Well, you're definitely expressive and it's very entertaining on the show.  So many men want to learn like, how do I dress? What do I wear? Yeah, yeah. I think there's a learning for everyone, and everyone can learn from our show. Absolutely. I completely agree. And Valerie, tell me about what you do behind the scenes of your show. I know that, I mean, you're the producer, the writer, the editor. Is that true?  I am a producer, editor, the writer. So I think, well, the pandemic has actually given me a silver lining story to share. And like everyone else, we all had to learn how to do something different. We all had to grow out of our comfort zone. And for me, it was learning how to edit. I never ever thought that I would ever learn or I never wanted to learn how to edit. It's not something that I thought, it just didn't spark my interest. It wasn't fun. It didn't seem colorful, you know. But I lost my entire staff during the pandemic. And the show must go on, like, you know, and so with Google and YouTube by my side, they taught me how to edit a show. So now I create, I write, I style, I host, I film myself, and I edit the show. And so everything that you see, I do it. I do have some help that I bring in on really big shoots. I'll bring in someone to help assist with certain things. But primarily I do it all on my own. And I've learned that I do enjoy editing. And so I've learned that it's just become a different way for me to become creative, I would say. It's not just dressing people, but now I can get, I can really create the show. So it's really interesting that I enjoy doing that. Well, if you never try it, you never know, right? So I guess that's a good thing that you tried it. And Valerie, I know that you, you own, you're the owner of your lifestyle boutique store posh at Ward Center for many years now. Can you tell me about your store? Yeah, absolutely. It started in 2005 when I opened my first boutique, the Valerie Joseph boutique. And it was opened because after working in the retail industry, I realized that I felt tapped out of the different roles that I could do within a company. And that's when I realized that I needed to do something more that I wanted to be much more influential. I wanted to touch more lies and enrich more people's lives and just wardrobe more than what I could during the companies that I was with. And so opening the Valerie Joseph boutique in 2005 allowed me to really fill the service gap that I thought was missing in Hawaii. It also allowed me to offer product that wasn't easily found in Hawaii as well. And so as we grew as the Valerie Joseph boutique, we had an opportunity to enter Alamona Center to open a store there. And that was 2008. 2008. Yes, right before the big recession. So we entered Alamona. We closed our small store. And I thought, okay, so this is an opportunity. Any retail would want to have a store in Alamona.  You needed to have X amount of revenue to get into the mall, which we didn't have, which is why we opened at the McCulley Shopping Center. So we enter Alamona. And I knew that I was going to lose the strong connections I had with my local customers. But I also knew it was an opportunity for us to grow globally. So after 10 years of operating as the Valerie Joseph boutique, I already felt that I was losing too much of that connection with the locals. And I needed to get back. I felt like I needed to get back and just reconnect with them. So we left Alamona Center in 2015. We opened Posh in 2016 as a purpose to reconnect with the local customers. And it was an opportunity for me to rebrand and just to reopen my dream boutique, a space where women could feel confident and comfortable in their own skin. And that's what Posh does. And I'm proud to say a year later that we won the Hokela award from the retail merchants of Hawaii for the best new retail business. And so I'm really glad that we made that move to reconnect with Hawaii. Well, Valerie, when I walk by your store, I always go in to see if you're there as well. But I also realize that there's other guys that kind of peek into the store because there's always women in there, right? And you can't help, but there's just, you know, I feel like it's a space of energy and positivity and it's encouraging. So it's hard not to walk in, right? It totally is. And Valerie, I know that you started your own skincare line called Coco Java. How did that come about? Gosh, okay. So this is a story that started when I was searching for something to reduce the appearances so like behind my back, I always had so like behind my back. And in fact, my laser are the one area of where I'm most self conscious about it. Everyone's got their one body part that they don't love. That's mine. And so after trying so many different products, I was not successful in finding one that helped reduce appearances. So like, so one day I remember specifically, it was a warm summer day in 2012. I don't remember the day, but I remember the year. And I learned what caffeine does to your skin. So I ran to the kitchen, I made a pot of coffee, because back then we made coffee and coffee pots with the filters. I took the coffee grounds and started scrubbing the back of my hand and I thought to myself, wouldn't it be amazing if I could create a product that was so natural? It's edible. And that was my aha moment. I said, yes, it would. So I did, I did more intense research to learn what are the best ingredients that have the best benefits to your skin. And I wanted a concoction that was simple, easy to read, that was edible. It was safe enough so that it would safe enough to eat. And so I made a concoction that was really simple. I had them in little mason jars. I gave them to my staff one Christmas. And they encouraged me to sell it on the sales floor. And I thought, okay, it's something I made out of my kitchen. Okay, so we put it out on the sales floor and it kept selling out. And my girlfriend said, Val, you have to take this to Japan. And I said, okay. And so I didn't want to. And so it was a Tokyo International Gift Show. And that's one of the largest gift shows around, right? And so Hawaii would take some businesses and they would build a Hawaii pavilion. And so she said she wanted me to join that. And I thought, I can't go to this big trade show with a mason jar. So I found, I call him my coffee man. I found a distributor and I took him my concoction in the mason jar. And I said, listen, I have 10 weeks. I'm going to go to the Tokyo International Gift Show. I need your help. I came up with three different products. And I want you to help me to come up with a coffee blend for each of these. And he was like, whoa, what is this?  I said, yes, it works. And so he was so jazzed as excited as I am. And so with him, we came up with three different blends for my coffee line or for my beauty line. So I have a face polish, a sunlight scrub, and a body scrub. And so that's how this whole thing started was because I needed, I was looking for something that actually worked. And so not only do we also have the beauty line, but we've expanded it to offer ground coffee. So we have our signature ground coffee. And we also have gluten free vegan, pinking mixes that we offer. So that's the whole product line.  And so do you get together with some of your girlfriends and do these scrubs on your face? So literally, it's so fun.   Just it's fun. It's fun. It's edible. And it works.    And Valerie, I know that you have both of my books. What are some things that stood out to you in the books? You know, Rusty, one thing I love about your books is that you are relevant and you speak as if you're talking like the reader feels that you're speaking to them. So it's not a whole lot of regurgitation of information. It's just really your mentoring through your words written in your book, which I find not many authors can do. And one thing that I feel really connects with me as your power of these, your people, your purpose, all of that, I feel to me is my groundwork. I feel like you have to work with your people. You have to have a purpose. You have to have all of that in place to move forward to become successful. But I think the most thing I admire about you is being able to mentor not just in person, but through your work on your book. And that's fascinating to do. You know, I read it and it's like, you're talking to me. And I'm like, it's Rusty. It's like, you're here, but you're there. You know, I love and I think that's why so many people enjoy reading your books. Yeah. No, Valerie, that's so kind of you.  And yeah, I mean, the four Ps definitely connects with what you do, which would, what makes you successful.  There are two things that I find are important when I'm leading others. One is that they have to service from the heart, which to me means they don't care how much you know, unless they know how much you care.  You can't build a relationship. The sales will come. You have to look at each person as a real human being and be able to connect.  You have to feel that because we're human and we all connect through feelings. And so it's true when you walk in, you feel this vibe, right? The vibes are so real. And I teach my everyone that works under me that it's, it's a real thing and you have to service from the heart. And so that's number one. The second thing I also teach is that if you are never challenged, you will never grow. So that's a premise for them to know that they will always be challenged, but they will also come out learning and growing from it. And so I find that having that type of relationship with everyone that I lead is, I would define that as my leadership style. So just really focusing on those two things and being able to groom that or groom them through experience. I love on hand experience. I love giving them things to do, areas to fail, things to learn from, mistakes to, mistakes to do. And so I love having that type of environment for my team. Well, I know you're all about relationships and really have a, I mean, you have a passion to really help other people, I mean, through all of these years. And Valerie, as an entrepreneur, what advice would you give to other entrepreneurs? Yeah. Okay. There's a lot, but I think the quote, do what you love and you'll never work a day in your life is real. And I also feel that it's important to find your passion. A lot of people find that they're not sure what they're passionate about. They love, they love certain things or they like certain things, but they're not really passionate about it. When you find your passion, it's something, the fire is so strong that it will not let you fail. You'll learn, you'll go, you'll fail through mistakes, but you'll learn, but it won't, it'll allow you to be successful. It'll allow you to continue to drive forward. It won't allow you to quit. And that's passion. And when you can find what you're passionate about, it's amazing what you can do with it. And I think that's important for anyone who wants to start, whether you want to start a new business or work for someone else. I completely agree.  And people can make a choice. They can make a change to do something different. I mean, so many people feel like they're stuck or they're complacent, right? Yes. And you talk a lot about changing your book as well. And I think one of the things for me, I really believe change is good. And you're right. The change is hard. It is hard. It's hard to swallow. It's hard to embrace, but it's constant and it's inevitable. And if you don't accept it, then I think that's going to be a really big challenge for you to get creative or to move forward or to grow. Yeah. I totally agree. And I know that as a business leader, I mean, you've had to adapt and adjust to really find ways to succeed or to achieve your goals.  There isn't one big challenge. And we talk about change. And I think change, to me, is the challenging element for anybody. But for me, change is that challenging element. It's being able to know that you have to constantly recreate, re-enhance, re-brand, reconnect, just be relatable. And if you don't change, you don't become relatable. Everything changes. And especially in the fashion industry, things change weekly in fashion. And so that really helped me to realize, like, I got to keep moving. I got to keep up with everybody. And I need to know what the newest thing is. I need to know what people would want. Or I need to be able to give people something new, something fresh, something exciting. And that occurs with knowing that you have to continue to change. And so that becomes, to me, a constant. So it's not just one thing. I think it's just that whole big change thing that drives me. I can see that because I've known you for many years. And it's really, it's fun to see how you change and your creative ideas and how you just try to find new possibilities.  Oh, gosh. Good question. I think the lesson I've learned was that failing equals success.  I'm very competitive. And I hold very high standards for myself. And so knowing that failure is a good thing really helped me to realize that that helps you to grow. And so that's the reason why I try to instill that learning mistakes through my training when I'm grooming others. Failure is good. I mean, not filling up yet, but going through, filling along the way is good because that really humbles you and it teaches you and allows you to grow. And it keeps you grounded. And yeah, I agree because Valerie, there's two types of people, right? When you fail, you're either going to quit or you're going to try something else to try harder, right? That's really what it comes down to. You're absolutely right. You can either be at the wrong place at the wrong time or at the right place at the right time. I believe in the latter. I believe everything happens for a reason and that we are all where we're supposed to be, exactly where we're supposed to be. So if you pay attention to what the lesson is, then you learn from that versus, ah, wrong place, wrong time, ah, you know, that's kick back to the curb and let, you know, I mean, there's so much more energy and so much more positivity when you focus on the latter and like, okay, this is supposed to happen. Why, you know, and just have that type of attitude and open your mind to what the lesson is that's going to help you succeed.  You guys make such a great team together. Thank you. Now, out of his many great character traits, what's the best thing about Joe that you admire? So he's been a business owner himself for over, gosh, almost three decades. And the one thing I admire about him is that he's a great leader in the fact that he really encourages a positive work environment. And in his environment, he has employees that work in different roles, so they don't necessarily do the same things. But he has a knack for managing an environment of positivity, of growth, of one team. So I admire, I really admire his leadership style. On a personal side, he's got the cutest lock from behind. I always love watching him walk. But, you know, he's the one person that's always been the cheerleader in my corner when I started my business because he's so smart, he's funny, he's witty. He has great advice. And I think a lot of his friends also seek to go to him for just small, you know, some advice for business advice as well, or just anything in general. He can take a weird situation and make you laugh about it.  So he's fun. I can totally see that with him. And Valerie, you've accomplished so much in your life so far already. And what would you say is a future goal of yours? Oh gosh, you know, if I can continue to groom people to be successful to whatever their definition of success, if I can continue to groom people to achieve their goals, then that makes me feel like I've been a part of that process. I've been a part of that journey. I've been a part and I've enriched their lives in some way. That to me would be, that to me would make me feel very fulfilled, I would say. I love hearing that. Valerie, it's been such a pleasure having you on the show today. I mean, you are someone that definitely goes beyond the lines and I really want to thank you for taking time today. Thank you so much, Rusty. And thank you for watching Beyond the Lines on Think Tech Hawaii. For more information, please visit RustyKamori.com and my books are available on Amazon and Barnes & Noble. I hope that Valerie and I will inspire you to create your own superior culture of excellence and to find your greatness and help others find theirs. Aloha. the follow button on Vimeo. You can also follow us on Facebook, Instagram, Twitter, and LinkedIn, and donate to us at thinktechhawaii.com. Mahalo.


Allison asks, is there any advantage in running your own node to use with a hardware wallet? Can you please explain best practices for hardware wallets from a security standpoint? What a great question. The way I think of it is as a series of steps. And I have Dr. Stephanie Murphy, my co-host on Let's Talk Bitcoin, to credit for this framing. She talked about the sovereignty staircase, where you take steps towards increased independence and sovereignty up the staircase. So down here on the ground floor, you maybe have adopted crypto and have taken the first step towards economic sovereignty and financial sovereignty, sovereignty of your data, et cetera. But all your coins are on centralized exchange, and you don't control any of the keys. So you have some independence, because you're in a cryptocurrency and not fiat, but not a lot of independence, because you rely on a third party. So then step one is your keys, your coins, not your keys, not your coins. Take control of your keys and store them securely yourself. That gives you a much higher degree of financial sovereignty. And of course, the best way to do that is with a hardware wallet. Of course, you can also do that with a mobile wallet on your smartphone, a hardware wallet for larger amounts is highly, highly recommended. All right, so that's step one. Step two is, well, how do you run that hardware wallet? Let's think about that a tiny bit. Now, most hardware wallet manufacturers generally provide an application, a software client or wallet, that you can use in conjunction with their hardware wallet in order to engage in transactions. So for example, Trezor, Ledger, they all have an application. Either it's a Chrome extension or it's a web-based application that uses WebUSB to talk to the hardware device, et cetera, et cetera. Should you use those? It's really up to you. Honestly, it's actually easier to use those than other choices. And from that perspective, if you're a novice user and this is about as much financial sovereignty as you can handle right now, good, great. You're one step ahead of everybody else, right? Literally, you're up the staircase one step. And maybe that's all you can do. And that's fine. What we need to do is encourage people with education and information and gradually help people get the skills necessary to climb up this staircase. So the second step I would take would actually be to not use the manufacturer's wallet software, but to use a slightly more sophisticated software wallet that does better things for privacy, better things for coin control, that supports the latest address features, and that is independent of the vendor of your hardware wallet. One of my preferred choices for that would be the Electrum desktop. So I use the Electrum desktop wallet on my hardware wallets in order to construct transactions. It gives me much more fine-grained control over coin selection. It has a number of advanced features for controlling fees like replaced by fee and child pays for parent and things like that. So I've increased my capabilities a bit by using that. And that's not the only example. There's a dozen different wallets that you can connect and not just in Bitcoin. For example, if I'm using Ethereum, then I would use the mycrypto.com wallet as one example and have that connect to my hardware wallet over web USB. Many, many different software applications now have support for hardware wallets that allows you a broad range of choices in what wallets you use. Now, when I do that with Electrum, I'm using the Electrum servers in order to get the information about the addresses I control and the UTXO. So it's not quite as good as I'd like it. I'm not using the servers of the vendor that makes the hardware wallet and their software, but I am still using somebody's servers to get that information. So the next step would be to reduce my reliance on other people's implementation of a Bitcoin node. So I'll take one more step and run my own node. Now, in many cases, making your own node connect to a hardware wallet is not so easy. So you can figure out there are a number of different protocols you can use to do that. For example, BTC Pay server has support for hardware wallets where you can connect your own node running on BTC Pay server to your own storefront and your hardware wallet. I do that for my little storefront, which is currently closed due to the COVID quarantine, but nevertheless, the software was working fine. So step three is run your own node and then step four is figure out a way to connect your own node to your hardware wallet. So you can not only use your nodes to see if an address has received payment, but your hardware wallet can also use it to interrogate information about its own addresses without leaking that information to third parties. Another great project for doing that is the Electrum Personal Server or Electrum X server. So I also run an Electrum X server. And what that does is it indexes the entire blockchain and creates a separate database of every address and every UTXO and every coin that's ever lived, allowing hardware wallets to retrieve that information directly using the Electrum protocol. So when I'm running my Electrum desktop, it's talking to my own Electrum server, which is talking to my own Bitcoin node and I've gone four steps up this hierarchy. In other things you can do, kind of the fourth or fifth step up would be to implement more of an air gap solution, which we're going to talk, I think there's enough time for one more question. We might talk about air gap solutions, but many wallets now support a new standard called Bitpoint 37, if I'm not mistaken. And Bitpoint 37 is partially signed Bitcoin transactions or PSBT. What this allows you to do is construct a transaction on a non-signing device, a device that doesn't have keys or signing capability on it, but does have access to the blockchain, UTXO and knows about all of the addresses that have balance, construct your Bitcoin transaction there, it's unsigned, which is one definition of partially signed, and then transmit that somehow to the device that has keys. Some of the ways you can do that is via USB, you can do it via various other things like for example, scanning a QR code, and some devices use SD cards, which is a viable way of doing that. So you save the partially signed Bitcoin transaction on a file, copy the SD card over, plug it into your offline signing device or air gap machine, sign it with the hardware wallet that has the keys, and then transfer the signed transaction back to the machine that's online. That way you create an air gap, which is only crossed by some kind of data storage device, and if you wanna be really paranoid, you use a different data storage device for moving in one direction than moving in the other direction, or you use them only once and then you fry them, whatever you want to consider there. It's actually fairly difficult to do a side channel attack with a purpose-made device via SD card or via a file system. Harder than it is to attack the device through a USB interface, for example, or Bluetooth or any other protocol it might use. So from that perspective, that's an advantage, and you can create an air gap solution. So now we're at level four, and you can keep going up these levels. You can think about other things you can do to achieve financial sovereignty, including using multi-sigged capabilities, using coin mixers in order to improve your privacy, using zero-knowledge protocols and privacy coins to increase your privacy, et cetera, et cetera. Really, there's no maximum level you can reach because this is a technology that is constantly involving. And also, there's no minimum level at which you're not a real Bitcoiner or a real crypto person. Even the person who just is barely involved and bought this thing just as an investment to get a Lambo and stored all of their coins on an exchange, they've already taken a step away from the fiat system. We should welcome them, teach them, and help them, and encourage them to take that next step to increase their sovereignty. If you enjoyed this video, please subscribe, like, and share. All my work is shared for free, so if you wanna support it, join me on Patreon.


I'm going to tell you something your father should have told you. I'm going to tell you about the importance of keeping your word as a man. It's a quality that's quickly vanishing as the years go on. You see, back in the medieval days, men would hold their word to the highest esteem. If someone said you have my word, it literally meant you have my life because a man's word was his bond. Fast forward to today and people throw their word around loosely. It means nothing to them. They don't care about the concept of integrity. I'm sure you've experienced a time when you'd organize an event with someone, perhaps over a couple of weeks or months. You talk about this event and there will be a lot of hype leading up to it. Only for that person to bail out last minute, most likely through a text message as well.   The failure to keep one's word affects you on two fundamental levels. The first and most obvious level is your relationship with others.  People no longer see you as someone who's dependable and they start to lose respect for you because the whole notion of you not being able to keep your promises conveys that you lack respect for them and hence how can you respect someone who does not respect you? But I want to talk about a deeper level. I want to talk about when you are unable to keep your word to yourself. I'm going to argue that this is even worse than not keeping your word to other people because when you don't keep your word to yourself on a very deep level, it subconsciously makes you lose faith in yourself and can sabotage everything you do. You learn to not trust yourself and your self-esteem suffers as a result.  If you say to yourself that I'm going to wake up at 7am and you proceed to wake up at 8am, it affects your self-esteem. If you say to yourself that you're going to start on a project but then you don't start for the next two weeks, it affects your self-esteem and your mind starts being identified with the thought process and you repeat it time and time again. So when the day comes when you really need to fire the gun and accomplish something great, you won't have the resources to do it because you've lived a life in which you're always half-stepping, always half-committing. You don't take no half-measures when you're going for self-actualizations.  But if you do decide to take your word seriously and to keep your word to others, you can guarantee that when you say you're going to do something, when you have something great to do, that you'll be able to do it. They say if you really want to do something, you have to reach the point of no return. Ancient warriors, when they wanted to take a city, they would burn their boats to ensure that there was no way out. They were either going to take the city or die trying and that's the same way you should approach your word. When you commit to something, you're either going to do it or die trying to do it. And of course, through this, you cannot just throw your word loose. You cannot commit to many things. You can only commit to things that you are serious about and this is going to ensure that you take your word very seriously. The problem is a lot of people are too scared of conflict. They're too scared to say no. If someone invites you to a party or something and you're unable to do it, don't say that you're going to attend. Tell them the truth. Tell them that you might not attend or that you're not going to attend. But don't say you're going to attend if you're going to bail out last minute. As we said before, this affects your self-esteem.  We only have so much time during the day. Don't waste it and don't waste your self-esteem. Anyway, there's a certain type of freedom that comes with this too. You learn to be someone that doesn't take things such as procrastination seriously or doesn't take a lack of motivation seriously because you don't need those things. When you agree to something, you're going to do it. So there is no room for procrastination. There is no room for lack of motivation. These are things that people that don't take the commitment seriously entertain. People that half step entertain. When you don't half step, you don't entertain things like this. You just do what you have to do. You become someone with a vessel. It's no longer you involved. It's something else, something greater than you is involved when you're doing your work that you've committed to. So take your word very seriously, guys. And I hope you enjoyed this video. If you did, make sure you like the video, subscribe and all that good stuff. Peace. Do it! Just do it!


Crazy thing about that too, I never forget man on Wednesday meeting coach said when it's a dying moment, they will try to burn the house down and he go everybody step moment. I can't remember if it was third down. Yeah, there was a waiting moment to where they try to burn the house down. They brought everybody and we call them now I get it. And I know that tendencies are a real thing when it comes to football coaches look at the film all the time to see all right, what does this team like to do in this situation? What does this team not like to do when this is the circumstances? So I get that and teams pick up on tendencies so they can gain an advantage. But I think with what Patrick Peterson said, what he even sort of exposed with the Baltimore Ravens, it was not anything new. But I think where a lot of Baltimore Ravens fans current frustration lies right now with this team is that they keep doing the same thing and losing in the same way over and over and over and over. And this is not a new issue. This has been an issue for years for a long time right now. With the Baltimore Ravens, even if you just look at the two losses this year, what were two things that happened in both of those losses that were huge? Well, number one, other offense, offense just couldn't get it together. They were just lackluster. There were a lot of fumbles or the turnovers and whatnot. It just offense wasn't on point. Now, when it comes to the turnovers, what can those be blamed on? Obviously, with the fumbles, those are the players because the players got to hold on to the ball. They need to secure the ball and whether it comes to Lamar Jackson fumbling, whether it comes to the offensive line, not blocking and then them getting easy knockouts of Lamar Jackson, whether it comes to a running back, not holding on to the ball and that completely shifting momentum. Whatever it is, the players, they need to hold on to the ball. I know a lot of people can be like, well, look, they're not prepared. They're not properly prepared and they can feel like that leads back to coaching. Why are the Baltimore Ravens as a team fumbling the ball so much? It's not just one player. It's not just two players, but it's a lot of players that they just keep on dropping this ball and they've been doing it so consistently. So some people feel like there's a lack of preparation. Now, another thing that happens in the two losses so far is there's a big miscommunication between coaching and players. In this game against the Steelers, it was fourth and two. And the Baltimore Ravens, it was looking like, oh, they about to go for it. Oh, come on, ain't got no problem with it. But OK, let's see where this goes. And Tyler Linderbaum, he decided, you know what, the plan was to run the clock down and kick the field goal. But Tyler Linderbaum was like, you know what, I got this. Watch this, y'all. And we he tried to get the Steelers to jump off sides. It obviously failed. But Lamar Jackson wasn't expecting a snap. They flowers wasn't expecting a snap. They tried to make something out of literally nothing. And obviously nothing was made. So failed fourth down conversion points off the board, failed play. But that miscommunication right there, Harbaugh told them one thing they were playing on doing one thing, but the players decided to do another thing. What's that about? So that was one thing. And then in the Colts game, another big miscommunication was right before the two minute warning toward the end of the game. You literally just got a safety. So you've been handed two points. So the clock says two oh three.  That's all you got to do. But the clock said two oh three and they flowers called a fair catch. And that three seconds that was left on there that gave the Colts just enough time all the time that they needed. And it took away a lot of time from the Baltimore Ravens. So that was a big game changer right there. Because essentially I thought the game was over. A lot of us thought the game was over like, oh man, Ravens defense. They forced the safety guard in the men's shoe stepped out of bounds. He did the Dan O'Vlasky. All right, let's go. We and we get in the ball back to oh, yeah, we straight. Nope, we sure weren't. So I know with a lot of Baltimore Ravens fans, the issue is just a lot of the same things continuing to be repeated. So it's very important that and everything in my opinion starts with John Harbaugh, because he is the head coach of this team. Not to say that everything falls on him because the players still got to play. The players are the ones that got to play. The players are the ones that got to execute. But everything in the beginning, it starts with him. So it's important even like I was just talking to my guy JTD the other day. And he talked about how he just felt like with John Harbaugh, the mentality of the game, that's where the psychological part of the game. That's where John Harbaugh seems to be lacking. And he said that he almost feel like like the Steelers. They were even starting to play mind games in the media bit with the Ravens. And it worked because he talked about with Mike Tomlin, Mike Tomlin before the game. Y'all remember Mike Tomlin talking about Zay flowers? Oh, he was big and Zay flowers up big time. He was like, oh, yeah, he can do this, he can do that. And while everything he said was true, that's still a psychological part of the game. So he feel like Mike Tomlin, you know what he was doing and John Harbaugh and them, they took the bait. They took the bait. So like, oh, yeah, that's how you feel about us. OK, cool. And then look at everybody executed. You got to know that that's an excuse. But again, like we always talk about the mental part of the game is just as important, even more important than the physical part of the game. But anyway, where a lot of Baltimore Ravens fans frustration lies is just in the things that continue to happen over and over. Now with Patrick Peterson, what he said with him sort of exposing the Baltimore Ravens, even though, again, this is not any new information. This is not anything that's great. This is things that a lot of Braven fans have been talking about for the longest. I think where the issue lies with that, especially with what he said, is that it happened in a division game. That's the biggest problem with that happened in the vision game. And one of the in the division game, this is an opponent that you play at least two times a year. Sometimes it could be three, but you are guaranteed to play this opponent at least two times a year every single year.  They know what you don't like to do. So it's very important. It's extra important that in those games, you don't be so predictable. And it seems as if I remember earlier, well, last year when, well, no, no, this year first, when it came out that in the last six games before this past Steelers game that it came out that the Ravens in the last six game, they were one in five against the Steelers. I was like, what is that true? Is that accurate? We really one in five in the last what? And so I had to look it up and I saw again, Steelers, January 1st, 2023 Steelers beat the Ravens, 16, 13, December 11, 2022 Ravens beat them 16, 14, but the game before that Steelers, 16, 13. The game before that Steelers, 2019. The game before that Steelers, 1914. The game before that Steelers, 28, 24. Not a game before that it was Ravens, 28, 10. So that was nice, but that was December 29, 2019. And we all remember that year. But anyway, the Steelers have been doing that thing against the Baltimore Ravens. And in all of all of these wins that the Steelers have been getting over the Baltimore Raven and now now some of the games Lamar Jackson was out. So got to give them that. But in a lot of those games, one play, one play can decide everything. And it could be a clutch play. It can be a play in the second quarter of the third. The games are so close. So that just shows like I, which team is going to be the one to really take this thing over the top, which team is going to be the one to make that play, which coach is going to be the one that's extra prepared, that's overly prepared for this game. Because again, it's all about tendencies, right? So we talked about that. So Patrick Peterson talked about, he talked about tendencies. Mike Tomlin, I think it was last year. He talked about how with the Baltimore Ravens, they are very analytics driven. We all know they analytics driven. But when it came to them going for two point conversion, Mike Tomlin brought it out. He said he knew they were going to go for it because they go by the analytics. Heavy with the analytics. So he knew what to expect. So with him knowing what to expect, in my opinion, it's important that you you switch it up a bit. Because again, a division opponent that that's that's big time right there. You play these guys twice a year. Now, I think another part of fans frustration, like we talked about before, is just the Ravens being repeat offenders. We've been talking about this for for years, years that usually every year without fail, the Ravens will lose at least two games. They'll let two games drop to just poor decisions. The coaching staff decisions, the lack of preparation, just them being just mentally lacking, they would just drop two games due to not not even because of they are banged up team, not because they heard anything like that. But just it'll be silly stuff. And it happens every single year without fail. I think Ravens fans are just tired of that. That's why you've been hearing a lot of Ravens fans talk about recently. Oh, fire, hardball, fire, hardball. This is not a new conversation that Ravens fans have been having. A lot of Ravens fans have been having this conversation for years.  What I do like is that right now the Ravens are three and two. So it could be worse, could be better, but the Ravens are three and two. That's who they are. But I think right now I'm not saying fire, hardball. But what I am saying is that it's very important that they get a grip. It's very important that they fix these issues now because it's still early. It's still early in the season. But we're not going to be having the same conversation. We don't want to be having the same conversation in a couple of weeks from now. Oh, man, Ravens still doing the same stuff. Oh, Ravens still got the same issues because if you listen to Ravens fans complaints for years, it's a lot of the same thing. Oh, man, this offense, what is going on with this offense? Oh, man, this offense is terrible. Why they can't convert? Why they not scoring? Why they not putting up points? Oh, man, we got this player, that player. What is going on with the offense? Why are they so inconsistent? Same thing being said for years. Defense, hey, defense been doing that thing for the most part. They have been some like fourth quarter blunders and whatnot. But then again, if the offense will do that part, hey, that makes the defense job because you need a defense for three and a half quarters. Defense will be playing their hearts out for the most part most of the time. Usually the defense, they got it. But it's the offense where that's the biggest question. Well, we've done been through all these different offensive coordinators and whatnot, and it's been the same issue. Now with Tom Monke, I ain't trippin' off Tom Monke right now because even in this last game, he was calling a good game for the most part. But the receivers were just dropping it. They just straight up dropping it. It's like, man, what is that? So I can't put the drops on coaching. I know a lot of people brought up the whole rugby ball thing, but it's like with the rugby ball thing, haven't they been doing that all season? And they they've been having drop issues all season. So that this rugby ball thing ain't just come out of nowhere. They just come out of the blue. So with the whole everybody making a big deal of the rugby ball thing, I think that that's a big part of the media because the media, they brought that up, they brought it all. You need to toss that rugby ball out. They've been doing that.  So it's all of a sudden an issue now when they have all the drops, but it wasn't an issue the previous four. He's been anyway, another conversation for another day. But Ravens fans are just they just tired. They tired of the same stuff. But the Baltimore Ravens, since it is still early enough in the season, they have an opportunity to turn this around with John Harbaugh. He has a big opportunity moving forward just to adapt. You you don't want to be complacent. You don't want to be content with who you've been for all these years. You want to be better, you want to do more. And we saw the Ravens this offseason. We saw them taking a different, a much different approach. We wish they would have taken this approach years ago when the mall still on his rookie contract. OK, well, better late than never. But they take took a completely different approach to this offseason. And I loved it. I loved it. And I still think there's some more that could be done and that will be done as far as the roster, but they the way that they attack this thing. I said, whoa, OK, whoa, who are these Ravens? But it's important that we ask that same question moving forward. Who are these Ravens in a good way? Because we know who the Ravens have been. We know who the Ravens are, but we know who they who we want them to be. And if they can just move forward, get with the times, adapt, adjust a little better here and there, then they can be a much better team, a much more successful team and a team that will just stop beating themselves.


How to attract abundance with meditation technology? We can actually bend reality with our thoughts. Now we have a lot of science to back up the power of intention. How to use your mind to overcome any disease? Use our minds and our intentions to actually change reality itself. Okay, let's talk about the difference between classical and quantum physics. Classical mechanics is a physical theory of deterministic nature and is governed by the principle of causality. Well, quantum mechanics is a physical theory of probabilistic nature that is based on the concept of probability and observation. Okay, a whole bunch of fancy words, that's what I mean. Classical mechanics, a stuff we learned in high school that we've learned for the last 300 years, okay? Basically, F equals MA. Force equals mass times acceleration, okay? Deterministic nature means that it's set. You can't change it, all right? You got F, you got M, you get A. You put it in force times mass, acceleration, and you get a result. It's always the same, it doesn't change. You can't take energy away from a system. Does that make sense? You can't add energy or take away energy from the system. The system is always balance each other out. So that's what I mean by deterministic nature. It's a closed system, okay? And it's governed by the principle of causality, which means if A happens, then B happens. If A didn't happen, then B is never gonna happen. So one thing has to cause the other thing to happen. So what's quantum mechanics? Quantum mechanics is a physical theory of probabilistic nature, which means that a particle is not definite. The particle is just a probability. There's only a chance of it being there. Why is something, why is it what you're seeing right now? Or why is your hand, why can you feel your hand there? It's not actually 100% there. It's just a probability that it's gonna be there. Or if it's an electron is in the universe, it doesn't mean it's always there. It's only a probability that's gonna be there, okay? So quantum mechanics is based on probability, that everything in the universe is just a probability. There's no set thing. There's no thing that is always gonna be the same every time in every point in time, every point in space. So that's the difference. The next major difference is the concept of probability and observation. There's an experiment, and that's gonna lead me to the next thing, okay? This will explain it better. The double split experiment, what they're doing is they're firing these particles into a shield, and the shield had two slits on it. I don't wanna go into the details of how every thing works against pretty technical, but they're firing these electrons through these two holes. And then when they shoot into the, and when they're captured on the screen, what you should see is just two lines, right? Because you're shooting these particles through these two holes, you should see two lines. But what happens is that all these other lines show up. Why is that? What they saw was they saw a whole bunch of lines instead of just two lines. So basically what happened was that that particle turned into a wave, and then it's like a wave. Like you drop a pebble into the pond. It makes this wave, right? Like this circle that keeps expanding, and then there's many, many circles. So what happened was that one particle turned into a wave, and then that wave emanated out from the two slits. And then whenever the waves overlapped each other, it created a line. So what they showed was that the particle turned into a wave. How can it be possible? I thought, people thought that particles were particles, waves were waves, but that wasn't what happened. They showed that the particle can be both, depending on whether somebody was observing it. Isn't that amazing? The mere observation of the experiment was able to turn the behavior of the electron. So that's my crude way of explaining how the experiment works. The same thing happens when two electrons were once bonded together and resonating together at the same frequency. They separate the two electrons by thousands and millions of miles, thousands of miles, and then they measure the electrons again. And then when they did something to one electron, the electron reacted in the same way, where there was nothing connecting them together. Okay? So something is called quantum entanglement. Is that once something is entangled together in the quantum realm, okay? Outside of our normal dimension. They still communicate with each other instantly, not the speed of light, not faster than the speed of light, instantly without any lag time in between. Because if you have one electron on one side of the earth and the other side of the earth, I think it takes seven seconds for the light to travel from one side to the other side. But what they found was that they reacted instantly in synchronicity, which shows that there's some way that connects these electrons, some channel that connected them together that we could not perceive and that classical physics could not explain. So mind over machine. So there's many experiments that have been done based on quantum, on the quantum field. And in the 12 year period, there's nearly about 2.5 million experiments done of mind over machine. And it turned out that 52% of the trials were intended in the direction. Okay, so here's what it is, okay? So people were experimenting with heads or tails. Let's say you flip the coin. Okay, how many percent chance is gonna be heads? How many percent chance? 50%, right? How many percent chance is gonna be tails? 50% chance, okay? We all know by the mathematical probability, it's always gonna be 50, 50. So they made a device. Basically it turns, it becomes heads or tails. This device, this machine flips a coin or whatever in the machine and then it either shows a green light or a red light. So there's basically two ways it can go. So what they did is they had people just in the room with the device and then they told them, okay, we want you to use your intention to make it heads more than its tails. And they did this 2.5 million times over the two 12 years with different scientists around the world. They got people to look at the machine and just use their intention and say, okay, I want this machine to show heads instead of tails.  What was the result? It should be 50, 50, right? So the result was that actually 51 to 54% was in the favor of the machine going in the favor of the person's intention. Let's look at how sales communicate. Jack Beniovesi, he's an immunologist. And he was also doing some water memory experiments. And the water memory experiments were basically people who filled up something, a jar with a bunch of water and then they put another substance in there. Basically they diluted it to the point where there's nothing left. There's no more substance, it's just 100% water. And when they use that water for treating a certain thing, let's say the water was going to inhibit some kind of chemical in the body. The water at the end of the experiment did the same thing as the chemical in the beginning, even though there's no chemical. So basically the water had memory. It remembered that it was used to be or maybe were mingling with the chemical in the first place even though all the chemical was taken out. So that's the water memory experiment. So Jack Beniovesi got inspired by this experiment. And what he did was he wanted to find out how cells are human cells or any cells in the universe actually communicate with each other. And his theory was that molecular molecules have a signature frequency. Every molecule on the planet has a specific frequency. And then these frequencies travel in electromagnetic fields and they travel at the speed of light. So in one second it's gonna travel 380,000 kilometers in two seconds it'll be about 700,000 kilometers away from you. So electromagnetic fields travel that fast. Because it's not, okay, conventional science that says that our biology is based on chemistry. It's a lock and key system. You have one molecule of protein and if you want to absorb it has to have a key and lock and has to collide with the other molecule and then they have a chemical reaction. Well the problem with that is it doesn't explain how come we experience our emotions so quickly. Let's say you get anger, you get joy or sadness or fear. That happens almost instantaneously. You can feel it out through your whole body, right? And that's a chemical reaction. But if things have to knock each other and lock together like this and then we have so many molecules, they let's say one protein molecule for every one protein molecule there's 10,000 water molecules in our bloodstream. So in order for that one protein molecule to by chance connect with another one of molecules to make a chemical reaction was like having a bunch of tennis balls in a swimming pool and hoping one red tennis ball is gonna hit one blue tennis ball that you threw into the pool, okay? So it was very unlikely that that was happening and even if that happened it would take a long time for the to toss the tennis balls and mix it all up together so that these two balls would actually connect, okay? So something else must, it's there is that something else must be communicating these between the cells so that it caused these chemical reactions to happen. And what he found was that he used frequencies in the audio range. So 20 to 20,000 times. It's the same stuff we use, same frequencies range we use in our Q-Qual and our Q-Qual app. And what you found was that using a frequency of the substance, let's say we have a chemical that helps you release dopamine makes you happy, okay? So he recorded the frequency of that chemical and with just the frequency, he played it to the cells and the cells responded in the same way as if it received that chemical even though there's no chemical there by just using the mere frequency of it, okay? Mind over this disease and energy healing. So Targan Sitcher, what they did was they wanted to do an experiment of energy healing and they assembled all types of healers and they worked with AIDS patients. They're all double-blind conditions. All they had was they had the name, the photo of the person and the T cell counts and then they distributed these envelopes with the person's name, the photo and T cell counts and they gave them to all these healers and every once a day they open an envelope and then they'll have their picture and then for one hour, they had the intention of lowering the T cell counts or raising the T cell counts, I forgot what it was. So every person that was in the experiment that was in the treatment group had healer heal them or energy heal them for one hour and then they got healing from every single of the healers. So guess what the result was? And by the way, they assembled all kinds of healers. It didn't matter what healer they were using, they had shamans who did chants and drumming and dancing, they had Qigong practitioners like myself, they had Christians and Anglicans who did just prayer, they had people who did some other kinds of energy healing and visualization, but it didn't matter, they had all kinds of healers. 40% of the people in the control group that didn't get any energy healing died from their AIDS. 100% of the treatment group stayed alive. And not only that, they were much healthier in every way compared to the people who survived the control group. That was the result. Now, what they did after that is they repeated the studies because they were not happy with the results. They said, let's make it more scientific. So what they did was they did the results again, they spread out, they had more people, they had a bigger group of people and what they found was the same thing. Significantly fewer AIDS-defining illnesses improved T-cell levels, fewer hospitalizations, fewer visits to the doctor, fewer new illnesses, less severity of disease, better psychological wellbeing. The differences were decisive. For example, the treatment group had six times fewer AIDS-defining illnesses and four times fewer hospitalizations at the end of the study than the control. You might be asking, okay, remember this webinar, the title is How to Attract Abundance. That's what the series is about. So you're probably asking, does this work for money? It's great that you can heal people. It's great that you have scientific research that say that you can make it more heads than tails or more tails than heads. Or you have scientific research that you can heal people globally and all these election money fields and all these frequencies. But right now I'm broke and poor and I need money. I have no job. So does it work for money? Well, they actually did a test experiment. The group of meditators who sought to influence the monetary growth of crude materials price and the misery index. And this was done based on transcendental meditation. There's a lot of scientific research on transcendental meditation. So what they did is these group of people, they meditated to make the materials price fall, crude material price. I'll say they wanted the oil price to go down. Surprisingly, it went down by 13%. But just think of what she calls our psychic training wheels. They're like training wheels for us to enhance our energy, to help us to achieve those levels of high levels of brainwaves, high levels of consciousness. So until next time, use the chi and prosper.


Talk of the show has been Hedapt, Hedapt. Won the startup contest last night. There were 10 finalists, Hedapt was chosen as the most innovative. And we're here with Ming Sheng Hong who is the chief data scientist. And Phillip Wickline who's the CTO of Hedapt. And one of the big things that Hedapt has talked about is bringing together the worlds of SQL and NoSQL and also enabling the integration of other tools so that people can actually access these capabilities and bring them to larger audiences. One of those tools being the visualization tools from companies like Tableau and other capabilities. And that's really what Hedapt's been focusing on. So first of all, welcome gentlemen. Oh, thank you. Appreciate you guys coming on. So we've got a demo. So I guess once you guys set up the demo and then we'll get right into it. Great. So while Ming Sheng gets that going, I'll just give you a little bit of an overview. So we've been spending a lot of time working on interactive speed queries, bringing that to the Hadoop world, something that's not really had previously. But also we're really focused on bringing this into the enterprise and connecting to enterprise BI tools and other things in that ecosystem that really matter and make it viable for people there. But what you'll also see during the demo, you'll see us using Tableau which is a great new tool that everyone's using these days. But you'll also see us bringing in other sorts of analyses into that world through our Adaptive Development Kit. And Ming Sheng will talk about that as we go through. So we're putting some advanced capabilities in that feed the analyses, the visualizations that we see. Are you ready to go? Sure. All right, take it away, Ming Sheng. Okay. So let me just describe the setting a little bit. So as Philip described earlier, this is showing some of the new capabilities that we're adding to Hadoop 2.0, released last week. And let me introduce the demo setting for you. So as you see, we have on the front end the Tableau BI setup. But you also see the full back panel at the bottom just to give you the feel that this is lifting the curtain of the demo and see what's behind the scene. So here we have a Hadoop log which is basically showing you all the querying and real-time loading activities we're doing on Hadoop. Then we have a data loading window which is showing you all the incremental data we're loading into Hadoop while doing the querying. So everything is happening at the same time. Then we have what we call Tableau JDBC Listener that really shows you all the SQL queries being generated by Tableau. So in a moment, when I show you activities with Tableau, you will see a lot of queries being generated and processed by Hadoop. And you will appreciate the interactivity there. So these are running native inside your platform, essentially. That's exactly right. So that's being integrated. And for the specific demo setting, this is my mapped laptop. But we're running a single node Linux virtual machine hosting the Hadaap backend and another Windows virtual machine showing Tableau. So definitely the main focus here is not scalability. Of course, based on Hadoop, we have inherited the scalability skills. We have customers running with dozens of terabytes. It's MPP type of scalability. But the point of the demo here is also it's agile. It's nimble. You can show everything within a laptop setting. It doesn't need millions of dollars of hardware infrastructure. At least no one has offered me a million dollars to buy that laptop. So you don't need big iron. No, maybe Larry will buy this for a million dollars. I don't know. So that's the setting. Finally, the last window is actually Mahaut log. So lots of you might know that Mahaut is one of the popular Hadoop-based machine learning engines that we have also integrated with Hadoop. We have integrated with Hadaap.  You can actually just click through the Tableau UI to invoke very sophisticated analytics, such as sentiment analysis that I will show you in a moment. So let's get started. So I, as a business analyst, can just refresh the dashboard, pay attention to the dashboard being rendered in real time, just a couple of seconds of time. So now if I want to draw into a specific area, let's say- I just want to jump in there and point out that it was actually a query going back into Hadoop, getting processed and turned around in real time. A lot of people are used to Hadoop as a batch processing system, but we really brought it forward to something that can handle this sort of interactive exploratory work. Yeah. If you were to connect a BI tool with a Hadoop backend based on the batch-oriented system, you have to wait for 10 minutes or even longer. That's not the interactive BI experience people know of. But if you click, draw into one of the market cities that you're analyzing, then we're really rendering the advanced dashboard here. So in this business scenario, I am the business analyst, want to understand the market trending of my energy drink product with my competitors. So I see New York City turning incredibly red a moment ago. So now I can draw into it and understand what's causing the change. So the first graph here showing you, okay, that's the revenue of my product in the recent past and the trend has been stable. So that's not the reason. But on the upper right corner, you see the social bus of my product compared to my competitors. And there's a huge spike with my competitors product. So that enables me to draw into it. So let's say I select this time window and it goes and grabs the real tweets mentioning my competitor's product within that time window. So this is the power of HADAP. You start with high level aggregation. You draw into raw data or the raw bits, the individual tweets, all within one platform. And social bus, what is that? Well, it's not really a standard function available in SQL or MapReduce. This is something that the data scientists or developers can build. And I haven't done the detailed research. My intuition tells me only 10,000 people in the world have the expertise to do it. The beauty of HADAP is once they do it once, right? They package it up as a standard SQL function which can then be exposed to BI tools such as Tableau so that now millions of BI users, the business analysts, can just invoke the sophisticated analysis like social bus, social sentiment by clicking buttons, dragging, dropping things. And this is a critical part of our strategy. We think it's really important to extend the basics of what you can do with SQL analytics with all of the advanced sorts of analytics that people are doing in a Hadoop-like platform. Enable that in a form that more business oriented and SQL oriented users can access. Can you guys talk about, just paint a picture of what it would be like if I did this sort of previous to your announcement, previous to HADAP. What would I have to go through to achieve what you just showed? Sure, so all of these capabilities might be available to you, but you'd probably be cobbling together a whole bunch of different systems. You'd be, to get this buzz analysis that Ming Cheng's talking about, you would have had to custom write that, probably as a MapReduce job, do that as a batch-oriented thing, enrich your data, probably export that data into some external database where you can serve up real-time querying like this. So you'd be pulling all of these systems together, you'd need specialized programming skills, MapReduce type, Java skills, and so forth. We're giving this to you in a package that really is targeted at the enterprise and at the sort of staff and capabilities that they have to make this something they can deploy, get these kinds of value out of rapidly, easily, with their existing tools, with their existing infrastructure. And when will this capability be available in the marketplace? This will be available in our version two, which is slated for Q1 of next year. Excellent. All right, good. Well, thanks very much for taking the time to show us that demo. Congratulations on your victory last night, and hopefully many more victories in the marketplace. All right, thank you very much. Pleasure. Okay, keep it right there. We'll be back with our next guest. We're live from the Strata, plus a Duke World Conference in New York City. This is theCUBE. I'm Dave Vellante. We'll be right back.


I'm currently in my home directory. I already have this ITS352 directory. Let's go into that and make some files in there. There's nothing in there. Actually there is. There's still a test directory. Let's get rid of that. ITS352 in my case is empty. It doesn't have to be. Let's deal with files. And a very basic thing. Let's create an empty file. An empty file is, there's a placeholder for the file. There's no contents. We can use touch followed by a file name. Choose any file name. Touch creates an empty file. Empty means the file system has a record of the file, but there's no data in it. And we can check by using ls minus l. The size of the file abc.txt that I created with touch is zero bytes, right? We don't commonly do that in this lab, but sometimes it's useful to create something for testing purposes. We can create files with touch. But a better thing to do is to create a text file and use a text editor. What's your favorite text editor? Notepad, nice selection. Notepad, any others? Notepad plus plus, okay. Any others? Text edit, there's many different text editors nowadays, okay? Notepad comes standard on Windows, but very basic. Well, same on Ubuntu Linux, there are different text editors installed and we can install others. But on the command line, just to get started today, we're gonna use one called nano. Nano. You type in nano and it opens the text editor. Press enter. Nano and we can do our normal text editing. Down the bottom of the window are some menu items and the hat character or this character means the control key.  Control X will exit. Control O right out means save. Write the file to disk. Control O says what's the file name you want to write to? Let's give it a file name. You can use a different one. My file.txt, press enter. It wrote three lines. It saved three lines on disk. So my file is saved. There are other options. One that we may use briefly today, you want to copy and paste. Normally we don't have the mouse available. Or we not rely on the mouse. So let's try and do everything with a keyboard for now. Copy and paste. Well a simple or a quick way to do it that we can use control K to cut. Control U to uncut. Uncut is like paste. Control K and control K cuts. Control U uncuts. So that's a quick way and it works on lines. There are other ways to do it on selected text. Let's make a file which has lots of lines in it, right? Just want a file so that we can use it for testing. Let's exit. Doesn't matter what's in your text file. I want something with lots of lines in it so that we can use it with some other programs. Control X to exit. It prompts me to save. Because I've modified the file. Yes I want to save. Y for yes. What file name? Just press enter. I don't want to change the file name. Now I have a file of 711 bytes. Let's find a few more statistics about the file. We can count the words in my file. WC word count. It's more than just the words. It says there are 42 lines. 145 words and 711 characters. If I just want to know the number of lines, minus L is an option. Word count minus L, my file. 42 lines in my file. For today, if you can't remember the commands, then use the reference card printed in front of you. Over time, as you use them, you'll start to memorize them. But sometimes remembering the options, minus L, is there a way to show just the number of characters or the number of words? Well, sometimes it's hard to remember the all the detailed options. So we can try some help. And usually commands have their own manual. And we can access the manual using the man command. The manual page or the man page, followed by the command, is like showing the help for that command. Try it. Man WC. This is the help page for the WC command. And you can scroll up and down with your keyboard. Up and down arrows. If I want to print the bytes only, minus C, the characters, minus M, the new lines, that is the lines, minus L, the words, minus W. So I now learn a bunch of options for WC. We can scroll up and down, press Q to quit. This is a special type of text editor. To get out of it, press Q. This is the man page. Most commands have their own man page. Man, LS. All the options for the LS command. Minus A has many options. Sometimes I'll ask a quiz question. I'll say, how to do this particular thing where you've used the command, but you need to go and find the option to give the very special case. Read the man page. Q to quit.