Podcasts about robert do

Calls: Don't stick it to the man! Angry energy. Race, history, and being Christlike! Pardon the king with his chin up? Jimmie Lee Jackson: Die for mom?The Hake Report, Friday, March 7, 2025 ADTIMESTAMPS* (0:00:00) Start* (0:03:24) Hey, guys!* (0:06:08) KEVIN, NY: Join class action suit against megacorp?* (0:17:58) ROBERT, KS: Men, women, nature* (0:22:03) ROBERT: Do you pray? Anger, God…* (0:27:32) ROBERT: Less angry?* (0:31:21) News… Pilot reassures customers* (0:38:23) DENNIS, NJ: Love, Slavery, Reparations?* (0:53:01) DENNIS: Trump saved by God? Blacks and R—, Jesus, sin* (1:14:48) ANDREW, Scotland: R—, Vikings* (1:18:16) ANDREW: Q on Jesus, black guy Billy Carson* (1:24:42) ANDREW: Jesus always around?* (1:28:47) Super: Greggatron asks about a requested pardon?* (1:31:45) Coffees: Mobetta* (1:35:42) Coffee: Popcorn, Jimmie Lee, RIP* (1:44:24) Coffees…* (1:46:17) ALEX, CA: fake concern, beta energy* (1:49:32) ​​Jacky Cheung - Linda - 1989LINKSBLOG https://www.thehakereport.com/blog/2025/3/7/the-biggest-rists-are-admired-fri-3-7-25 PODCAST / Substack HAKE NEWS from JLP https://www.thehakereport.com/jlp-news/2025/3/7/newsom-is-not-for-trans-in-sports-hake-news-fri-3-7-25 Hake is live M-F 9-11a PT (11-1CT/12-2ET) Call-in 1-888-775-3773 https://www.thehakereport.com/showVIDEO YouTube - Rumble* - Facebook - X - BitChute - Odysee*PODCAST Substack - Apple - Spotify - Castbox - Podcast Addict*SUPER CHAT on platforms* above or BuyMeACoffee, etc.SHOP - Printify (new!) - Spring (old!) - Cameo | All My LinksJLP Network:JLP - Church - TFS - Nick - Joel - Punchie Get full access to HAKE at thehakereport.substack.com/subscribe

Felix (13-years-old) - I have a family friend who is Protestant and she thinks she can go to heaven because she “has the Lord”. How can I explain my faith to her? (0:49) Heather (email) – Did the Catholic Church remove books from the Bible? (9:06) Jackie - Are the candles that we use during wedding and baptism considered blessed candles. (18:13) Daniel - Why don't all Catholic Churches give out both the Precious Blood and Body during Communion? (19:46) Angela - Is it ok to say that original sin was mortal sin? (25:38) Lawrence - Are there circumstances where NFP is not licit? (31:58) Kate – Why, during Communion, are the phrases "Body of Christ" and "Blood of Christ" are used. (40:00) Robert - Do you know anything about Enoch and Elijah? Did they die a human death? (42:19)

Send us a textWhat does Robert Do after the the fame of being a great Poet in Edinburgh and touring around Scotland?He has to make some big decisions about his future. In this episode of Burns Banter I look at five things that influence his decisions. They are James Johnson, The Excise, a farm called Ellisland, Agnes Maclehose and Jean Armour.This is a confusing time for Robert and not all of his decisions are good ones. Listen to this podcast and learn more about the direction Robert goes. We look at the career he chooses, passions he indulges in and where he starts to settle down.Burns Banter - A fresh look at Robert Burns

Welcome to The Daria Hamrah Podcast. My special guest today is Dr. Robert Do who is an emergency physician and biophysicist who quit medicine in order to make an impact on the world on a global scale, as opposed to reaching a limited number of human beings through medicine. After practicing medicine for many decades, he turned 180 and created a start-up company with another scientist. And currently building the world's biggest green hydrogen production facility, using NASA derive technology, that converts waste and biomass into energy without any toxic emissions at low cost. Dr. Do is the author and inventor of SGH2 Hydrogen Production technology. With graduate degrees in BioPhysics and Medicine from Georgetown University, as well as Executive MBA Program at Harvard University Business School, Dr. Do has over 25 years of experience and expertise as an Entrepreneur, Scientist, and Executive. Dr. Do is responsible for the overall strategy, technology offering, and management of SGH2 Energy. As CEO and Expert in hydrogen production technology, Dr. Do has led the growth of SGH2 Energy globally rolling out SGH2 production facilities from California to Europe, Australia, Latin America, Asia to South Africa. With experience in project development in both public health, resources, and waste management, and renewable energy production including green power as well as sustainable aviation fuels production, Dr. Do has successfully created Public-Private partnerships with municipalities, strategic partnerships, and Hydrogen contracts with the largest energy companies in the world. Green Hydrogen will be responsible for 1/4 of the world's energy and will be the key green energy molecule to help decarbonize and achieve Net Zero emissions by 2050m which is essential to keep global temperature rise below 2 C.

In this episode of Web3 Unlocked, Kenzi Wang talks to Miles Anthony, Founder of Decentral Games. Decentral Games builds games that give players economic freedom through aligned incentives, self-custody and delegation of yield-bearing metaverse assets. . The game first launched its closed beta in September 2019 and currently includes poker, blackjack, roulette, backgammon, and slots. In a candid conversation, Miles shares his journey of building play-and-earn poker in the metaverse, its search for establishing product-market fit, the future of Web3 and more. This episode was supported by Diksha Dutta and Robert Do.

Ever had emotionless sex?Is it different than sex where there is connection?How about sports, art, or even personal development?Do empty affirmations work or do they need emotion?How do you become more aware of this invisible force called emotion?Find out more in this week's episode of the most real-talk, no-nonsense podcast on the empowering of the mind.00:00 Settling in02:24 Topic Intro: Doing things without emotion04:53 Robert: Do we lose emotion with time?06:50 Kyra: Allow yourself to feel10:25 Emotionless Sex15:55 Robert: Emotion underlies everything20:30 Kyra: Gain awareness of yourself and others24:16 Robert: The brain's growth over time28:40 Kyra: Get in touch with yourself and develop self-controlRobert NelsonInstagram @ExistenceFirstKyra CarlinInstagram @souldesignedfutureThis podcast is also available on-Apple Podcasts-Spotify-Google Podcasts-Podcast Addict-Podchaser-DeezerDisclaimer: This content is neither medical advice nor therapy. Consumer assumes responsibility for consequences of applying this information.#mentalhealthpodcasts #selfhelppodcasts #psychologypodcastsShareable clips are available on our Instagrams:@existencefirst@souldesignedfutureJoin our Facebook group here:http://www.facebook.com/groups/enterthemind

You may only know Kellogg’s as the company that makes your favorite cereal. But there is so much more to the company than just delicious treats. Robert Birse is the Head of Global B2B Ecommerce at Kellogg’s, and he has been leading the charge to position Kellogg’s as one of the leaders in creating scalable B2B Ecommerce strategies. On this episode of Up Next in Commerce, Robert explains all the ways that Kellogg’s is upending traditional Ecommerce strategies in order to help customers find greater success. Using technology like A.I. and machine learning, and by developing a platform that all of their customers and partners can use, Kellogg’s has been pushing the ball forward on bringing small and large businesses into the world of Ecommerce and helping them get the most out of their Ecommerce strategies.  3 Takeaways: A brand like Kellogg’s has the power to up-end the typical Ecommerce strategy. Instead of asking how to get customers to buy more, they ask how they can help their customers sell more. In doing so, their customers and partners become more successful, and it’s a win-win for all parties Change management is important because many of the small businesses Kellogg’s works with have to fundamentally change the way they think about doing business.hey have to rely much more on technology than ever before. But the appetite is there because A.I. and predictive analytics are proving to be critical tools in helping businesses determine what to stock and how to look at consumer behavior B2B Ecommerce is still in its infancy, but there is an appetite for innovation across the board from brands to retailers to distributors. They’re eager to test, iterate and experiment with new technologies in order to create better one-to-one engagement at scale For an in-depth look at this episode, check out the full transcript below. Quotes have been edited for clarity and length. --- Up Next in Commerce is brought to you by Salesforce Commerce Cloud. Respond quickly to changing customer needs with flexible Ecommerce connected to marketing, sales, and service. Deliver intelligent commerce experiences your customers can trust, across every channel. Together, we’re ready for what’s next in commerce. Learn more at salesforce.com/commerce --- Stephanie: Welcome to Up Next in Commerce. This is Stephanie Postles, your host from Mission.org. Today I'm very excited, we have Robert Birse on the show, the head of Global B2B & B2B2C E-commerce at Kellogg. Rob, how's it going? Robert: It's going great. Thank you very much, from captivity. Stephanie: Yes, yes. How is life in captivity? Robert: Well, I'm thinking about calling Amnesty International, see if they can get me out of here. Stephanie: Well, we were just talking about what life looks like right now, just us eating lots of Cheese-Its on our bed at home, calling into Zoom calls, or maybe that's just me. Maybe that's not you. Robert: No, I think that's a typical picture across the world right now. Stephanie: Yeah, which is okay. Temporarily, it's okay. So, I saw you have a very long history in E-commerce. I think I saw dating back to even early 2000s, right? Robert: I'm afraid it was in the '90s. Stephanie: Oh nice, okay perfect. Well, I would love to hear a bit about your background and what led you into E-commerce. Robert: Sure. Well, I was working for a catalog distributor, so not a distributor of catalog. We use the catalog as our medium to communicate with our customers who were predominantly engineers in factories across Europe. The business that I was responsible for at the time was a small specialist distributor, and we were struggling a little bit to find our position as E-commerce was starting to take more of a role in the consumer engagement or the customer engagement in our case. So we were on the tube and this was the late '90s, and we took a digital transformation, even though digital still wasn't really a bonafide strategy because it was only emerging. The first task we undertook was to create a digital asset library from all the bromides and things that we'd cumulated to support the catalog production. Robert: So we partnered with a startup in London, a bunch of basically college graduates who were trying to create the first digital content management system. And that was more than 20 years ago. So we did that and we started to work to create a digital presence online, starting with static content and then moving into transactional capabilities. It helped transform that little business into something that had a much greater future. So that was my first introduction to digital and then never looked back since to be honest. Stephanie: Oh, that's great. What kind of transformations has your career seen since the starting point in the '90s to now? And what does your role look like now at Kellogg? Robert: Yeah, I mean, I've used digital disruption and innovation in all the roles I've had since that position in the UK to varying degrees of impact. When I joined Allied, and I moved to Texas, we transformed that business collectively from a couple of hundred million to 600 million in a very short period of time. Just really ensuring that we unified the sales channels with the digital channel. In the early '90s, or early 2000s was very popular to Ring-fence E-com as a separate channel, and I felt that was wrong. So when we moved to the US I tried to ensure that the unification happens, so it was the best one to punch we could possibly give our customers, we're always on capability with the human interaction. I have used that principle throughout my career to build success. Robert: Ultimately all the way to Kelloggs where now, I'm using technology to create value for our customers, changing the paradigm that was always traditional in sales engagement of how do I get my customers to buy more? Now the principle behind our E-commerce strategy from a B2B perspective, is how do we enable our customers to sell more? And then we will be the recipients of the downstream benefit in due course, and that's a big change in the approach. Stephanie: So what did your first, maybe like 90 days look like? When you came to Kellogg's and you saw the lay of the land, what were some of the initial things that you were like, we have to do this, or have to shift this? What did you do? Robert: Well, the train was leaving the station when I joined Kellogg and I decided to embark on a pilot, a B2B pilot, in Brazil of all markets, one of the hardest B2B markets in the world. So it was an interesting challenge to ramp up very quickly. Now, thankfully that we're using Salesforce Commerce Cloud as the technology platform, which I was very familiar with. So that was okay, but getting familiar with our business model in Brazil, which was a direct store delivery model was a different beast for me. And then obviously with Portuguese language challenges, it was an interesting 90 days, but it was certainly a massive. You know the saying, jump in the deep end and [inaudible] and that's where I found myself. Stephanie: Thankfully you're still swimming today, which we all are glad about. So what does your day to day look like now? And how would I think about B2B when it comes to Kellogg's? Because from a consumer perspective, I don't really think about what goes on behind the scenes. I just go to my local whole foods. I find my cereals and my RXbars, and I don't think about how it gets there or how maybe it gets to a smaller Mom-and-pop stops. So how do I think about Kellogg's B2B experience and B2B2C experience? Robert: Well, I hope the consumer will start to see how B2B is impacting the shopper experience, not directly but indirectly. So as part of our mission, we're trying to use technology B2B platforms to create a conduit where we can influence, educate, and inform and enable our retail, especially our independent small retailers. Not a frequency store or space in particular, to be better store owners and to create a better in store experience. As well as use some of the modern engagement tactics, such as social media engagement to bring more food traffic to their store from within their community. Therefore, strengthen their business and providing a jumping off point for them to become more successful in the future. Robert: So the consumer should recognize that when they go to the store, the store has always got the product they're expecting to find in the store, and if that product is displayed in a fashion that's compelling and it's positioned next to other products, they well, that would be the perfect combination. Then B2B commerce, modern B2B commerce is starting to have an impact on the buying experience. So that's what goes on behind the scenes, and that's what our vision is built around. Stephanie: Yeah. That is something I never think about, is this product positioned next to another one to make a better, maybe make me buy more. How do you figure out what products should be next to each other? And how do you work with the store owners to ensure that they abide by those rules? To make sure that, maybe not rules, but it'll also help them sell more as well. So how do you work with the store owners to creating a partnership? Robert: Well, in the past, it was always through traditional sales engagement. The Lucas success has always been a principle behind how we've engaged our retailers in using planograms and driving compliance around these planograms and the science behind them has been well understood, and the discipline has been in place for a long time. However, the cost of serving and maintain that relationship at a cadence that we need to continue has become ever more challenging. So digital is helping to change that paradigm and allowing us to go back to the long tail and really start to help our smaller retailers to really become stronger and more effective in their day to day life. So we see things like AI driving the intelligence around product recommendations for a store type, for instance. Robert: So if you are an independent store owner and you are in a rural environment where you are a 1,000 square feet and two the cash registers, that we would like to be able to cluster you with other retailers just like you, do the analysis and determine what you must stock, what you could stock and what you shouldn't stock. And then ensure that we're talking to the owner operator on a cadence that would allow us to then do more of that and offer and recommend as consumers trends change. So we're always ahead of demand, not buying demand in the long tail. Stephanie: How do you stay ahead of demand? What kind of tools and technologies are you using to ensure that you're able to quickly react to consumer buying behaviors or inventory levels for the store owner? How do you stay ahead of those things? Robert: Well, you're giving me way too much credit to say that we're actually ahead of those things, we're aiming to be ahead of these things. So let's make sure that's completely clear and we're being transparent, there's a lot of work to do here. So what we see is the ability to take all that historic purchasing information, and then combine it with social listening to see what consumers are talking about, then plugging in triggers like weather and other influences on buying patterns and then continue to feed machine learning and AI logic to build a picture that is constantly dynamic and changing so that we can then say to the customer, the retailer, "Hey, this product is starting to decline its popularity so we're recommending you start to reduce the inventory you carry. And by the way, this product is gaining popularity and we're going to drive a marketing campaign in your market to promote it. So now it'll become a hot commodity, please accept this recommendation and capitalize on that demand and it will happen in the coming weeks." That's what we're aiming for. Stephanie: Do you see the partners being ready to accept that and wanting to stock the products that you're recommending? Are they trusting your guidance or has it been an uphill battle when it comes to those recommendations? Robert: Well, first of all, the primary segment we're focused on is that high frequency store, independent retailer, a C-store, a convenience store that kind of customer segment, and they've been incredibly underserved for many years now. So any insight that we've given them so far, and the questions we've asked them about would it just be of interest, they've all unanimously said, this is what we've been asking for years, please help me grow my business. So I think the appetite is definitely there. Stephanie: Yeah, that's amazing. How do you set up platforms and systems for these different businesses? Because I could see each one needing something a little bit different. So how do you scale that model to provide the data to each company in a different way, or each, like you said, store in a different way? Robert: Right. It has to be done without human intervention to start with, we cannot be responsible for building an army to support such endeavor. So at Kellogg we're really focused on a single global platform, one ecosystem of applications that will scale globally across markets and channels and the customer segments within these channels, with a lower cost of ownership as we scale it out. So that's the first guiding principle. The second end is, if a machine can do it, we probably shouldn't do it. So everything is going to be machine driven. And then by rewarding the owner operators to complete their profiles, that allows us to capture information like, is your store rural, suburban, or urban, gives us another great data point to then create more effective costuming. Robert: And then in these clusters, the analytics can be very powerful and the machine can then start to communicate through marketing automation on a cadence that we could never possibly imagine before, and then touch them with relevant content that is absolutely pertinent to their business. So I would make a recommendation to you and your store that you're missing these two products, you should this and if you do stock these, we predict that you will make X number of dollars incrementally every year thereafter. And that's very powerful for comparison. Stephanie: Yeah, no, that's great. Are there any pitfalls or learnings when going about this partnership model and helping the retail stores that you saw along the way that you would find maybe other companies or brands will need to do this, where you're like, "Hey, we ran into this problem along the way, or this was a big hiccup that other people could probably avoid if you listen to this podcast." Any advice around that? Robert: Well, I think it's going to be the same answer that everybody gives, and that's really focused on education, change management. You're asking people to change their habits. So in emerging markets like Brazil, for us high growth markets, there's a full service that the reps provide to date. And so the store owners are accustomed to doing a particular style of business with us, we're asking them to change that and be more responsive from a digital perspective. Now corporate, for all the bad and sadness that's come with corporate, it has been the catalyst for changing the perspective of many retailers to how they should interact with their brands. So that's been that the silver lining of corporate is it's elevated the position of why B2B could be a very important tool in their growth strategy going forward. And that's changed the perspective of consumers considerably. Stephanie: Yeah, that's a good silver lining. So I saw that you also created a mobile app to reach some of the smaller retail clients. Can you tell me a bit about what problem you were facing and why you thought mobile was the best way to solve that problem? Robert: Well, that's a really easy one is the business tool of choice for small business owners. The internet and the mobile device and companies like Kellogg's are now developing solutions, online solutions that years ago would have been financially out of reach. Now they have all these tools that they can run their business, and that's why mobile is so important to us. Stephanie: Got it. Do you ever feel like you're encumbered by trying to meet your partner obligations or that the experiences maybe can't be what you want them to be because of certain obligations you have with partners? Robert: No, I feel more enabled to be honest, because it's a difficult market. The times are always challenging. So anything that might add value to a relationship, I think it goes a long way to creating a winning business scenario. So don't feel there's any barriers, maybe some adoption challenges that those would have been there regardless. So I feel that there's such a large opportunity to use Ecommerce to change our engagement model, that there're enough partners that have put their hand up and will put their hand up to say, "Yeah, I would love to be part of that because I can see that could create competitive advantage for me and alone I can't do it but in partnership with you, I feel that you could guide us and help us aspire to our own digital endeavors going forward." Stephanie: Yeah, completely agree. How do these retail partners keep track of all their other brands? So I'm thinking, if Kellogg's has their website that you would log into and you would look at the recommendations and get your orders and your inventory and all that kind of stuff. How would a retailer keep track of everything else they have in their store too? Is there like a single source that they can rely on or how do they think about that? Robert: So that's a great question, and it's greatly misunderstood. There is no real lifespan for a single application to serve a single brand in a retail environment. Who in their right mind would manage 50 different applications from different brands? So for two different models, I foresee. So in a mature, disciplined distribution based market, such as North America where most of our distribution wholesale partners have a web presence to date with E-commerce capabilities, we will be looking to integrate into that, to improve the experience in that environment. So think about a store within a store concept, and that would be where I would see brands like Kellogg's and others prospering and allowing the retailer to buy across a broad selection of products available from the distributor, but also to technically punch out to reach my Kellogg experience, where they can see their performance plus with their peer group to get the recommendations that we're offering, being informed about trends and product demand and so forth. Robert: And then if they're inclined to confer upon a recommendation we've given them that product order will go back into the distributor environment to be processed in a normal fashion, thereby allowing them to continue to go about buying other products for the store. Now in markets where distribution isn't as well evolved from a digital perspective, then marketplaces become the answer to ensuring that a retailer can go to a marketplace designed for their customer segment, with brands that represent at least 40% of their shelf. So that there's enough for them to do in one execution to not create administration, but to reduce administration in the procurement of product. Stephanie: I got it, that makes sense. How do you think about working with different platforms? You just mentioned marketplaces and I saw when you go on Kellogg's website, you direct people to go on platforms like Amazon and then also CVS and Target. How do you balance working with bigger stores and retail partners, and then also platforms like Amazon within your Kellogg strategy for E-commerce? Robert: Well, there's a lot of room for improvement on both ends, so in the end you're referring to where the large platforms are in play, there's a ton of up side to improve content, to improved recommendations, to really get deeper integration, that we can take all that learning and insight and present it as a more refined offer list dynamic. Obviously the price part architecture element of ensuring that what we're presenting is something that's scalable and profitable for us, as well is a key factor in these relationships at both ends, of course. I would say that they're not mutually exclusive in the sense that, we can operate in two spectrums here. So in the large platform, but also taking that technology and applying it to enable the long tail to prosper. Robert: Monetizing the long tail is actually, a very worthy prize worth unlocking for every CPG company in the world. And I think that's where the glue on your food is to be honest, we do a great job in most cases with our Walmart's, and our Target's and our Amazon's. We don't do a tremendous job today with a smaller, high-frequency stores as an example. Stephanie: Yeah. That long tail does seem really important. How would you advise other CPG brands to engage with those? Like you said, the long tail? Robert: Do you know, I think partnerships are key. The synergistic product from more than one brand that you could curate into a collective offer, there is a lot of power in that. So strengthen in numbers has always been the case. So I think we could really team up better in the industry to make a more powerful proposition to our retailers, that creates greater value, greater economies of scale, and it's easier to adopt. And I think that's what's missing today because everybody is a little nervous about working together, trade secrets and what if the competition find out. But honestly in my entire career, I've always had a hard time just getting our innovation execution done, nevermind, stealing somebody else's in time. So in reality, it will never happen, but there's an insecurity, that's common to human nature, I guess. Stephanie: Yeah, I see the same thing in startup world where people don't want to share their ideas and you're like, "Trust me, I've got my own stuff to work on, I'm not trying to steal your idea and build a whole nother startup on top of the stuff that I'm working on. Don't worry." Robert: So true. Stephanie: Have you seen any successes when it comes to those partnerships that you would advise others to think about it this way, when it comes to letting people lower down their guards and allowing them to see this could have benefit for everyone, any successful case studies there? Robert: No, nothing is mature as a case study yet. We're still very much in the embryonic stage of developing this strategy. You can see it though in play from time to time when we do joint ventures with other brands targeting the consumer, to be honest. We did last year, we did a very exciting campaign with cheeses and house wine, that was the box wine company. Stephanie: Oh, tell me more about that? Robert: Well, this one is very interesting and very simple, it was a box wine. The box had to be extended to contain cheeses. Cheese and wine, as you know, is a perfect combination. I personally was just eager to get my hands on a box and, yeah, that morning it went live at nine o'clock and we sold everything in about 40 seconds, I believe. So none of us got any, so the power- Stephanie: You're still on the wait list. Robert: It's never coming back, I don't think. Stephanie: Oh, no. Robert: We have to recover from the demand. Yeah, cheeses doesn't need much help [inaudible] as I said, we can't make enough to meet consumer demand. That's a great example of when you can join forces and just make the proposition more compelling. So I see that playing out in the B2B space as well, as I said before, together we're stronger. Stephanie: Yeah. How do you think about what partnerships are advantageous to have? It seems like it'd be hard, and I could see a lot of brands maybe partnering randomly, and you're like, "Ah, that's not really even helpful to the consumer." So how would you think about striking up new partnerships in a way that's mutually beneficial to both brands and is good for a longer term strategy? Robert: Well, it depends what your ambition is, of course. So there'll be different solutions for different approaches. I mean, obviously, we wouldn't partner with a Benjamin Moore Paint brand, there's no correlation. So within the food industry taking snacks as an example, the beverage industry is the perfect partner, beer, wine, alcohol, Cheez-It and Pringles, it's a perfect combination. So the same as for cereal, milk and yogurt, it's a perfect combination. So there's definitely groupings of product where you can see which brands aspire to the same vision, it would be critically important as well. So just because the product has synergy doesn't mean that the strategy is there, you can't force a round peg into a square hole. Robert: So my first checkbox criteria would be, is the digital ambition the same? Do both companies, or do three or four companies aspire to own breakfast across all hospitality in the world? Well, if we do, then we've got a common objective. Now, how do we go about it together is the next step. Stephanie: That's great. It seems like the larger brands too, might have to give a little bit more, or provide a little bit more help to the smaller brands, if they're picking someone like ... If you were partnering with a smaller wine company or something, it seems like you might have to be ready to do maybe the 80% of the heavy lifting, because maybe they don't have the resources or the budget. Is that kind of how you're seeing things play out when you pick partners, that sometimes Kellogg's has to do the heavier lifting to create a partnership? Robert: Yeah. Even with partners with some of the bigger brands we're actually willing to do the heavy lifting. We made a decision with our leadership to own our destiny in this space. So it's from top to bottom, and I do see that small startups in an incubator fashion, we would be a great big brother to get products launched. And we have our own startup business within Kellogg's where we're giving grants to products like Leaf Jerky and so forth, which is a different plant-based product that challenges the status quo of what we felt like Jerky was in the past. So yeah, I could see that there could be a market verticals that we would go after, there might be health club awaited before we joined the Kohler, we were talking about RXbars and examples. Robert: So predominantly through health clubs and so forth, why not probiotic yogurts? Why not non-alcohol based beer? So why not the combination? All plays well to the health industry, so there might be some small companies in there that are pioneering excellent alternatives that we would be, I think, more than delighted to partner with them. Stephanie: Yeah. No, that's great. So Kellogg's is over, they've been around for over a 100 years, right? Since 1906, is that correct? Robert: Yeah, it's correct. Stephanie: Okay. Oh, good memory, Stephanie. So with a company that's been around for that long, how do you think about making sure that the company continues to innovate? Like you said, you have a startup within Kellogg's, what do you see within that startup? What kind of products do you see coming out of that? And would you advise a lot of other large companies to also put on their startup hat to compete with these B2C companies that are all popping up everywhere? Robert: Well, change has become the new norm. I mean, taking COVID aside, people want to taste new things, that is my impression, anyway. I think, there's an appetite for new and more challenging flavors and so forth. So in the food industry, I can see that the innovation around our product offers is actually critical for success. But the innovation doesn't stop there though, we have to be more innovative in how we present these products, how we ensure these products create value other than just in flavor, but in health and wellbeing as well. So Kellogg has always been a very health driven business right from its inception, that continues to be an underpinning philosophy of our company. I see a great deal of passion in our business and investment for innovation. It's not just digital, it's all down to food, not innovation kitchens and the chefs we have, they're inspired to really go find new products. Robert: We do a great job of creating an incubator within our business by constantly searching for ideas within our employee base around what we could do with Kellogg products. So I think you look inwards and outwards there's no stone not worth turning over to find out an idea about a new product. Stephanie: Yeah, that makes sense. When you mentioned marketing earlier, it seems like you would have to market to two different audiences. You have to market to your retail partners and then also to the consumers, how do you go about, maybe within your platform where you're selling to retailers, do you market differently than how you do to consumers? Or how do you think about that? Robert: Well, so now you bring up an interesting subject in the sense that direct to consumer, which could in sense be side by side be B2B, does provide you with an awesome channel to test the appeal of new product, and affordable cost if you engineered it appropriately so that you've got something you can stand up and tear it down quite quickly without major investment. So I don't know if you would really want to continually be knocking on the door of your retailers with new products without having some good market data behind it, to say that this will sell. And so testing that product in market that becomes a critical part of the evolution of the go to market strategy. So I see traffic consumer testing being interesting proposition for companies like Kellogg's going forward. Stephanie: Got it. So you test the product with a market first, and then you go to your partners and say, "Hey, a lot of people like this, you should also put this in your store?" Robert: Absolutely, because that's where we get the scale, and then we can then turn on all of our abilities to cross sale and use some of the capabilities we talked to earlier about in the B2B platform, ensuring that our retailers know how to create success with new product. There's another interesting aspect of that too, so if you'd go back to the conversation around the long tail of retail, these companies, these business owners don't have sophisticated inventory management tool. So one of the biggest challenges we're solving for is ensuring that new products, our products we've recommended for that retail when they're placed that they stay. Because we see a lot of occasions where a new product is being placed or our product from the portfolio that they should be adopting, has been taken. Robert: And then a week later has been sold and never replaced because somebody in the evening has just redistributed product on the shelf to complete the look and that position be lost. And so making sure that these products are reordered and reordered again, until they become habitual, their presence is habitual on the shelf is a massive opportunity so it's not about just new product and innovation, it's also about ensuring the stickiness of product they are placing on a shelf. Stephanie: What ways do you engage with your partners to make sure that they, like you say, keep reordering, have you seen any best practices to stay top of mind with these people even if they do excellent and lose a spot in the shelf. They're like, "Oh, hey, this product actually belongs there." How do you go about building those patterns? Robert: Well, there's also technology becoming available from scanning to just constant recognition. So there are solutions coming, they're not particularly affordable today for the segment we've been addressing, which is the high frequency stores segment. So the challenge has been resolved by manpower up until now, and of course, that's not very affordable. It's interesting when you go to markets like India, if you don't show up something else will steal your space. Stephanie: [inaudible 00:32:09]. Robert: I know, so there's a whole bunch of, I must run ... Making sure that you hold onto the shelf space that you've worked so hard to attain. So we're looking at tools like, asking our retailers to take shelfies using the robot cameras and uploading- Stephanie: Shelfie? Tell me more about a shelfie. Robert: So a shelfie is just, the shelf equivalent of your selfie, in the sense that, we're to set challenges for our retailers and say, "Listen, take a shelf of your cereal display." And then we'll match that image to the planet ground that the AI has in its memory, and then give them a score, and that score will then be translated into points, Kellogg points that they can use for purchasing everything from a discount to cleaning services, say for instance, in the future. So one thing happens in this process, is we ask them to do a challenge, before the actually did their pictures there is a pretty good chance they're going to address any gaps on their shelf. So we see it being a little self serving and helping us get a better position in the store, but also then just educating the retail around best practice and reinforcing that practice. So the look of success is getting closer and closer in the package stores within their reach. So that's just one example, I guess. Stephanie: Yeah, no, that's awesome. That's a really fun example. Have you seen the rewards program that you have actually really incentivize these retailers to, like you said, take these shelfies and engage with your brand more? Robert: No, again, you gave far too much justice. I talk with authority, but we're still very much in the theory and the testing, the technology is still catching up, but we see rewards and we have a rewards engine built into our platform to date. We haven't really turned it on to its full force yet, but it will be a cornerstone of our strategy. We're looking at gamification rewards and recognition as being a key driver of behavior going forward, and creating the path to best practice. So it will be a constant in our engagement strategy, so at eight o'clock, nine o'clock at night, we'll be connecting with an owner operator of a store through WhatsApp or email or text to say, listen, we have a challenge for you, and this challenge is worth a 1,000 Kellogg points. If you go and take that shelfie or if you can tell us, answer this question about the new product you recently stocked, did it sell out, did customers come back and repurchase? Did you get any feedback in any shape or fashion about the flavor? What did they think, and reward them for that first party data insight. Robert: Now, all of a sudden you've got this incredible ability to harvest information that could be invaluable to your R and D teams. At the same time, you've got the opportunity to influence best practice and take the customer on a journey, the customer being the retail owner operator on a journey to become better at their craft, which is super exciting to us. Stephanie: No, that's really awesome. It seems like there'd be room to build a community among these store owners, to all do the challenges together and to talk about best practices. Have you all explored that? Robert: We're exploring it. We're definitely exploring it. So it came from, when we looked at one of our customer's segments being a K through 12 schools starting here in North America, there's a lot of schools that are rural. They're isolated, they don't have large school communities to support them, and there's so many challenges that they face from allergies and health and nutrition, taking food and making education subject matter. All of these things we're looking into to say, okay, so our community together would be again stronger. So connect schools that are similar together and then connect schools that are not similar and let them use our product as a teaching aid. So we aspire, this is long away from happening. Robert: So please don't take this as something that's been executed today, but we can see that sometime in the future, we'll create a syllabus around corn and our cornflakes and how it changes the flavor of patterns in Japan compared to Idaho, and then to schools when their kids are having their breakfast, they can share the differences in the sweetness and so forth because the [inaudible 00:36:46], the climate is different so that the plant takes on a different flavor. So that's a subject that you could turn into a syllabus and education and bring kids together. Yeah, it is a very exciting proposition for us and different from anything we've ever done before. Stephanie: Yeah, that's awesome. And I did not know that flavors around the world would be different. So you definitely taught me something brand new here. Robert: Yeah. We've done a few things at Kellogg's in the office in Chicago where they've taken five or six or seven different sources of cornflakes and put them all in independent bowls unmarked, and then tasted them and people were convinced that sugar had been applied and so forth. And it actually hadn't, it was just that the different produce, produce different flavors and it was quite an epiphany for many of the folks tasting them. Stephanie: Yeah, no, that's really interesting. So when it comes to your B2B platform, what are some of the best capabilities that you're using today that maybe you weren't using a year or two ago? Robert: Again, cornerstone of what I'm trying to do with the B2B platform is create efficiency, and so to create efficiency, the first thing I'm trying to tackle is preventing any waste of time as it pertains to identifying a product. So we are integrating scan into the mobile device, using the mobile device camera, quickly scan that barcode it will take you straight to the product in our platform. So no need to key in, no need to type in the barcode or any keywords that are associated, just quick scan within less than a second you're on the product detail page, and you got a path to purchase with one click. You've got a path to understand your performance versus your peer group with one click. And you've got a path to understand how to sell more by accessing the tools that give you the toolkits that will help you do that. So that's, that's one aspect. Robert: The second aspect is to create value around ensuring that big data is conferred into some form of exportable logic that says that, hey, you are not creating the optimal product assortment. Companies, businesses, stores, like you sell these products successfully, and you're missing revenue as a result of not taking them. So here's a recommendation for these products. Here's the stocking quantity that we believe you should take. And here's a revenue projection based on MSRP from the class that you belong to that. That to me is transformational in so many ways. Stephanie: So are you using AI behind the scenes to create a lot of these recommendations? And do you think a lot of brands are also doing this or is there a lot of room for them to adopt to this technology? Robert: Yeah. AI is the key to success. So we've talked about AI for several years now, and it has really not delivered what it says in the box as of yet, but I am a 100% confident we're getting closer and closer all the time. Anybody that's been getting with AI knows that a lot of teaching into the logic that supports the output, but we're definitely getting closer to being able to use it at scale. What I see in the next year to 24 months will be the ability to then turn on that dynamic, self-sustaining logic that continues to morph as it reads more data and continue to present very tailored recommendations to all of our retailers worldwide, simultaneously because the computing power, obviously, continues to scale at an exponential rate. So it doesn't do necessarily what it needs to do today, but the path is now clear, and I think it's just around the corner, to be honest. Stephanie: Yeah, no, I completely agree. Are you all training your own models for AI? Are you relying on a platform to help you with that? How would you recommend another brand or a larger or smaller brands to start adopting this technology or start experimenting with it? Robert: Well, there's a lot of data scientists that they're all better actor than I am for sure. Stephanie: Sure? Robert: Yeah, I'm absolutely positive. So we've been looking outward to smaller businesses, as well as some of our larger partners to use their experience. Because clearly they see the opportunity too, so I would continue to just make sure that you're using a blend of traditional partnerships and innovative new businesses that come up with some left-field idea about how to resolve one of the challenges. Constantly looking for new ideas from the marketplace, from the periphery where there's new startups starting and looking for an agent, they might have a great concept that we can use. I often equate it to something you might see in a Paris fashion show where coming in the the runway is a presentation that could be quite outrageous, but some form of it we'll get to the high street that will be very popular with the consumer. So a really wild idea can really translate and be boiled down to something that can be a game changer in reality. So never assume that it has to be something that's already in place, but to be open to suggestion and I try and work on a daily basis to be that way. Stephanie: Yeah. I think that's a really good lesson too, to look at tangental markets and industries that could also help influence not only new products, but also E-commerce strategies and just like keeping tabs on what other people are doing, especially startups who are moving quickly and experimenting quickly. How do you keep tabs on companies like that stay up to date with what other people are trying? Robert: Well in prior lives, working for brands that were less recognized, it was on me to continue to search and find, and encourage my team to continue to look for these innovations. Working for a brand like Kellogg's, there's a lot of people come calling. So I'm obviously in a fortunate position to be exposed to a lot of these ideas on a day by day basis from various entrepreneurs. I feel that Kellogg's could prosper from taking on the idea so that role has changed. So I'm very fortunate in that regard to be exposed to great ideas across the industry and not just from within the food and beverage industry as an example but from sending an upturn to, you name it aerospace, there's a lot of innovation going on. Stephanie: What is definition of success for E-commerce? What kind of metrics do you look at? What do you think is successful? Robert: Yes. Okay, so none of the traditional metrics are really going to be of any interest. So for me, the success has moved upstream. So when I think about what does success look like from a digital perspective in B2B, it's very much around ensuring that the retailer is selling more products more effectively and more efficiently, and putting more money in their pocket. So if I can look back and say that all the retailers that we supply our products are prospering as a result of our E-commerce engagement, because we're delivering not just the fundamentals of E-commerce, which is about auto management and everything else that comes with it. That's just table stakes, whatever else comes with it, where we create the value through AI recommendations, access to toolkits, marketing campaigns, guidance on how to create the perfect store. If that's translating into more dollars at the point of sale, then that's what success looks like to B2B commerce going forward, in my opinion. Stephanie: Yeah. It seems like that partnership and education is really important in B2B, have you guys seen success with doing that? Robert: Well, again, I wish I had something much more tangible to give you in terms of the successful metrics. This is still ground zero, we're still very much in day one of our B2B engagement. I think you will find that modern B2B is still in day one globally across both industries. So there's still a lot of learning, a lot of testing, a lot of refinement to do, but the appetite is there. When I talk to other brands, they feel the same way about how we can harness technology to create value. The retailers I've talked to they are hungry, and so is our distributor and wholesaler partners too, to participate in this new era of one-on-one engagement at a scale that's affordable and on a cadence that has never been achievable before. Just that combination of menu items is really driving the hunger to get to that point quicker. Robert: I wish I had to go quicker, we're definitely trying to get there quicker, but it just takes time to build. And so ask me again in six or 12 months, and I'll be in a far stronger position to give you a better answer. Stephanie: Oh, you've just invited yourself around two. So with things changing so quickly, are there any new or emerging digital channels that you all are focused on or trying out? Robert: Again, comes back to just watching and keeping an eye on how things are changing, an example would be, for instance, say WhatsApp for instance. So WhatsApp starts life as a messaging tool, becomes incredibly popular worldwide, supplanting email, phone, texting everything. Now WhatsApp is developing your online ordering capability that will potentially change the trajectory of B2B commerce. So we're watching it very, very carefully, but there's a caveat, there's so much low hanging fruit in just doing what we already know, we can do better in B2B commerce. The WhatsApp example would be a very shiny object while we still need to continue to look to shop opportunities, we need to temper our enthusiasm to be distracted, it can be a distraction. We know that there's enough revenue potential just executing our primary mission without chasing rabbits down holes. Robert: I don't want to be the anti-innovator, but there's got to be a balance. So I use three words to caution myself, stop, better and clever. Stop doing things that create no value. Identify what you do well, but do it better. And say Friday afternoon is for the clever things. So Friday afternoons are dedicated to it, but don't let it become all consuming and that's how I approach this. Stephanie: That's great. That's a really good lesson, Friday afternoons with a beer maybe then you're even more creative, right? Robert: Why not? Yeah, certainly, my wine consumption during COVID is gone up tremendously. Stephanie: I think everyone else. So are there any B2B commerce trends that you're excited about that are coming down over the next couple, well, maybe even in the next year? Robert: Well, I just think the fact that the chatter around B2B has climbed exponentially in the last three or four months, is exciting. I'm super excited about what machine learning can do for scale in just enabling us to do the value added services that we've aspire to do, but couldn't execute because of the cost. So these two elements that B2B is becoming a cornerstone of business strategy, and it's not seeming to be as a poor cousin of B2C, B2B can be sexy. We're taking all of the goodness from the user experience and applying it, but then with this logic, that's data driven it's hard to turn down when we recommend products to a particular owner operator that I've got a revenue projection associated with them, that's a hard proposition. Plus we're giving them an award for accepting the recommendation. If that recommendation comes and was close to our prediction, then I think conversion could be a 100% going forward. Robert: Now in digital, we usually have 2% conversion and an action was great, a 100% conversion, wow, that's perfect execution. What does that do to the industry? Truly transformational. Stephanie: Yeah, I completely agree. So when it comes to implementing technology and stuff, because I think, like you said, a lot of people and a lot of platforms are focusing on B2B now, it is a new player to look at where B2C was maybe the sexier area before. How would you advise other companies to think about onboarding new tech technologies and tools in a way that sets them up for longterm success? Robert: Well, first of all, think scrappy. You can't innovate with the mindset of perfection. Large companies, I think suffer more than small companies, of course, there's a procedure and there's an ROI calculation, and there's a certain set of expectations. Especially when you're dealing with technology that can't quite deliver on the initial promise, but you have a fairly competent perspective on it, we'll get there. So you have to be a little ashamed of what you take into market, because quite frankly, in my experience, you see the flaws, whereas the target audience does not. They see something different, something value added, they know it's a work in progress, and they can see it resolves a pain point. It removes all of the inadequacies of what you didn't do as a result of getting to market quicker and testing a reaction. So that would be my recommendation. Feel a little ashamed, to be a little ashamed about what you go to market with initially. Stephanie: So is there anything that we didn't cover that you want to cover before we move on to the lightning round? Robert: Oh, no, I didn't know there was going to be a lightning round. Stephanie: Yes. There's a lightening round. Robert: That's a little scary. Stephanie: Yeah, anything high level, E-commerce trends, the industry that you're like, "Man, I really wish Stephanie asked this question and she just didn't." Robert: No, I don't think so. I think we've covered off the fact that, I think the biggest thing that's missing in the industry is that more collaboration. I think collaboration is going to be a game changer in terms of driving success. So that's what I'm seeking to build through networking and working with other brands to try and find some common ground we can explore in. So if anybody is interested, please reach out to me and I'll be happy to partner. Stephanie: Yeah. I completely agree. That's great. All right. So the lightning round brought to you by Salesforce Commerce Cloud is where I ask a question and you have one minute or less to answer. Are you ready, Rob? Robert: No. Okay, I am. Stephanie: All right. You're ready. What's up next in your cereal bowl? Robert: Oh my God. No, Scott's, it should be porridge, but it isn't. I like porridge, I'm a diehard Frosties guy. I don't know, there's not a bad time in a day to consume Frosties, so that's what's always in my cereal bowl. Stephanie: I agree. It's a delicious choice. What's up next on your Netflix queue? Robert: Netflix, I just finished watching Altered Carbon and it was a book that I'd read, three books I'd read many, many years ago. And it was actually a really good rendition of the novel. So I thought it's Sci-fi is very forward looking, it's probably what you'd expect me to watch, but I thought I enjoyed that series. Stephanie: Yeah, that sounds great. What's up next on your podcast list or audible? Robert: Yeah, so podcast, during COVID, I mean, I listen to a lot of podcasts, especially at nighttime and I've started to rediscover Vinyl. So I've become a bit of a pseudo audio file or want to be, at least I fought the big stuff, but I'm working my way into. So I started to listen to Vinyl's audio file podcasts, which have been fantastically interesting, but suddenly they're talking about technology I can't afford or justify. My wife keeps a very close eye on me, so sorry- Stephanie: Oh, man, so rude of her. Robert: I know terrible, isn't? But logical, she saves me from myself. Stephanie: That's good. Yeah, that's really fun. Well, if you were to have a guest on a podcast of your own, so if you were to have The Robert's podcast and you want to bring on your first guest, who would you bring and why? Robert: Oh, that's easy. That's easy. I am a big soccer fan from the UK. And one of my idols is Alex Ferguson. I would love him to be my first case on a podcast. He has such great insight into leadership, management, the stories he has. He would be, there's an entire encyclopedia of subjects we could discuss, and he's an idol of mine. Stephanie: That'd be a fun one. I would listen to your podcast. All right. The last hard question. What one thing will have the biggest impact on E-commerce in the next year? Robert: One thing, I think, changing the culture within companies to really embrace innovation, not to necessarily wipe the investment and make a net positive operating gain in the short term but to be more risk orientated. I see a lot of challenges around investment strategies and payback periods and so forth, and it really does slow down our ability to go to market. So if we can get to a point where there's an acceptable investment tolerance, and that will obviously vary by company size and profitability, then I'd like to see more about an entrepreneurial approach to taking that startup fund internally, and going to market with it, improving success or a failure. In Kellogg's we've done a tremendous job recently of celebrating failures. Robert: We've even have an award, for the peace of the award for failure. So it's a transformation that's underway, but we still have to get more comfortable with capital investment that can be used to experiment rather than the business case that supports it longterm, which will come, that will come when we determine what the metrics are or what the levers that work that can be expanded upon and so forth. So that's what I'm looking for. Stephanie: I love it. You are a lightning round expert, so nice job. Well, it's been a blast having you on the show, where can people learn more about you and Kellogg's? Robert: Well, they can see my profile on LinkedIn, obviously, I'm not a big social media user today. So reach out to me through LinkedIn and I'll be happy to engage. Stephanie: Awesome. Thanks for coming on the show, Rob, it's been a blast and we will have to bring you back since we have an invitation now for round two, we'll have to bring you back in the future. Robert: That was a mistake, wasn't it? Stephanie: No mistake, we'll have even more fun then. Robert: I look forward to it. Thank you very much for having me on. It's a great pleasure. Stephanie: Thanks.

So, now that we're finished with The Janus Directive, we're going to take a month off and watch a movie. This month, I'm watching the Extended Cut of the Suicide Squad movie. BUT, I'm not sitting through this alone. I've suckered... errr I mean, I got, Robert Myers from Everyone Loves The Drake, to sit down with me and watch this movie. And since I'm addicted to podcasting, we recorded our thoughts... So listen in and watch a movie with us. And when you're done, let me know what you think. Do you agree with me and Robert? Do you think we're crazy? E-mail me and let me know. Then when you're done e-mailing me, check out Robert's show at https://thebatmanuniverse.net/category/podcast/reltdp/ (Everyone Loves The Drake). Feel free to e-mail us at taskforcex@headspeaks.com with your thoughts. Visit us on the web at http://taskforcex.headspeaks.com And let us know what you think.

Guests: Amanda Hickman: @amandabee | GitHub Amberley Romo: @amberleyjohanna | GitHub | Blog In this episode, Amanda Hickman and Amberley Romo talk about how they paired up to get the safety pin, spool of thread, and the knitting yarn and needles emojis approved by the Unicode Committee so that now they are available for use worldwide. They also talk about how their two path crossed, how you can pitch and get involved in making your own emojis, and detail their quest to get a regular sewing needle approved as well. Resources: Unicode Technical Committee Draft Emoji Candidates The Unicode Consortium Members Sewing-Emoji Repo Proposal for Sewing NEEDLE AND THREAD Emoji This show was produced by Mandy Moore, aka @therubyrep of DevReps, LLC. Transcript: ROBERT: Hello, everyone. Welcome to Episode 112 of The Frontside Podcast. I'm Robert DeLuca, a software developer here at the Frontside and I'll be your episode host. With me as co-host is Charles Lowell. Hey, Charles. CHARLES: Hello, Robert. Good morning. ROBERT: Good morning. This is an exciting podcast. Today, we're going to be discussing writing a proposal to the Unicode Committee, getting it accepted and rejected. This is basically making emojis which I think is really awesome. We have two guests today who have an amazing story, Amanda Hickman and Amberley Romo. Thank you both for joining us. You two have an amazing story that I would really love to dive into and we're going to do that today. It's about basically creating your own emoji and getting that accepted so everybody can use that and I think that's super, super cool, something that I've always kind of wanted to do as a joke and it seems like that's kind of where your stories began, so you two want to jump in and start telling? I think Amanda has a great beginning to this. AMANDA: Sure. I mean, hi and thanks for having me. I don't know where to begin and really for me, this starts with learning to sew my own clothes which is an incredibly exasperating and frustrating process that involves a lot of ripping stitches back out and starting over and Instagram was a really big part of me finding patterns and finding other people who are sewing their own clothes and learning from the process. I wanted to be able to post stuff on Instagram and it started to drive me absolutely crazy, that there's emojis for wrenches and nuts and hammers and there are no textile emoji. The best I could find was scissors which is great because cutting patterns is a place where I spend a lot of time procrastinating but that was it. I knew a woman, Jennifer 8 Lee or Jenny who had led a campaign to get the dumpling emoji into the Unicode character set. I knew she'd succeeded in that but I didn't really know much more about how that had worked. I started thinking I'm going write a sewing emoji. I can do this. I can lead this campaign. I started researching it and actually reached out to Jenny and I discovered that she has created an entire organization called... What was that called? She's created an entire organization called Emojination, where she supports people who want to develop emoji proposals. CHARLES: Before you actually found the support system, you actually made the decision that you were going to do this and you found it. You know, from my perspective, I kind of see emoji is this thing that is static, it's there, it's something that we use but the idea that I, as an individual, could actually contribute to that. I probably, having come to that fork in the road would have said, "Nah, it's just it is what it is and I can't change it." What was the process in your mind to actually say, "You know what? I'm actually going to see if I can have some effect over this process?" AMANDA: It definitely started with a lot of anger and being just consistently frustrated but I knew that someone else had already done this. It was sort of on my radar that it was actually possible to change the emoji character set. I think that if I didn't know Jenny's story and it turned out I didn't know Jenny story at all but I thought I knew Jenny story but if I didn't know that basic thing that that somebody I knew who was a mere mortal like me had gone to the Emoji Subcommittee of the Unicode Consortium and petition them to add a dumpling emoji, I am sure that I wouldn't bother. But I knew from talking to her that there was basically a process and that there were a format that they want proposal in and it's possible to write them a proposal. I knew that much just because I knew Jenny. I think at that point, when I started thinking about this, the Emoji 9 -- I should be more of an expert on that actually, on emoji releases but a new release of emoji had come out. There were a bunch of things in that release and it got a little bit of traction on Twitter. I knew that the Unicode Consortium had just announced a whole new slate of emoji, so I also was generally aware that there was some kind of process by which emoji were getting released and expanded and updated. ROBERT: That's interesting. Do you know when that started? Because it seems like Apple started to add more emojis around like iOS 7 or something but it was pretty static for a while right? Or am I wrong? AMANDA: I actually am tempted to look this up but the other piece that is not irrelevant here is that at the time, I was working at a news organization called BuzzFeed that you may have heard of -- ROBERT: Maybe, I don't know. It sounds kind of familiar. AMANDA: I do feel like people kind of know who they are. I was surrounded by emoji all the time: in BuzzFeed, in internet native of the highest order and we had to use emoji all the time and I had to figure out how to get emoji into blog post which I didn't really know how to do before that. I can put them on my phone but that was it. I was immersed in emoji already. I knew that there was a project called Emojipedia, that was a whole kind of encyclopedia of emoji. One of my colleagues at BuzzFeed, a woman named Nicole Nguyen had written a really great article about the variation in the dance emoji. If you look at the dance emoji, one of the icons that some devices use is this kind of woman with her skirt flipping out behind her that looks like she's probably dancing a tango and then one of the icons that other character sets use and other devices use is a sort of round, yellow lumping figure with a rose in its mouth that you sort of want to hug but it's definitely not to impress you with its tango skill. She had written this whole article about how funny it was that you might send someone this very cute dumpling man with [inaudible] and what they would see was sexy tango woman. I think there was some discussion, it was around that time also that Apple replaced the gun emoji with a water gun. There was some discussion of the direction that the various emoji's face. One of the things that I learned around that time was that every device manufacturer produces their own character set that's native to their devices and they look very different. That means that there's a really big difference between putting a kind of like frustrated face with a gun pointing at it, which I don't really think of it as very funny but that sort of like, "I'm going to shoot myself" is very different from pointing the gun the other way which is very much like, "I'm shooting someone else," so these distinctions, what it means that the gun emoji can point two different ways when it gets used was also a conversation that was happening. None of that answers your question, though which is when did the kind of rapid expanse of emoji start to happen. ROBERT: I feel like the story is setting in the place there, though because it seems like there's a little bit of tension there that we're all kind of diverging here a little bit and it's sort of driving back towards maybe standardization. AMANDA: There's actually, as far as I know, no real move toward standardization but the Unicode Consortium has this committee that actually has representatives from definitely Apple and Microsoft and Google and I forget who else on the consortium. Jenny 8 Lee is now on the consortium and she's on the Emoji Subcommittee but they actually do get together and debate the merits of adding additional emoji, whether they're going to be representative. One of the criteria is longevity and I tend to think of this as the pager problem. There is indeed a pager emoji and I think that the Unicode Consortium wants to avoid approving a pager emoji because that was definitely a short-lived device. CHARLES: Right. I'm surprised that it actually made it. Emoji must be older than most people realize. AMANDA: My understanding is that very early Japanese computers had lots emoji. There's a lot of different Japanese holidays that are represented in emoji, a lot of Japanese food as well are represented in emoji, so if you look through the foods, there's a handful of things that haven't added recently but a lot of the original emoji definitely covered Japanese cuisine very well. ROBERT: I definitely remember when I got my first iPhone that could install iPhone OS 2, you would install an app from the App Store that then would allow you to go toggle on the emoji keyboard but you had to install an app to do it and that's kind of where the revolution started, for me at least. I remember everybody starting to sending these things around. AMANDA: But if you look at Emojipedia, which has a nice kind of rundown of historical versions of the Unicodes, back in 1999, they added what I think of as the interrobang, which is the exclamation/question mark together and a couple of different Syriac crosses. Over the years, the committee has added a whole series of wording icons and flags that all make sense but then, it is around, I would say 2014, 2015 that you start to get the zipper mouth and rolling your eyes and nerd face and all of the things that are used in conversation now -- the unicorn face. ROBERT: My regular emojis. AMANDA: Exactly. CHARLES: It certainly seems like the push to put more textile emoji ought to clear the hurdle for longevity, seeing there's kind of like, what? Several millennia of history there? And just kind of how tightly woven -- pun intended -- those things are into the human experience, right? AMANDA: Definitely. Although technically, there's still no weaving emojis. CHARLES: There's no loom? AMANDA: There's no loom and I think that a loom would be pretty hard to represent in a little 8-bit graphic but -- CHARLES: What are the constraints around? Because ultimately, we've already kind of touched on that the emoji themselves, their abstract representations and there are a couple of examples like the dancing one where the representation can vary quite widely. How do they put constraints around the representation versus the abstract concept? AMANDA: You don't have to provide a graphic but it definitely kind of smooths the path if you do and it has to be something that's representable in that little bitty square that you get. It has to be something representable in a letter-size square. If it's not something that you can clearly see at that size, it's not going to be approved. If it's not something you can clearly illustrate at that size in a way that's clearly distinct from any other emoji and also that's clearly distinct from anything else of that image could be, it's not going to be approved. Being able to actually represented in that little bitty size and I don't know... One of sort of sad fact of having ultimately worked with Emojination on the approval process is that we were assigned an illustrator and she did some illustrations for us and I never had to look at what the constraints were for the illustration because it wasn't my problem. ROBERT: Sometimes, that's really nice. AMANDA: Yes, it's very nice. I ended up doing a lot of research. What made me really sad and I don't want to jump too far ahead but one of things that made me really sad is we proposed the slate and the one thing that didn't get approved was the sewing needle and it also didn't get rejected, so it's in the sort of strange nether space. That's kind of stuck in purgatory right now. I did all this research and learned that the oldest known sewing needle is a Neanderthal needle so it predates Homo sapiens and it's 50,000 years old. CHARLES: Yeah. Not having a sewing needle just seem absurd. AMANDA: Yeah. We have been sewing with needles since before we were actually human being. ROBERT: That's a strong case. AMANDA: Yes, that's what I thought. If I sort go back to my narrative arc, I wanted to do a sewing needle and started researching it a little bit -- CHARLES: Sorry to keep you interrupting but that's literally the one that started this whole journey. AMANDA: Yes, I wanted a sewing needle and I really wanted a sewing needle. I did a little research and then I reach out to Jenny and to ask her if she had any advice. She said, "You should join my Slack," and I was like, "Oh, okay. That's the kind of advice." She and I talked about it and she said that she thought that it made more sense to propose a kind of bundle of textile emoji and I decided to do that. She and I talked it through and I think the original was probably something closer to knitting than yarn but we said knitting, a safety pin, thread and needle were the ones that kind of made the most sense. I set about writing these four proposals and one of the things that they asked for was frequently requested. One other thing that I will say about the proposal format is that they have this outline structure that is grammatically very wonky. They ask you to assert the images distinctiveness and they also ask you to demonstrate that it is frequently requested. I found a couple of really interesting resources. One, Emojipedia which is this sort of encyclopedia of emoji images and history maintains a list of the top emoji requests. I actually don't know how they generate that list or who's requesting that and where but I think it's things that they get emailed about and things people request in other contexts and sewing and knitting, I've done on that list and I started compiling it in 2016. ROBERT: To be a part of the proposal process, to show that it is requested, without that resource, you just start scouring Facebook and Twitter and history and shouting to people like, "I really want this emoji. Why it didn't exist?" That seems pretty hard. AMANDA: Actually our proposals all have Twitter screen shots of people grousing about the absence of knitting emoji and yarn emoji and sewing emoji. I know that Emojipedia, they do a bunch of research so they go out and look at based what people are grousing about on Twitter. They look at places where people are publicly saying like, "It's crazy that there's no X emoji," and that's part of their process for deciding what kinds of emojis people are asking for. Their research was one resource but we took screenshots of people saying that they needed a safety pin emoji and that was part of making the case. One of the things that I found as I was doing that research was that, I guess at this point it was almost two years ago, when the character set that included the dumpling emoji came out, there was a bunch of grousing from people saying, "Why is there not a yarn emoji?" There was a writing campaign that I think Lion Brand had adopted. Lion Brand yarn had put in this tweet saying like, "Everyone should complain. We needed a yarn emoji," but it doesn't matter how much you yell on Twitter. If you don't actually write a proposal, you're not going to get anywhere. I had been told that the Emoji Subcommittee, they're really disinclined to accept proposals that had a corporate sponsor, so they weren't going to create a yarn emoji because Lion Brand yarns wanted them to create a yarn emoji. ROBERT: Right, so it was like counter-peer proposal. AMANDA: Right. But as I was digging around the other thing I found was this woman in... I actually don't know if you're in Dallas or Austin but I found Amberley, who also put a post on Twitter and had started a petition, asking people to sign her petition for a yarn emoji proposal or a knitting emoji. I don't remember if it was a yarn emoji or a knitting emoji but I found her petition and reached out to her to ask if she was interested in co-authoring the proposal with me because she had clearly done the work. She actually had figured out how the system worked at that point. I think she knew who she was petitioning, at least. I reached out to Amberley and we worked together to refine our proposal and figure out what exactly we wanted to request. I think there were a bunch of things that were on the original list like knitting needles, yarn and needles. I think crocheting would have been on the original list. We were sort of trying to figure out what was the right set of requests that actually made sense. ROBERT: So then, this is where Amberley stories comes in and it is interesting too because she has entirely different angle for this. Maybe not entirely different but different than outright. This kind of ties back to the word software podcast mostly. It kind of ties back to the software aspect, right? AMBERLEY: Yeah. I think, really they're kind of separate stories on parallel tracks. My motivation was also two-fold like Amanda's was, where I started knitting in 2013 and I had a really good group of nerd friends with a little yarn shop up in DC, like a stitch and ditch group -- ROBERT: I love it. AMBERLEY: It was a constant sort of like, where's the insert emoji here, like where's the yarn emoji? Where's the knitting emoji? And we would sort of sarcastically use the spaghetti emoji because it was the most visually similar but that was something that was in the back of my mind but it teaches you a lot about yourself too because I was like, "Oh, this is like fiber art, not really an emoji. It's kind of technical, like on a tech space," and I didn't really connect that it was relevant or that I might have any power to change it. It just didn't occur to me at the time. ROBERT: Interesting. I feel like a lot of people are in that similar situation or maybe not situation, even though you can make change on this. AMBERLEY: Right, so my brain didn't even make it like, "Why isn't this a thing? let me look at how to make the thing." When that happened for me, Amanda mentioned using emoji and everything in the BuzzFeed space. I love how you explained BuzzFeed a while ago, it's my favorite description of BuzzFeed I ever heard. Something similar that happened for me was I was a software developer and in 2016, the Yarn package manager was released and that kind of turned something on in my head. That was like I'm seeing all these software engineers now be like, "Where's the yarn emoji?" and I'm like, "Welcome to the club." ROBERT: "Do you want to join our Slack? We can complain together." AMBERLEY: Right. It has been like a pretty decent amount of time, I'm semi-seriously ranting and complaining to my coworkers who were primarily male software engineers. I remember I went to [inaudible] in the Frost Bank Tower after work and was just like, "I'm going to figure out how this happens," and I spent a couple hours at the coffee shop. I found the Unicode site and I found their proposal process and their structure for the proposal and everything and I just started doing the research and drafting up a proposal specifically for yarn. Maybe it was a bit naive of me but to me it was like, "Okay, here's the process. I follow the process. Cool." I mean, you have to make a case and it has to be compelling and has to be well-written and it has to be supported and all that and that to me it was like, "Okay, there's a process. At the same time, I did read about the dumpling emoji but I didn't connect it to Emojination and they had started the Kickstarter. We should talk about this later but I think the sort of idea the issue of representation on the committee and who gets to define language is really interesting but I saw that they had done the Kickstarter and there was a campaign aspect to it, so I ended up just building up this simple site so that if anyone Google, they would find yarn emoji. It's still up at YarnEmoji.com and that was how Amanda found me. I got this random email, I sort of like had this burst of energy and I did all the research and I wrote the draft, sort of piecemeal, filling out the different sections of the way they have it outlined on the Unicode site and then I feel like a month or two went by and I had kind of not looked at it for a bit and then, I get this random email from this website that I almost forgot about. It was like, "Hey, I'm working on this series of proposals. If you're working on knitting or yarn or whatever, maybe we could work together," and I was like, "Well, that's sweet." Then she opened up this whole world to me. There's this whole Emojination organization, sort of 100% devoted to democratizing the process of language formation through creating emojis and so then, I got really into that. My primary motivator was yarn. CHARLES: So what's the status of the yarn spool, those emoji right now? AMBERLEY: The yarn, the spool of thread and the safety pin, they're all approved emoji for the 2018 released. Amanda and I are actually at the end. Amanda, a couple of months ago when I saw someone used the spool thread emoji for a Twitter thread -- you know how people will be like all caps thread and have a thread of tweets -- I saw someone do that just out of the blue. I was like, "Oh, my God. Is it out?" and the thing about these individual vendors, it sort of gets released piecemeal, so at the time Twitter have I think released their versions of this series of new emoji but others hadn't. CHARLES: How does that work? Because you think the Twitter would be kind of device depending on what browser you're using, like if you're on a Windows or a Mac or a Linux Box, right? ROBERT: -- Emoji set, right? I know Facebook does this too. AMBERLEY: I'm painfully aware that Facebook does it because I can't use the crossed finger emoji on Facebook because it actually gives me nightmares. ROBERT: I have to go look at this now. AMBERLEY: Because it's so creepy-looking. CHARLES: Okay. Also like Slack, for example is another. It's like a software-provided emoji set. AMANDA: Right. AMBERLEY: I'm not totally sure that Slack actually adheres to the standard Unicode set. I think it's kind of its own thing but I might be wrong about that. AMANDA: Sorry, Slack definitely supports the full Unicode set. They also have a bunch of emoji that they've added that aren't part of the set. AMBERLEY: Slack emojis? AMANDA: Yes. CHARLES: Yeah and then every Slack also has its kind of local Slack emoji. AMBERLEY: Right. CHARLES: But how does that work with --? ROBERT: Okay, this crossed-finger Facebook emoji is... yes, I agree with you, Amberley. AMBERLEY: Thank you. I had yet to find someone who disagrees with me about that. AMANDA: I have never seen it before and I'm now like, "What is going on?" CHARLES: Yeah, so how does it work if a vendor like Twitter is using a different emoji set? How does that work with cut and paste, like if I want to copy the content of one tweet into something else? Are they using an image there? AMANDA: They're using an image. I think it's doesn't happen as much anymore but for a long time, I would often get texts from people and the text message would have that little box with a little code point in it and you were like -- AMBERLEY: More like an alien thing? AMANDA: Yeah. Definitely, if you don't have the emoji character set that includes the glyph that you're looking at, you're going to get that little box that has a description of the code point and I think what's happening is that Twitter is using JavaScript or generally programming. There were air quotes but you can't see. Twitter is using their software to sub in their emoji glyph whenever someone enters that code point. Even if you don't have the most up to date Unicode on your computer, you can still see those in Twitter. If I copy and paste it into a text editor on my computer, what I'm going to see is my little box that says '01F9F5' in it but if I get it into Twitter, it shows up. I can see them on Twitter but I can't see them anywhere else. AMBERLEY: Damn, you really have the code point memorized? AMANDA: No, I -- CHARLES: Oh, man. I was really hoping -- AMBERLEY: Oh, man. ROBERT: You live and breathe it. AMANDA: No, I'm not that compulsive. AMBERLEY: We definitely have our emojis on our Twitter bios, though. AMANDA: Absolutely. ROBERT: If you see Amanda's bio, it's pretty great. AMANDA: They started showing up on Twitter and I think that somebody in Emojination probably told me they were out and that was when I first started using them. Amberley might have actually seen it. It sounds like you just saw it in the wild, which is kind of amazing. AMBERLEY: I saw it in the wild with this tweet thread and yeah, it's just [inaudible]. I was like, "Amanda, is it out?" CHARLES: Yeah, I feel like I saw that same usage too, although I obviously did not connect any dots. AMANDA: This last week, October 2nd -- I'm also looking things up. I'm just going to come to the fact that I am on a computer looking things up so I can fact check myself -- after they actually released their emoji glyph set, so by now any updated iOS device should have the full 2018 emoji, which in addition to a kind of amazing chunky yarn and safety pin, there's also a bunch of stuff. There's a broom and a laundry basket. There's a bunch of really basic, kind of household stuff that certainly belongs in the character set alongside wrenches and hammers. AMBERLEY: I think one of the big ones too for this year was the hijab? AMANDA: No, the hijab actually came out with a dumpling. Hijab has been available -- AMBERLEY: It's been up, okay. ROBERT: So did it come with iOS 12 or 12.1? I don't know for sure. I just know -- AMANDA: I'm looking at it and it's 12.1. I really feel that I should be ashamed that I have used the internet and search for this. AMBERLEY: I would say, I have no idea what their release numbers are. AMANDA: [inaudible] as it appeared for the first time in iOS for 2018 with today's release of the iOS 12.1, Beta 2 for developers. ROBERT: That is amazing. Do you get some kind of satisfaction -- like you have to, right? -- from people using the emoji and it's starting to make its way out there? AMANDA: So much. Oh, my God, yeah. AMBERLEY: I didn't really expect it, like saying that random tweet using this spool of thread for a tweet thread. I just thought and I just got so psyched. For me, I'm a knitter. I have knitter friends and it started with yarn and then really, Amanda and through Amanda, Jenny really sort of broadened my idea of what it all really meant. To think someone using it in the wild for a totally different application than I had ever thought of was like, "That's legit." AMANDA: I definitely have a sewing emoji search in my tweet deck and sometimes, when I'm feeling I need a little self-validation, I'll go look over there and find people who are saying things like, "Why is there no sewing emoji?" and I'll just reply with all the sewing emoji, like it is part of my work in this life to make sure that not only do they exist but people know about them. ROBERT: That is awesome. I would do the same thing, though to be honest. You'll be proud of that. AMANDA: Totally. ROBERT: Were there any hitches in the proposal process? I know we're kind of alluded to it but the thing that you started off one thing, Amanda didn't make it. Right? AMANDA: I know. ROBERT: So how did that process happen from you two meet each other and then going through the actual committee and the review process and then being accepted. What would that mean? AMANDA: The process is actually incredibly opaque. We wrote this whole proposal, a bunch of people edited it, which is one of the other nice things about collaborating with Emojination. There was a bunch of people who are just really excited about emoji and the kind of language making that Amberley was talking about. There's a whole bunch of people who just jumped in and gave us copy edits and feedback, which was super helpful and then, there was a deadline and we submitted it to the committee and it actually shows up in the Unicode register which is also a very official kind of document register. I was a little excited about that too but then they have their meeting. They first have a meeting and there's like a rough pass and the Emoji Subcommittee makes formal recommendations to the Unicode Consortium and then the consortium votes to accept or reject the Emoji Subcommittee's recommendations. It's a very long process but unless you're going and checking the document file and meeting minutes from the Unicode Consortium meetings, you'll never going to know that it happen. AMBERLEY: -- You know someone connected through there because one of the things in our first pass, it wasn't that it was rejected. It was that we needed to modify something. We do have art for knitting needles with yarn because at one point, I think we weren't totally sure that a ball of yarn would be visually distinct enough in this emoji size to look like yarn and so, we had put it with sort of knit piece on knitting needles. AMANDA: Oh, that's right. There was a tease of a little bit of knitted fabric. AMBERLEY: Right and I think that, probably through Jenny or the people actually in the room, the feedback I remember is that there is a crocheter in the room who was like, "Yeah, why isn't there a yarn emoji but knitting needle?" so there was a little bit of like that was how I think we ended up from knitting needles with a fiber piece to ball of yarn, maybe. AMANDA: I think that sounds right. I'm actually sure of that. It's just all coincide with my recollection. There were some things that they had questions about and that happened really fast because I feel like we had a couple of days and they have stuck to our guns and said, "No, we're only interested in knitted bit of fabric." Also, we worked with an illustrator and went back and forth with her because the initial piece that she had illustrated, I feel like the knitting needles were crossing in a way. That was not how knitting works and so, there was a little bit of back and forth around that as well. But then once they decided that the they like the thread, yarn and safety pin, we're going to move to the next stage. I actually had to go back and look at the minutes to find out that the two reasons that they didn't move the sewing needle on to the next stage is when they thought it was adequately represented by the thread, which I wholeheartedly disagree with and they thought it wasn't visually distinctive. That's so much harder because a sewing needle, which is really just a very fine piece of metal with an eye at the end, you get down to a really small size and it is maybe a little hard to know what you're looking at. But I think there's such a big difference between the static object which is the spool or the thread which represents a lot of things and is important and the needle, which is the active tool that you use to do the making, to do the mending, to do the cobbling. CHARLES: Yeah. I'm surprised that it almost isn't reversed when certainly in my mind, which I think is more culturally important in terms of the number of places which it appears, it's definitely the needle as being kind of... Yeah. AMANDA: Yeah and I think that the thread and yarn, they're important and I think that the decision to have a ball of yarn rather than a bit of knitting makes sense because there's a lot of things that you can use a ball of yarn that aren't just knitting and they think that -- AMBERLEY: And it's the first step too that doesn't exclude anyone in the fiber art community. AMANDA: But there's so many things like in sutures and closing wounds, you're not using a little spool of cotton thread for that or polyester thread and stuff like embroidery and beadwork, you might be using thread or fiber of some sort that started on a spool but you might not. Embroidery floss was not sold in a spool and there's all these places where we use needles and all kinds of different size and you don't always use thread. Sometimes, you're using yarn. Sometimes, you're using leather cord. Sometimes, you're using new bits of, I would say Yucca. You're using plant fibers to do baskets and in all of these different practices, that process of hooking it through the eye and sewing it is how it's actually made. It still sort of mystifies me why they haven't accepted it but they also didn't reject it, which is really interesting. I don't know how many other emoji are sort of sitting in this weird nether space because sometimes they just reject them outright. I think there was a proposal for a coin that they just said no. ROBERT: They were a like, "A coin?" That would be [inaudible]. AMANDA: Oh, God. ROBERT: They have to add one for every -- AMANDA: [inaudible]. CHARLES: Literally, the pager of 2017. AMANDA: Exactly. CHARLES: So what recourse is now available to you all and to us, by extension, to get the sewing needle? AMANDA: I'm actually working on a revised proposal and I've been trying to figure out what are all the arguments that I'm missing for why sewing and the needle are not adequately represented by the thread and yarn. A bunch of things that a friend of my named, Mari who's half-Japanese, half-American but lives in Guatemala and does all this kind of arts in textile work, pointed out that there's a whole holiday in Japan devoted to bringing your broken needles and thanking them for their service. I thought that was really cool. I've been trying to formulate what are all of the arguments for the necessity of both a needle and a spool. If anybody has interesting ways to phrase that, I would love for arguments. CHARLES: Yeah but it's hard to imagine the arguments is just anything being more compelling than the arguments the you just laid out that you named about seven context: shoemaking, medicine, different fibers where the needle operates completely and totally independent of the thread. It's looming so large in kind of our collective conscious like holidays, being dedicated to them, except I think the Cro-Magnon pager, which is made out of stone, I believe, the being the artifact that pre-dates... AMANDA: There's the idiom landscape as well. Things like finding a needle in a haystack, that has a very specific meaning -- ROBERT: And for puns. I've been resisting saying a pun this whole time. AMANDA: Oh, share your pun with us. AMBERLEY: Yeah, you have to say it. ROBERT: Well, you could say that trying to get this through the committee is like threading a needle. Butchered but -- AMANDA: There's a biblical quote about getting into heaven -- a camel through the eye of a needle. I forget actually how it... CHARLES: To thread a camel through the eye of a needle than for a rich man to get into heaven. AMANDA: Exactly and there's this sort of do-re-mi, saw, a needle pulling thread. There are all these places where it's about the needle and somebody had -- CHARLES: It's primarily ancient. AMANDA: I know. CHARLES: It is the prime actor. Maybe, this is a good segue into kind of talking about the makeup of the committee and the decision making process and these kind of what seem like very clear arguments might not be received as such. AMANDA: I certainly don't want to say anything bad about anybody on the committee. CHARLES: No, no, I don't think that there's anything bad. I think that being receptive to things which are familiar to us versus with things that aren't is a very natural human thing and it can be interesting to see that at work and at play. AMANDA: The Unicode Consortium is also evaluating all of these requests for whole language glyphs sets. Lots of languages and lots of character sets that are kind of obvious, like there has to be a sort of like character set like there has to be an Arabic character set but there are a lot of languages that have been left out of that because they're very small minority languages or they are historical languages, where the actual writing is no longer written the same way but there's historical reasons to be able to represent those characters. One of the reasons why the Emoji Subcommittee cares about what gets into the formal character set is that everybody has to accommodate it and there's already been, I think some grousing. People start to moan and groan about how there's too many emoji, then it's too hard to find things. CHARLES: And there's no take backs. AMANDA: There's no take backs. You can't undo it. The committee is made up of representatives from a lot of tech companies primarily, although there's a couple of other kind of odd additional folks on there. I do try to find the committee list and I can find it right now. AMBERLEY: I have it from Emojination. I don't know if it's up to date but Oracle, IBM, Microsoft, Adobe, Apple, Google, Facebook, Shopify and Netflix. The other voting members -- ROBERT: Shopify? AMBERLEY: Yeah, right? The others being the German software company, SAP and the Chinese telecom company, Huawei and the Government of Oman. AMANDA: Yeah, the Government of Oman is a fascinating one. I don't think they're the ones that are biting us on this. Especially for those tech companies, every time the emoji character set adds 10 or 12 emoji, they don't have to accommodate it on their devices. They have to put illustrators on it, they have to deal with everyone saying that the crossed fingers emoji in Facebook looks like I-don't-even-know-what. AMBERLEY: Hey, Amanda. AMANDA: It's all your fault. There's a whole process and there's non-trivial work associated with every single new emoji, so wanting to put the brakes on a little bit and be intentional about where and when they apply that work, it doesn't seem crazy to me. I just want them to approve the thing that I want. AMBERLEY: I like the way that Emojination captures it. I looked at their website earlier and actually, they take it down but their goal quote "Emojination wants to make emoji approval an inclusive representative process." There has to be a process. There's overhead involved but looking at the makeup of the decision makers are not a trivial question. CHARLES: Right. This is a great example like [inaudible] metaphor but these little artifacts, these emojis are literally being woven to the fabric of a global culture and certainly, everybody uses them and they become part of the collective subconscious. It does seem like very important to be democratic in some way. It sounds like there is a process but making sure that everyone has a stake. AMBERLEY: Yeah. ROBERT: What was the reason that they gave for not accepting the needle and thread? Was it like a soft no? You said it's like just hanging out, not really rejected but not accepted. We're going to drop a link in the show notes for the proposal and your GitHub and everything. I'm looking at the PDF that was put together and it seems like it was all a package deal like we talked about. How do they just draw or they just take like a lawyer would, just like draw or cross it out like, "Well, no but we'll take the other ones." AMANDA: Yes, basically. What they did is they need to discuss and I don't know how long they've been meeting but they need to discuss all of the proposals that have been supplied by a particular deadline and -- ROBERT: That sounds painful. AMANDA: Yeah, I mean, it's -- ROBERT: Just imagine the power of thinking about emojis. AMANDA: One of the things that they rejected, I think because there's the smiling poo face. Somebody wanted a frowning poo face and they rejected that. There's a bunch of things that actually do get rejected. I don't know if they've been really care about a smiling poo face versus a frowning poo face. ROBERT: What about an angry one? AMANDA: We got all the feelings of poo. ROBERT: We got important work to do here. AMANDA: But they go through when they're trying to figure out. I think to some degree, you want to get them when they're not tired but I think the status that it's listed right now is committee pushback, so they've set it aside until we have some concerns. We're not going to reject it outright but we're not really sure why this isn't adequately represented. Then their most recent meeting, they just kind of passed on reconsidering it, which is fine because I think I was traveling and my proposal is not done. I really want to make sure that I have consolidated every imaginable argument in one place so -- ROBERT: And make it strong as possible. AMANDA: Yeah. If people want to help the other thing that would be amazing is any and all idioms that you can think of, especially ones that are not in English or European languages, idioms in Central European languages, idioms in Asian languages that refer to needles, either translations of the kind of classic, 'finding a needle in a haystack,' but also any idioms that are kind of unusual and specific to a culture outside of what I have experience with would be amazing for making the case, so this is an international need. ROBERT: Do they need any specific or actionable feedback or do they just say, "We're going to push back on this. We're just not quite sure?" AMANDA: The two things that we're in the minutes -- there are minutes and they publish the minutes to Unicode.org -- were it was not visually distinct, which is not totally crazy. We actually worked with an illustrator to get a different image. The first image was almost at 90 degrees. It was kind of straight up and down and it is a little hard to see and the second is -- ROBERT: Especially, because it's thin. AMANDA: The second image is actually a kind of stylized needle because it's fairly a little fatter and the eye is bigger but it's much more distinctively a needle. I'm hoping that that will also convince them but you have to be able to tell at a very small size that it's a needle. The other thing that they said was that sewing was already represented by the thread, that we didn't need thread and needle but it was literally one line in the minutes that referenced that and then it sort of like, "Did you have somebody in the room or not?" and so, if there is somebody on the committee who is willing to tell you really what their concerns were, then you have some sense of what they're looking for and why they're pushing back. When you can very much see in the earliest emoji character sets that I have a hammer and I have a wrench and I use them but there's these very conventionally male tools. We have all of the kind of office supplies but all of homemaking and housekeeping and textile production, none of them were there until very, very recently. I think it does reflect the gender of the people who've been making these tools, that sewing and knitting weren't important enough as human practices to be included in this glyph set. AMBERLEY: I guess, that's non-trivial to mention because that wasn't an argument that I made in my original yarn draft and Amanda and Jenny sort of pushing to open it up to this whole slate of craft emoji. I didn't realize until they brought that up. I took a stroll through pretty much the whole slate of emoji and you can count on almost one hand the number that represented the creative endeavors or sort of more traditionally known as creative things like camera or painting palette and stuff like that. It was extremely limited. AMANDA: I think they have stuff like that. I think there's a few different variations on the camera and then there's painting palette and that's it. AMBERLEY: Oh, there's the theater mask. AMANDA: Oh, that's right. There is the theater, the happy and sad -- AMBERLEY: And I don't know it exactly and I haven't read the minutes like Amanda has but I think and I hope that that was a particularly compelling piece of that argument. AMANDA: I think they definitely heard it. AMBERLEY: Yeah. CHARLES: Opening it up then, what else is coming in the way of craft? It sounds like this is historical but these pieces are being filled in not only with the work that you all are doing but by other emoji which you're appearing. AMANDA: Yes. CHARLES: And are you in contact with other people who are kind of associated with maybe craft and textiles and other kind of what you're labeling historically creative spaces? AMANDA: I don't think there are anymore with a possible exception. Someone's working on a vinyl record proposal which I think is great. CHARLES: Yeah, that's awesome. ROBERT: Antiquated, though. AMANDA: Maybe not, I don't know. AMBERLEY: Take a stroll through the Emojination Slack and people discussed that. AMANDA: Yeah. If you click at Emojination.org, the whole Airtable database is on there. There's not a lot of other creative ones. A friend of mine got really bent out of shape about the lack of alliums and wrote a whole slate proposal for leeks and scallions and garlic and onions. ROBERT: Oh, there is a garlic one, right? AMANDA: No. I mean, there is -- AMBERLEY: Actually, I'm looking at the Unicode page for current emoji candidates. They first get listed as... I forget the exact order. They become draft candidates and then provisional candidates or vice versa but I don't see any pending further creative ones but garlic and onion are on there. AMANDA: Yes. ROBERT: That makes my Italian a little happy. AMANDA: I think there's some prosthesis, the mechanical leg and the mechanical arm, a guide dog -- AMBERLEY: Ear with hearing aid, service dog. AMANDA: Yeah, there's a good chunk of interesting things that have been left out. I guess they've been approved by the subcommittee but are still waiting on final approval by the Unicode Consortium. ROBERT: Okay. What are the next steps that we can do to help push the thread and needle proposal through it. You mentioned a couple things like coming up with idioms that are in different languages and whatnot but how can we contact you and push this effort and help? AMANDA: That's such a good question. I don't even know. I mean, I am Amanda@velociraptor.info and you're totally welcome to email me if you want to help with this and I will -- ROBERT: That's a great domain, by the way. AMANDA: Unfortunately, there's no information about velociraptors anywhere on that site. ROBERT: That's the way it should be. AMANDA: But also, if you're excited about working on emoji proposals, Emojination is an incredibly great resource and folks there, including me actually will help you identify things that are on other people's wish lists that you could work on if you just want to work on something and we'll help you refine your proposal if you know what you want and we'll help you figure out whether it's worth putting the time in or not and how to make it compelling. You can definitely check out Emojination.org. I think there's a path to get on to the Slack from there. AMBERLEY: Oh, yeah. The Slack and the Airtable. AMANDA: Yeah. ROBERT: It sounds like there's a whole community that was born out of this, where everybody is trying to help each other and collaborate and get their shared ideas across. AMANDA: Definitely and there's a woman, Melissa Thermidor who is fantastic, who actually is a social media coordinator. It's her actual title but she works for the National Health Service in the UK and was tasked with getting a whole series of health-related emoji passed. There's a bunch of things that she's -- AMBERLEY: Is she's the one doing blood. AMANDA: She's doing blood. AMBERLEY: That's a good one. AMANDA: Because there's a lot of really important health reasons why you need to be able to talk about blood and getting blood and blood borne illnesses and -- AMBERLEY: That one was listed on the emoji candidate page or blood donation medicine administration. AMANDA: Yeah. ROBERT: That's really interesting, so she works for the government, right? and that was part of her job to do that? AMANDA: Yes. ROBERT: That's awesome, actually. I love that. AMANDA: Yeah, I think the drop of blood, the bandage and the stethoscope are the three that are in the current iteration, which is interesting because the existing medical emoji were the pill and that gruesome syringe with a little drops of fluid flying off of it, which do not do a lot to encourage people to go to the doctor. ROBERT: No, not at all. AMANDA: So a few more, we're welcoming medical emoji. ROBERT: You have a GitHub. Is that where you're still doing for the follow up and the prep work for the sewing emoji? AMANDA: Yeah, that's probably the best place. I do have a Google Docs somewhere but that's probably a better place to connect even than my ridiculous Velociraptor email. The GitHub -- ROBERT: But it's still awesome. AMANDA: It is awesome. I won't lie. I'm very proud of it. I am AmandaBee -- like the Bumble Bee -- on GitHub and the sewing emoji, the original proposals are there and I will make sure that there is information about how to plug into the revised needle proposal there as well. You guys are a tech podcast, so if people want to just submit suggestions as issues on that repository, that's awesome. We'll totally take suggestions that way. ROBERT: That would be pretty rad. Well, I appreciate you two being on the podcast. I love hearing your stories and how it ended up converging in parallel tracks but it end up achieving the same goal. Still unfinished, right? Let's see if we can help push this over the finish line and get it done because I would really like to see a needle. I could definitely use that in many of my conversations already now, making all kinds of puns. Thank you, Amanda for coming on and sharing your story. AMANDA: Thanks for having me. ROBERT: And thank you, Amberley for also coming on and sharing your story. This was super awesome. AMBERLEY: Yeah and thank you for connecting us to finally have a voice conversation. AMANDA: I know. It's great to actually talk to you, Amberley. CHARLES: Oh, wow, this is the first time that you actually talked in audio? AMANDA & AMBERLEY: Yeah. ROBERT: We're making things happen here. The next thing we have to do is get this proposal through and accepted. AMANDA: Yes. CHARLES: You've converted two new faithful sewing and needle partisans here and I'm in. AMANDA: Awesome. ROBERT: I know you've already gotten, what? Three through accepted? AMANDA: Yeah. ROBERT: We talked about that, it's got to be really awesome. I think I want to try and jump in and get that same satisfaction because a lot of people use emojis. AMANDA: Exactly. CHARLES: It definitely makes me think like you look at every single emoji and there's definitely a story. Especially for the ones that have been added more recently, there's a lot of work that goes into every single pixel. That represents a lot of human time, which I'm sure you all know, so thank you. AMANDA: Thanks for having us on. AMBERLEY: Yeah, thank you guys. ROBERT: Cool. That is the podcast. We are Frontside. We build UI that you can stick your future on. I really love this podcast because it wasn't necessarily technical but had a lot of interesting conversation about how to work with a proposal and probably make a bigger impact than any of us with software, just because the sheer reach that emojis have are insane and the fact that you can influence this process is new to me and really cool, so I hope a lot of other people learn from that too. If you have any feedback that you would like to give us on the podcast, we're always open to receive feedback. We have our doors and ears open, so if you like to send an email at Contact@Frontside.io or shoot us a tweet or DM us at @TheFrontside on Twitter. We'd love to hear it. Thank you, Mandy for producing the podcast. She always does an amazing job with it. You can follow her on Twitter at @TheRubyRep. Thanks and have a good one.

In this episode, Yehuda Katz, co-founder of Tilde, OSS enthusiast, and world traveler, talks about what's in store for Ember. Yehuda Katz: @wycats | blog | GitHub Transcript: ALEX: Hey, everybody. Welcome to the Frontside Podcast, Episode 46. My name is Alex Ford, subbing in for our usual hosts, Brandon and Charles, today. We have an awesome episode. We have a really special treat for you. Co-creator of Ember, Yehuda Katz is joining us today. Hello, Yehuda. YEHUDA: Heyo! ALEX: We also have a first time Frontside podcaster, Chris Freeman. Chris, do you want to introduce yourself? CHRIS: Hey, everybody. ALEX: We've also got a podcast Frontside favorite, Robert DeLuca. ROBERT: Favorite? I don't know if you say that. Hey, everyone. How are you doing? ALEX: I'm really excited about our guest today. Yehuda was just in Austin a couple of days ago. He gave a great meet up talk and a deep dive into Ember and it looks like you're going on-tour with that talk, Yehuda. Is that what I saw from your website schedule? YEHUDA: Yeah, I'm not sure exactly. I change it up every time, largely because things happen. So if I say this thing is 'active' or 'in progress', and then it actually shifts, I have to change it up. I've been talking a little bit about what's up on what we were working on. ALEX: Do you want to give us a brief outline as to what's going on in that talk for those podcast listeners who might not be able to attend? What's going on with Ember? What's new? What is it that you're trying to get across here? YEHUDA: Sure. Actually, the talk I gave in Austin was, you're right, it was basically a deep dive. It was really focusing on a few targeted things that we're working on. I would say that at a high level, we're basically working on a couple of things. One of them is generally more integration with the ecosystem, things like ES6 modules, classes, components that look more like HTML and more graphic components and things like that, also improving EmberCLI so it's more integrated with other tools that people are using. A lot of that stuff has to do with the fact that Ember started a long time ago now, like five years ago or so. And so, I think we've actually done a pretty good job of keeping up with things. For example, we adopted ES6 modules and promises a while ago now, and I think generally speaking, we tend to keep up with the ecosystem. But because we've been around for so long, there are certain things like classes, where it took a while for that feature to catch up with the functionality that we were using in Ember. Decorators landed a little while ago as a stage 2 feature in TC39, and that lets us really take a bigger chunk of the functionality that we have in our class model. I make it work for everybody with class syntax and that's something we're pretty excited about. So that's one area just generally taking things where Ember had its own stuff and try to integrate a better ecosystem. Another big area is this mobile readiness and also, a lot of that has to do with the fact that things like service worker have just recently landed. For example, AppCache was a nice feature in some ways. Some people at Google will kill me for using the word 'nice' in AppCache in the same sentence. [Laughter] YEHUDA: But AppCache was trying to accomplish something for a long time. I think it did some version of what it was trying to do. But really, using AppCache is a default behavior for all users having - there's too many caveats to make it work well where service worker, because it's more of level one and more directly controllable is a better fit for something that we could ship with all Ember users. We basically want to use Ember and EmberCLI, you build an application, you get a good mobile experience out of the box. Some of that has to do with trimming down parts of Ember that we don't need to be using in simple applications. Some of it has to do with service workers, some of it has to do with things like Glimmer 2, just making the performance better. But generally, that's the other [inaudible] so it's basically mobile readiness on the one hand and just integrating better with the one ecosystem are both big picture things we're work on. ALEX: Something that you brought up in your talk where private Ember methods and how a lot of people use private methods and you have to keep them around, what you we're just talking about that was unifying around the conventions of programming in Ember. Whatever JavaScript people bring in to Ember, you want to try to incorporate that as the language moves forward which is, I think, a really interesting problem. Also, something you could talk about a little bit further is what you look for in the way people use Ember going forward and how you have to kind of bend the framework to allow it to be backwards compatible. I'm curious what that decision making is like. YEHUDA: What you're talking about and what I talked about yesterday is what we call 'intimate APIs' and that basically means APIs that we never intended to be public. But for some reason or the other, people got their hands on them and started using them. I gave a somewhat elaborate example of funky case yesterday. But basically, the way we approach generally dealing with compatibility is pretty similar to how the web itself does it. First off, there's a thing that we mark as a public API. We just don't break it unless we make a major version which is very rare. We have basically one of those the entire Ember, and I don't think there's anyone coming in the near future. One option is if we don't like something, we just break it. That's very uncommon. Another option, and this is way more common, is that we try to build -- it's for public APIs -- we try to build a new API and we try to nudge people away from the old one. One approach for nudging that is probably the most common is deprecation. So, deprecations themselves don't violate semantic versioning because we're allowed to say, "Please don't use this anymore." The one area that's annoying about deprecations is that if backup code that powers the old feature has to still stick around. And so something that we've been working on around that aspect, around deprecations is something we called svelte build, which is basically the idea that we'll mark every deprecation with the version, that it will start to be deprecated in and people can ask for, "Please don't include any code that was deprecated out of 2.4, or 2.5, or 2.6, or whatever." Then, we'll automatically slip it away. You could think of it sort of like as a reverse feature flag. CHRIS: Wow, that's actually super interesting. I didn't know that. YEHUDA: We haven't finished it up yet but the RFC that talked about it and actually some old guy who actually wrote the RFC along with 1.13 when I noticed that 2.0 was going to end up being a pretty painful release for a lot of users. We did a lot of things around 2.0 to make things less painful, like we made sure that 1.13 contained all of the deprecations that you could possibly need, as well as all the new features. So if you went to 1.13, you could look at all the deprecation warnings, switch to the new functionality. As long as you have no deprecations left, 2.0 was just the exact same code without any of the deprecated features. But as we're working on that, I realized that there is no real reason to give people such a heartbreak, if we could instead just slip away the code. So that's one approach and I think, more or less deprecations, and then eventually, svelte builds are the normal path. With regard to intimate APIs, those are cases where people came to rely on very specific timing or very specific API, very specific details in some internal API and for those things, if we know that a lot of people use them -- usually they get used to like a couple of add-ons. Maybe Ember Wormhole, which is really popular, we'll use it. Then it's really hard for us to remove those things. Those APIs are harder to maintain compatibility for because the exact details of what they even did was never really well-defined in the first place because they were never documented. So usually what we'll do is we'll look at the usage of the API. We'll come up with a new API that is satisfying the exact same use case, and then we'll deprecate the old API. The policy these days is that you have to go through an LTS release so we'll make sure it's deprecated. Let's say, you want to deprecate something now, make sure it's deprecated in 2.8. And you'll know that if you were actually doing the whole song and dance that deprecate what is intrinsically a private API, so it would be within our rights to say like, "Sorry guys. You used the private API. We're not going to help you." But we really think it's important that for Ember, if something feels like a breaking change, that we're not doing it willy-nilly. If somebody upgrades to 2.9 and all of the sudden, Wormhole stops working, they're not going to understand that the reason that happened was because Wormhole did a bad thing. We basically need to do a clear pass. So we'll do a deprecation in LTS release, then we'll wait a couple of releases before removing it. Then usually what happens is, in the meantime, we'll go ahead and we'll submit pull request for the big add-ons that we're responsible for, and we'll also try to talk and write down why it happened. Historically, we've done that a few times and it's worked okay. There was an example of this, which is the lookup factory API in Ember which is really a boring API but it's used by a bunch of high profile add-ons. So the reasons why we needed to deprecate it were silly. They were just a bunch of bad behavior in the old thing that was making everything super slow. We can make things faster by giving people exactly the same functionality without exactly but identical guarantees. So there were some 'guarantees' which don't even make sense for private API. But there were some things that in theory, the API did that we didn't want to support because of performance reasons. And so, we gave people a new API that is, for all intents and purposes, identical. All users will be able to use it in identical way. But it doesn't have exactly the same weirdness and that weirdness was pretty expensive. ALEX: So you've trained Ember developers to be on the 6-week release cycle? They're looking at the blog posts. They're looking to upgrade but you've been involved in a lot of open source projects where I'm sure that wasn't really the case. Say, jQuery has a huge API and obviously, some things have to be deprecated on that and you were on the jQuery core team, I should mention. YEHUDA: Rails has the same story whereas API releases every year, more or less. ALEX: So, I'm just curious. The fact that you have Ember developers, I would like to think bingeing on your word and hinging on those updates, how would you go about, say, the Rails API? Or the jQuery API? Maybe, now you're involved with Rust, and maybe the plan is to have Rust on a 6-week release cycle. I'm curious, if you don't have your developer's attention, as you do the Ember developers, how do you deprecate an API like that? YEHUDA: That's a good question. How do you deal with deprecations if you're releasing quickly? I think there's a couple of important points to make here. First of all, Rust is on the 6-week release cycle. Sometimes, as the same kind of story with intimate APIs, it's much less common with a strong-type system like Rust. I guess, important things to point out, first of all, deprecations don't intrinsically break things. When we talk about intimate APIs and deprecations happening pretty quickly, those are APIs that are large, if someone is not paying super attention to Ember, they're probably not using those APIs, like they would not have known to use them in the first place. They might be using an add-on that use those APIs and the intimate API deprecation process causes the add-ons to update relatively quickly. In terms of regular deprecations, those deprecations stick around forever so you could come back a year later. For the most part, you could make an app that was 2.2 and upgrade it to 2.9 as long as you upgrade the add-ons that you are using at the same time and everything will work. We also realized that some people can't upgrade every six weeks and that LTS release process which is basically a six-month process, more or less. It basically gives us a communications channel to people who want to pay less attention. The way that that works is that, every four release cycles, so that six times four is 24 weeks -- about half a year. Every 24 weeks, there's another release. We assume people are on that release channel. Some people operate at 2.4, 2.5, 2.6, 2.7, 2.8. Some people go directly from 2.4 to 2.8. For those users, we [inaudible] ecosystem, please make sure you support the last LTS release, which means that if your user's on 2.4, and 2.8 comes around, you know that you could have stuck to 2.4 and generally got add-on support and when 2.8 comes around, you should probably upgrade. Also, with intimate APIs, we make sure we always deprecation them one LTS release before we move into an LTS release. Now, what that means is that if we want to remove something by the 2.8 LTS, we have to have already deprecated it in 2.4. If we want to remove something by 2.12, we have to remove it at 2.8. So six months is still not quite the one-year Rails release cycle but it's starting to get to a reasonable state. Also, I would point out that the LTS releases, the support policy for them is that they're four cycles long. We do bug fix support for six cycles and security releases for 10. What that means is that we're actually supporting LTS releases. We were supporting two at a time for security patches -- two and half basically -- and we're supporting one and half at a time for critical bug fixes. The one and a half basically means that when 2.8 comes out, you have two release cycles which is basically three months to upgrade. If you're on 2.4, and 2.8 comes out, it's not like, "Oh, my God. Panic! I got to upgrade right now." You can take a few months to upgrade. Basically, 2.4 came out, you got all the deprecations you need to care about. You had six months to deal with deprecations and then another three months after that. Even in terms of intimate APIs, where in principle, like Rails and jQuery don't even care about those things for the most part -- ah, jQuery cares about it even more. But most projects will get private APIs and say, "Sorry you used the private API. Why did you do that?" Ember is a rare project in that we actually deprecate things that we know where we actually use them. We have a process for dealing with them. Even that process, like I said, it's not a six-week process. We don't deprecate something and remove it. We deprecate something and then give it a pretty long horizon before removing it. ROBERT: I'm curious. You brought up that you are the common element between jQuery, Rails, and Rust. I know that there are, at least, between Rust and Ember and from Rails to Ember, there have been a lot of commonalities and lessons learned in how the projects themselves are managed. But I'm also curious with Rails, Ember is clearly pretty heavily influenced by Rails, which you were doing before. You've been working on Rust quite a bit and I'm curious, does your usage of Rust, even though it's a very low-level language, does that influence Ember at all? Does that change how you think about the framework or JavaScript in general? YEHUDA: The number one thing that I got out of all those projects that I think used to be a thing is something like a conventional reconfiguration idea which is really not - I think the mentioned of reconfiguration is probably not even the best description of what it is. I think the idea that communities that are all working together on the same thing to build that thing bigger and better and better and better and build ecosystems around that thing, those communities are able to build much higher than communities that ask every single developer to put together a bunch of pieces themselves for profit. That's the basic idea. If you look at Rust, which is conceptually very low-level, you'll find that there are things like Cargo, which is a tool that not only builds your thing and not always package manager but it has a convention -- not only a convention -- it has a built-in support for documentation. So you're on Cargo docs, you get all your documentation for all your dependencies. You run Cargo bench. That's a built-in thing that runs your benchmark. You run Cargo test that runs your test. To mark your documentation as being Rust code, it will automatically run your tests for you when you run Cargo test. We will build your examples for you and make sure your samples keep compiling. There's all this stuff in Cargo that you would not necessarily consider, like it's basic [inaudible] helping you get your workflow the same. Then there's things like Rust format which you've been working on and there's been a huge debate in the community about exactly how much configuration we want to allow in Rust format. But the irony of it is something that most people agree with is that we should try to come up with some kind of default style for Rust that everyone agrees to, that most people can pick up and use the Rust products where it's often used. Then there's things like Futures and [inaudible], where the goal of those libraries is really to make there be a single central way that everybody does [inaudible] in Rust. These are all things that if you look at like C or C++, which are languages that are sort of in the same low-level in this space, in the same kind of area, you'll find that those languages have billions of ways in doing all of those things and there's so many different styles and so many different workflow tools, so many different things that you can make in then a million things that [inaudible]. Even the Rust is conceptually low-level, it doesn't really affecting every single environment as some sort of things that everyone doesn't need to do themselves. I think, an important thing that people don't always get about convention configuration is that it's not just that everybody doesn't have to do all of those things and it saves you some time, it's that when everyone is doing the same thing, it's a lot easier to build another level on top of that. For example, a fast food is a great example of this in Ember. The fact that everyone initializes their application using an Ember initializer, the fact that services were these global things that are sort of global- there's no better word than 'services' but global services, the different components could share the fact that those are all going in the same place. The fact that the way we manipulate DOM is always in a constraint single area. Almost things mean that when it comes out and to build something like fast food, it's pretty easy to take almost any Ember application and make it run in the fast food environment because we know what we're looking at, and that's something that isn't necessarily true about other tools. For me, Chris, the number one thing that, I think, all of those sharing, including jQuery, actually, like jQuery said, "There's so many different ways that people do DOM manipulation, why don't we unify it into one thing that I everyone can use?" You know, the 'jQuery plugin', which is something that has falling out of favor over time. The reason it was so popular was largely because people knew, "Okay, I'm dealing with jQuery object. If I just put a plug into the jQuery object, it makes sense." People understand how to use it. I think that's something that a lot of projects that I used to share and it's also something that is not close to ubiquitous. It's very uncommon, actually. So that's one thing -- the conventional configuration story. I think, another major aspect of all this, and this is something that jQuery and Rails do not share, but Rust and Ember have the RFC process, which more or less, is just a wave as a community of saying, "The way that we agree to add new features to the project is not something coming down the [inaudible] with a tablet every year." At a conferencing, we have agreed to add these features but sometimes people are core team, but sometimes they're not. Sometimes, they're actual contributors, coming with an idea, write their view down in a format that we all know how to do with. Then there's a community discussion about it. Sometimes it takes a very long time. Sometimes it's not. But then we eventually come to a conclusion about what it is that we're doing. Eventually, the core team agrees to merge the RFC. I think one of the nicest things about RFC process is that it produces an artifact that you can come back to a year, two years, three years later. If you say, "Oh, I wonder why they've made that decision. I wonder why that's the thing that they did," and the reason why this is great is that the RFCs are not gospel. They're not something that we should hold onto forever. But at the same time, we don't want to reel it again, things that we already discussed that in-depth over and over and over again. If a person comes back and they say, "Oh, why do they do that? The modification of RFC, why are these instructions directors are like that?" If they go back and look at the RFC and the thread associated with it, and the thing that they want to bring up is something that was already discussed, it's really no reason to bring it up again. But maybe someone have thought of a different idea or a different reason to dislike or to disagree with the decision that was already made. That was already discussed. That's a much better rationale for bringing up for re-litigate. In other words, re-litigating is actually good but if you re-litigating five times a day, on every decision, that's not why you move. So RFCs, by their very nature, the fact that the core team is doing things in public like anybody else and everybody else is also participating in that same process, the fact that artifact tells you, more or less, exactly what was discussed, makes it really easy to decide when is a good time to revisit some of the questions. ALEX: Do you find that poll request has the same process as an RFC and it's an artifact you can go back to, it's a place to have communication that is visible to everybody, unlike say, this micro message service such as Slack where context is just lost for the public. I'm curious if you want to see that modeled in poll requests or if an RFC is where something like that belongs. YEHUDA: I think, poll requests are great. I remember that when I was somewhat like the first user on GitHub who's not a founder of GitHub. I remember one of the things that excited me about GitHub early, although, the very beginning, didn't have poll request yet. but one thing that excite me about poll request is that before poll request, every single time I would use an issue tracker so they were like a billion issue trackers like [inaudible] whatever, and at that time I called it 'patch management'. I want something that helps me manage patches because the actual discussions are not the higher of it. The higher of it is something that submitted a request for me to merge in this patch. How do I merge it? How do I discuss with them? Those things were always really hard so I might ask people to upload patch files or whatever. It's hard to remember how bad things were but the number one thing that was just so obvious but also so terrible about the ecosystem before GitHub was patches were like old mailbox approach. Like you'll make a patch, and hopefully, get it to the right place at the right time. So I think, poll request and comments of poll request and many of the improvements that have been made for poll request are great. The reason, I think, RFC are really important in addition to poll request is that, by the time someone actually took the time to write some code and submit it, it's very easy to look at it and say, "Well, I don't necessary agree on all the things here but I don't want to give a person a hard time that will do the work," whereas somebody submit some idea early on and they say, "I have this idea --" It's actually a lot easier to sort of get into details at that point and say, "Don't do this. If we should do this or it doesn't fit that well with this other RFC or this other poll request that's already open --" But once somebody actually does start and actively working on the feature, I think, poll request are great, like most open source project these days. Ember doesn't ever committed anything to master. Everything goes to poll request, and even core team stuff. I also find that when I submitted a poll request or anybody in the core team, there are almost always people who are not in the core team that saves or fix in the poll request, for various reasons. Of course, poll request also are the usual mechanism by which people run things like CI and linting tools and things like that, called quality tools. I think, the poll request workflow is really good. In terms of other messaging services, I think, there just sometimes the need to have conversations that are faster than poll request and I don't really have any problem with check conversations. But I definitely agree that it has a deep conversation. This is something that happened in the [inaudible] a lot where we having this conversation with the core team and somebody will say like, "We should really move this out into a public discussion, or move it into RFC. If you don't agree with this thing that somebody said public, can you say [inaudible]." So I totally agree that if there's a thing that people want to say in private about something but it's just in private for convenience, it's not private or transient for any good reason, actually getting out there onto the issue or the poll request and say your opinion and letting the conversation back and forth happen there is, for the exact same reason as you said, very useful. In fact, Aaron Turon from Rust brings this point out repeatedly. We just had a conversation this past week about the fact that we have sort of a normal Rust project that, let say in the core team room and it's a technical topic, and it doesn't have anything sensitive about it, people always say like, "Hey, can you move that into Rust Internals," which is a public room. Or like moving this course, we have internals at Rust-Lang.org and I keep thinking Ember could use it. Basically, this sort of a hierarchy of private to public or transient to sort of a free-form discussion forum like this course to something like a GitHub issue, something like an RFC to something like poll request. There's like a hierarchy of how much of those artifacts are easy to search and find. But I think, you're totally right that there's no reason why, things like the core team needs to exist because at some point, the buck has to stop somewhere. Somebody has to make decisions. Somebody has to actually responsible for laying out the cross-cutting vision for the entire project. But those things are actually pretty lightweight. The core team when it's doing its job, it's just sort of making an omnibus of everything that the community is thinking at a particular point and making it more concrete. While, I think that's important that there are spaces which are core team spaces, or spaces that are transient, I think, a lot of questions that people have in the Ember slots are important that people who can just jump in and ask them. I think, getting things out into both public and more of permanent artifacts spaces is good. ALEX: Rob, you are a co-runner of Ember ATX and I was hoping you could speak on the fact that we've gotten some core team members down to Texas to come talk. It's nice that they're able to share their message with what's going on in the core team. But also, they're doing work. They're seeing how real people use Ember and then taking that back to the core team. I was wondering if have just want to comment on that and your work on bringing some really excellent people who make decisions down to Austin. ROBERT: As a meet up runner, like a co-runner, I guess. It's me, Jeff, and Lydia that run Austin Ember ATX. We really like to try and bring people that are deep into Embers core into Austin to talk about the framework that these people work in daily. It's always awesome because whenever you get them there in the flesh, you can ask questions. I guess, we can go back to where Slack is, like you have the higher bandwidth communication but it's even higher bandwidth when you're in person. Getting those people to talk to people that are actually working on the framework daily is I think, hugely important and that's why we work really hard to try and bring out people that work on the core. YEHUDA: For what it's worth, I think that Rails and Ember shares a common core value, like other projects have, more or less. Ember core team people almost exclusively actually work on Ember apps as part of their jobs so I work on skylight. Having some responsibility in the real world for apps that you are working. It's a big difference in just [inaudible]. I definitely noticed a few. Sometimes, I'll be working on a project for a while, like when I was working on Rails for 18 months and never actually used Rails. I mean, I used it but not for anything significant during that time. I, sometimes, get into a rut where I'm working on Ember a lot and I haven't had a chance to work on an app at all. Then, you go back to work on that for a day and it's like, "Oh, my God. There are so many obvious things that I can make better here." Like the kind of things that you would think about when you're working on your framework stuff is not necessarily- as quick it gets, the quickest things that you can fix. The Ember welcome page is a good example of this. I think, when someone is training, it's very easy for them to notice that it would be great if there was some kind of welcome screen for people. But it's not something that a framework author would necessarily think of on your own. Similarly, getting down to places that are not my usual haunts and hearing people bringing stuff that I just hadn't heard before. Like things, "Oh, that's a good idea. But I haven't heard that." A lot of that just come from the fact that the core team has a lot of different kinds of users in it so the people doing training, there are people doing apps or people doing consulting, there are people doing rescue projects in that kind of combos is pretty good. There's a long tale of all kinds of stuff, like people using web sockets for network people using React. People are trying to do Redux in Ember, who knows? That long tale is impossible to represent all that long tale. In a core team, we try to get as much as possible. It's impossible to represent all of them so going out there and talking to people doing weird stuff and weird doesn't meant pejoratively, just unusual stuff. Like Ember, really wants to be pretty flexible under the hood. Even though, it's a pretty conventional tool, we want it to be flexible under the hood so I kind of no way of flexibility is but sometimes, I'll talk to somebody and I'll be like, "Oh, in retrospect, that particular thing, I thought that was flexible as missing as little knob that we can add." So I really enjoy it. CHRIS: Since you've been pretty heads down on Glimmer 2 and you are actually traveling out and talking to people, I'm curious, are you noticing any common themes from the feedback that you're getting recently in terms of what users are saying? Do you have an indication of what the next move might be? Or what people are asking for? YEHUDA: For Glimmer specifically? CHRIS: For Ember in general, or Glimmer specifically. But I imagine, you're probably getting general Ember feedback. YEHUDA: Yeah. I talk about this a little before like the two big areas of interest are mobile readiness and better integration with the ecosystem. Integration is the wrong word. There's nothing wrong with Ember to that extent but people want classes. I think, those are the biggest picture things. I actually noticed a couple, somewhat interesting things when working with Ember. We ship the Glimmer Beta six weeks ago and we're doing another beta just because there's a couple of bugs that we got that were trickling and we want to make sure we get it right. I've actually noticed the people have on the one hand, the story of Glimmer is that we're pretty similar to React in the sense that you should think of what we're doing as a top down, you render the whole time and that there are some nice [inaudible] that use Ember.set or the set API, then we are able to do what people should do with component update automatically for you. For [inaudible], then we know, "Oh, this whole area, doesn't need anything to be updated." If you think about it that way, if you think about it as how can we render [inaudible] around set, I think, you'll notice that Glimmer updates are always faster than React's updates. But people have come to really rely on the sort of quasi-guarantee that if you didn't update something, it doesn't change the DOM associated with it, or even execute code associate with it. I find it sort of interesting. This is like meta problem, which is React actually got some things right about how to make this story performance. Part of that has to do with not assuming that you need as much bookkeeping as Ember always assume that you need. In exchange, you get much faster initial render and you have to do more work around updates. We actually have a pretty good story here. Ember.set is pretty nice because it lets us use API that our users are used to, say, generate [inaudible] upon updates for you and that's nice. But people get very upset when things run that they didn't expect, which of course, is not how React people think about it. The way React people thinking about it is, of course, [inaudible]. That's the whole API. It runs until you told not to. In Ember, things run at people who don't expect to get very angry. I think, you have to be one that I'm thinking about and that's a lower [inaudible]. But in terms of low-level, like thinking about how to shift the mental model of an Ember user so that we can get away with less and less bookkeeping upfront. I still do too much bookkeeping as part of initial render but in order to keep reducing the amount of bookkeeping, we need people to get into mindset of things are fast initially and the tradeoff is that your updates are slower, unless you do whatever. There are mighty things like React does this wasted time debugging tool or they basically tell you, "Hey, you didn't tell us not to render this but it never render," so you should try and do that. To be honest, I think, having to write something once your component updates, that exactly, "Do I [inaudible] is not okay. I'm not willing to do that." But there are a lot of things that approximate that were more similar to Ember existing APIs that we can find. I guess, my medium-term goal here is to make it so that we have the sweet spot so that the initial render is always very efficient. I think, we're getting closer. There's still some back problems that we can deal with so. Initial render is very efficient, fast components are fast, and more or less, you get good updates performance until you reach a certain amount of scale and then the escape valves are much nicer [inaudible] before an update. They're basically little [inaudible] where you say, "You know this thing can't change." It would be hard for me to explain. It would feel like it's [inaudible] we talk about. We've had a bunch of discussion about different escape valves, and the thing I'm most interested in is finding once that feels semantic. Should there a component update doesn't feel like you're describing anything other than React's API. I'm more interested in things that feel like you're talking about your app or your data. ALEX: Yeah. ROBERT: Keeping with the Glimmer 2 topic. Glimmer 2 is written in TypeScript, right? YEHUDA: Yep. ROBERT: Do you see that creeping its way more into the Ember community? I guess, I kind of want to get your general thoughts on TypeScript and what your experience was writing in Glimmer 2. YEHUDA: I actually really like that. But the story with TypeScript was that I was writing the Glimmer 2 originally in regular JavaScript and I came back from a long trip. I want to show Godfrey what I've done and I was having trouble explaining some of the interfaces. I happen to know that TypeScript is a lot of it is just interface so I'll just use their syntax and I think, I open the playground and I type in some TypeScript interfaces. Then I was like, "Oh, it's annoying that if I reload, I'll lose it so let me copy the interface into the ReadMe, basically and to the app." Then over time, like not very much time, I was like, "Oh, it's very annoying that now that I have this, I really wish I could just use it inside of the code." So we started doing that. It took us maybe a week of actually being to be able to use TypeScript for real. But honestly, the code base is pretty big at that point, and the actual was not so bad. A lot of the reason why it was at the time, TypeScripts like VS Code, TypeScript was still younger and it wasn't a slam dunk. For example, in today's TypeScript, you can just have JavaScript files in your directory and just tell it to [inaudible] that works. At that time, you couldn't so you have to really change all the files and there are some things like TypeScript requires you to specify in classes. It requires you to specify all your fields and I think that's fine, that's good for TypeScript. But you're not going to have already done that in JavaScript so you can't just like rename all your JS files with TS and have a nice day. So it took as a little over a week, I think, and we also have to write the Broccoli TypeScript thing during that same period of time. That was another thing we have to do. ROBERT: Yeah, that's a [inaudible]. YEHUDA: Then, with TypeScript change the compiler API a few times so we have a bunch of [inaudible] to do. But other than that initial like [inaudible] to get it working, I would say that it was every single point in time, there was always a [inaudible] win, in terms of what we had to do to make TypeScript happy and what wounds that we got out of it. You get things like, obviously, people know about code completion. I personally like code completion. I think, it's helpful. But I think, jumps to definition is actually more important feature than code completion. Just like what is this method? I want to look at it. You can jump directly to it. Also, for me, the code completion of parameters is way important the code completion of method names so when someone teaches you about code completion, they will usually show you, "Oh, look [inaudible]." It gives you the list of all method names, and you're like, "Well, that's fine. But I probably know all of those method names." But you don't necessarily know all the parameters. Especially, once you start using types, the parameter or information is actually quite rich, like it's telling you this is a component definition, this is a string or this is whatever. All that stuff, I think, I basically come to realize from using TypeScript that Microsoft has done a really good job with [inaudible] code of distilling down to just what part of ID experience is really good and just bring you that to an editor, that feels a lot like Atom or Sublime, or other than that. So if you get like a pretty good ID experience, without all of [inaudible]. ALEX: I've seen some talk on GitHub about people who want to write their Ember add-ons on TypeScript and I did not know Glimmer 2 was written in TypeScript until just now. I'm glad that was brought up. But we as Ember developers have been trained to use convention over configuration. The convention is Ember is not written in TypeScript. We're starting to see convention now where logic has crept into the template, or it's not as much as convention as people are doing it right now. I'm curious what your thoughts on that and more is treating Handlebars as a programming language and something that we're seeing now in real production Ember code, so what is the path going forward there because it is happening? YEHUDA: Yeah, I agree. I just want to say, I didn't actually answer the previous question in full. I think my expectation is we have no interest in ever making TypeScript as rudimentary part of Ember. I think Ember should always work and work nicely with regular JavaScript. I don't want to do anything that would lean to heavily on people having TypeScript around. Certainly, I don't want to do with Angular did, which they use the types as semantic markers for dependency injection and something like that. But I do anticipate things like Ember-metal for sure, Ember runtime being written in TypeScript because anything that's pretty low-level and a lot of algorithms benefits a lot from clearly delineating interfaces. I think, another thing people don't realize is that there are all these [inaudible] interfaces floating around your code in JavaScript. But like you are in a class, it's pretty easy to document what the class does. But if you have an interface, it's not really any good mechanism for describing it and it can become very [inaudible] and it's Like, "Please give me an object as these methods on it and build these methods." It's funny because you don't realize until you start using TypeScript that it's a very recursive problem. It's like, it has these three methods on it have these six parameters and these parameters have these interfaces and those have these. So you can actually start describing a very complicated thing and it's like those complicated things didn't exist before, they were just very implicit. The explicitness of the interfaces is not you can write [inaudible]. You can write the three interfaces and have the methods with all types of networks [inaudible]. I think, I expect Ember-metal, Ember runtime, other low-level parts Ember, certainly the component library now it's like directly linking in with Glimmer and Glimmer were written in TypeScript so that stuff would really benefit with TypeScript. In terms of Ember itself, using TypeScript, I think we have sort of a medium term goal of letting Ember apps use TypeScript if they want. I would say that making that story really nice, pretty much leans on ES6 modules and ES6 classes so we have some of the ES6 modules but there's still a lot of Ember [inaudible] whenever module story. In terms of classes, were still using the old-style class system and that class system is actually just really hard to get the types working in TypeScript. It's hard, period. But like React has a similar problem and there's lot of advance features that only really exists in [inaudible] express ES5 class [inaudible] and TypeScript doesn't have all the features. My expectation is that sort of along the same path as getting ES6 classes. We will also get a lot of TypeScript support in Ember and I think a lot of people are interested. A lot of people have work on Glimmer now and they're like, "I would love to use it in my app so we'll probably have that happen." Coding your templates, was the other question. I sort of have a mixed feeling about this because on the one hand, I actually do want Glimmer to be the programming language in production way. So either templating engines are just using the programming language embedded like the ERP. Or they are like Mustache or like the general templating engine -- forget what that thing is called -- but there's a bunch of template engines that use like the curly syntax and those things aren't very rigorous in terms of how they think about scope. Like lexical scope, it turns out to be a pretty important thing about how programming language work. If you have a shitty scope story, people don't have a good sense of what's going on so like the Angular 1 templating story was you basically find your scope on wherever and you attach to a part of your template and that basically means that if you're looking at just temple, you have no idea what the actual variables mean, anyway, because any part of it could be choking up the scope to be whatever. I start with Handlebars but have refined a lot overtime and I'm pretty happy with it now. The Glimmer templating engine is basically defines a programming language. It has scoping story. If you want a variable, name it. Use the as-pipes syntax and you get some variables there. Your function, your output, your components, and your helpers are functions and sometimes it's written in JavaScript, just like in Ruby cellular functions that are written in C. But ultimately, just like a C extension, it can't magically change the scope of Ruby program, helper or component in Glimmer. It can't magically change the scope of your template. With all that needs, if you look at a Glimmer template, it's actually really clear what are the names mean. That sound boring but ultimately, that's one of the things that needs to you look up at a lot templating engine and not only really know what's going on. I don't understand what's going on, without thinking of what every single one of those custom helpers is doing. I think Jinja is the name of the templating engine in Django. If you look at some of the templating engine like that or even like Handlebars before Ember 2.0, you really have to go that like 'for x and y' is a magic syntax that needs a particular thing. Because a lot of these templating engines are very flexible in the sense that they let users have or whatever, any particular piece of syntax could actually be creating random names that mean whatever. I've just found, having worked through that in the Ember community, I'm very happy that we took the time to get that stuff solid. One of the nice side effects of that is that it makes some of the usual optimizations that people do on code work very nicely. Once we know all the names mean and know all the scopes mean, things like in lining specialization from invocation. This component is invoked here. It has these parameters, but those parameters are all strings and I can see the receiving end. The receiving end just fix those strings into attributes or something. At compilation time, like to combine all into one thing. This is an optimization that we haven't done yet because we been working on compatibility. But there's a lot of normal 'programming languages standard optimizations' that we can do because we design Glimmer to be a programming language. The fact that we've done that is actually mean the root cause of people doing more programming language stuff in their templates, in older versions of Ember before, we had done such a good job of rationalizing everything. You would start doing that stuff and you would start hitting clips where the behavior didn't work the way expected for some reason, then you just use a sub-expression as something and then depending on exactly which things you put into the slots, maybe it didn't update on the inside of the template. We always consider those things as bugs so we would fix the bugs that we encountered. There's an explosion of different kinds of things in a programming language and if you don't model variables as variables basically, then it's hard to know callbacks are callbacks, variables as variables. There's a lot of doubt so they would start using the APIs as part of them [inaudible] hit someone and they would pull back. But today, the implementation of Glimmer, especially with Glimmer 2 is extremely [inaudible] standard, and what that means is that you want to do very [inaudible], parenthesized expressions with as type something and then you want to go and take that and send to the component and you have that and you put that value and put it to a service and you do all that and it works. That doesn't necessarily mean that it's a good idea for your template to be in a large program. That's generally that. I think that's main question that you asked me and it is generally, for things to get really complicated. But I think there is a reason for it and I think it's something we're doing to make it better. I think, the reason for it is that, if you think about the Glimmer core language, the main escape of what you have to get complicated expressions out of Glimmer and back into a reasonable place is helpers. Let's say you have a big bunch of [inaudible], and/or whatever people are doing inside of their Glimmer templates and it's like a multi-line thing and you want to pull that out to a more reasonable place. The natural way to do that is to make a helper. But it's also pretty common that you have a complicated piece of expression that isn't reusable. It's not being reusable for multiple places and helpers in Ember right now are global so you may have this big block. Another [inaudible] of computer's property, but computer property's don't have a nice- like I have a few internal parameters and I just do something that they always require you do something against it, the components off of this, and that is usually what's you are doing. You're usually have what is effectively a function with a bunch of parameters in it and those parameters combine some way like with 'and', 'or', maybe there's some comparisons like 'greater' or 'less than' or whatever. One of the things that comes out of module modification RFC and makes everyone pretty excited is the ability to have helpers in your templates that are local so it's a helper that is just sitting right next to your template. I think, those kind of things -- helpers that are right next to your template -- will give people who like you do not want to see so much code in your template, a much nicer story to explain to people why we're doing it, and what we should do instead. A template has a three-line, fifteen is privacy expression and you want to convince the person not to do it. The re-factor is literally just to make a local helper, put the code in there and use the local helper. I think that's the better story to explain to people than, "Hey, I don't like that. It feels bad. What should I do?" CHRIS: This brings up an interesting point that we actually encountered recently at The Frontside, we use helpers a lot and are frequently trying to get them to do all sorts of weird things. But recently, it occurred to us that one kind of blocker was that you can't compose helpers. We had an existing helper and we kind of needed to make a helper on top of it and it suddenly dawned on all of us that, "Oh, we can't go up a level." We can't build a helper and its abstraction over another one because you kind of have to hit the dump. You have to have a component or a template or something to invoke that. Is that's true? YEHUDA: I would expect that you could call the function with the arguments that looked ugly but I would suspect and I would say that you can call it and just pass the parameters and hash these [inaudible] and -- ALEX: Like a helper that invoke or something? Because to write a new helper, you would have to go back to JavaScript. YEHUDA: That array an object. I expect that to work. Do you just need a helper calling another helper? ALEX: Well, a helper composing, like composing several helpers into a bigger helper and then just calling in the template, much like how you might write some functions and that write a function that closes over them or something. YEHUDA: Are we talking about a helper that takes the helper? ALEX: I guess it could be. I guess, higher order helpers could be a thing in this case. YEHUDA: Helpers that call helpers are helpers that close over helpers really should just- helpers are more or less functions. It would just be able to use them directly. I think, what you're saying is an interesting Ember phenomenon. I actually don't know which of two categories this discussion is in. Basically, either. Either there is some good reason why this turns out to be difficult and there's like a missing API that usually fix it. Like in general, my mental model here is you're talking about a function so if you can just [inaudible] the function, it really should work and in that, it is hard. There's something weird. Basically, what I'm saying is either there are some 'gotcha' that how it was structured right now, that's like an accident. That means they're not exactly as much like functions as we think or the mental model that you have using them doesn't make you think of them like functions. So you think that there are hard to compose but actually there are functions. Basically, those two things are equally likely Ember. I think that's unfortunate. ALEX: I think that with them, you can certainly combine them in a template and you could even pass one into the other. What we ran into an issue was, similar to functions, if you are writing like an npm library, you may write five functions and only export one of them. That one function will compose the other four and call them. In some cases, you may not realize, do you want to export that composed abstracted function until much later and it's okay, because you just import the function from somewhere else, then you say like, "All right. I'm just going to consume this function from another and now I have this combination put together." Well, with a helper, if you already have a helper that does something and then you realized, "Oh, actually, I need to build an abstraction on top of this helper in a new helper," we so far have not found a good way to combine them like that. YEHUDA: So probably, it will not succeed and having this conversation through to the completion year. I'll just say for listeners, what I find surprising about this, although, I can believe that there is something that makes it true is that helpers in Ember are really just functions and increasingly they really are like helpers in Glimmer are functions. They have a weird arguments signature. They take positional parenthesis in array and named arguments as dictionary and that's a convenience basically because otherwise, you have to scrape of the last parameter and try to figure stuff out. So that's a signature issue. But generally speaking, helpers are supposed to be functions and if there's something that you could do with regular functions you can't do them with helpers, that sounds to me like something is wrong. Like I said, I can definitely believe I should talk to Chris about this and he should write a blog post about it. I can definitely believe that there is something that makes it true but it's hard for me to imagine what it is. CHRIS: Well, I'm glad to talk to you about it offline. YEHUDA: Yes. We will figured it out. ALEX: Yehuda, thank you for this deep dive into open source process into Ember. I could drill deeper into your brain and just extract as much knowledge as I can. I hope to be able to do that someday soon. We're going to wrap up for today. Thank you very much for Yehuda Katz and your time. YEHUDA: Yeah. Thank you. I apologize for people who didn't understand half the things I said. ALEX: Yeah, it's a podcast for everybody. But we have a lot of Ember developer's listening and I'm sure that they loved it and hated it all up so thank you very much.

Está no ar mais uma edição do Lokinews, o seu apanhado de notícias da semana em formato podcast! Semana longa, programa longo mas recheado de noticiais legais pra você não começar a segundona boiando! Não deixe de ouvir também o último Papo de Loki e o Zerei O post EDIÇÃO #2 – Robert quer ser Jarvis/Guardiões Vol.2/Red Dead 2/Nintendo Switch apareceu primeiro em Papo de Loki.

This week's No BS Marketing show with Dave Mastovich features Robert Powell, CEO of Invictus Leadership Group. Powell is an accomplished human resources executive with over 25 years of experience, including with a global Fortune 500 company.He is also a chair with Vistage International – the largest CEO community in the world with over 21,000 members in 16 countries. Vistage enables CEOs to strategize with peers in group meetings, one-on-one sessions with a Vistage chair and access to world class speakers and other tools to help CEO's achieve personal and professional growth. Powell works with 27 CEOs at Vistage. He feels it is “his responsibility to be the best he can be for them.”His very first job as a 14-year-old at a community center sticks with him even today. He learned life lessons about earning a paycheck, taxes, being on time, and learning about himself.Powell stresses the importance of bringing “your crew” along with you as you move up the career ladder and continuing to build those relationships.How might you evaluate a company or organization? “Is this the place I would want my kids to work?”Robert's Big Idea or “why” for what he's doing today: “To make the world a better place for my kids.”Recommended Tools:Who Moved My Cheese? By Spencer Johnson regarding organization and individual changeCalm.com app to reduce stressOther career advice from the Robert:“Do what you enjoy, the money always comes.”“Have a destination where you want to go. What is your end goal?”Bulls EyeGeico's Gecko or The AFLAC DuckChoice: AFLAC duck“You remember the duck.”Verizon's Can You Hear Me Now? or AT&T's Reach out and touch someoneChoice: "AT&T lives up to their messaging. They provide great service."UPMC Life Changing Medicine or Allegheny Health Network Health For AllChoice: UPMC because it is “very impactful and personal. Everyone can related to it.”Mastercard Priceless or Visa Everywhere you want to beChoice: Visa because it is “more forward thinking.”HR Guru's Advice on Glassdoor & LinkedInGlassdoor: A great vehicle giving individuals a vehicle to air their concerns positive or negative. However, it may give a slanted view of the organization from individuals only posting negative views. Companies should take a positive approach to problems. They have an opportunity to place their own perspective on things.LinkedIn: Great professional tool and great way to meet other folks. Powell's advice is to be careful to protect your own network.ContactWebsite: invictuslg.comEmail: robert@invictuslg.comRobert.powell@vistagechair.comAudible is offering a free download with a 30-day trial to give you the opportunity to check out their service. You can download it for free today.

Welcome back to the 1st Cabral House Call of the weekend! Here are today's community questions: Robert: Do you need to use the "Fork Test" for the rest of your life? Kristin: I'm having trouble regulating my hormones and I'm having "Lady Cycle" symptoms please help? Marie R: I love Sweet Greens - Is their new steelhead fish safe to eat? Enjoy the Q&A and all the tips along the way!   - - - Show Notes: See all the Show Notes, Links & Recommendations at: http://stephencabral.com/140   - - - Get Your Questioned Answered! Each week I answer our community questions and I'd love to answer yours on an upcoming show: http://StephenCabral.com/askcabral      

Weekend plans Robert: Do you have any plans for this weekend? Bill: I don't know. I might watch a video at home. And you? Robert: I'm going to meet some friends. Bill: What are you going to do? Robert: We might go sailing if the weather is nice. Bill: Sailing, wow! Do you have a sailboat? Robert: No, my friend has one. She goes sailing every weekend. Let's practice. A: We might go for a drive. B: A drive, wow! Do you have a car? A: We might go hunting. B: Hunting, wow! Do you have a gun? A: We might go surfing. B: Surfing, wow! Do you have a surfboard? A: We might buy a house. B: A house, wow! Do you have enough money? A: We might play some music. B: Play music, wow! Do you have a band? Your turn... You answer... What are going to wear tomorrow? What are you are going eat for dinner? Who are you going to meet later? When are you going to go home? Where are you going to go for your next vacation? How are you going to go home? www.eltpodcast.com

First, you'll hear this a basic conversation at a normal speed, then at a slower speed. Next, you'll hear some practice drills. Finally, you'll hear the conversation again at a normal speed. Robert: Hi Bill. What's happening? Bill: Not much. How about you, Robert? Robert: Well, actually, I want to go to the art museum this afternoon, but I don't know where it is. Do you know where it is? Bill: Which one? There are a few art museums in Fukuoka. Robert: I want to see the Napoleon exhibit. Have you heard about it? Bill: Ah, sure. That's the Fukuoka Municipal Art Museum. It's in Ohori Park. Robert: So, how do I get there? Bill: That's easy. Just take the subway to the Ohori Park station. Walk through the park, and it's there. You can't miss it! Robert: Do you mean that I have to walk to the other side of the park to get to the musem? Bill: Yes, that's right. It doesn't take long. About ten minutes or so. Robert: OK, I think I understand. Thanks. Bill: You're welcome. Let's Practice: A: I want to buy a suit, but I don't know where to shop. Do you know a good shop? B: Yes, I like to buy suits at Fukuyama. You should go there. A: I want to bake a cake, but I don't know how. Can you help me? B: Sorry, I don't know how. You should buy a cook book. A: I want to see a dentist, but I don't know who to see. Do you know a good dentist? B: Yes, my dentist is good. I'll give you his number. Find more at www.eltpodcast.com