 Join us always by Greg Jackson, great, good, good to have you here. Thank you. All right. So today we're going to be talking about backup, offsite backup, and a service that we have that is really great for that. Keeps it on Island, it has a lot of potential, but as usual, we're going to go ahead and get started with some of the news of the day. The first web thing I found here was a website called Focus Me and what that allows you to do is you sign up for this, you, Matt, you say, I want to work for an hour from 10 a.m. to 11 a.m. and then it mirrors you up with someone else who has decided that they want to work at the same time. And once that happens, your session starts, you will then, the other person comes on the webcam. Hi, I'm Matt. I want to get these 10 things done in the next 50 minutes. And then the other person says, hey, I'm Greg, I want to get these three things on the next 50 minutes. We minimize the screen and there's a little window down the bottom that tells you, you know, you can still see them and make sure that they're working, they make sure you're working. And at the end of the session, you would then tell them what you got done of that. And it's surprisingly effective in making you reach your goal. This is a complete stranger, never met them before, never talked to them before, but you are held accountable by them. You want to get your stuff done and be able to say, I got all 10 things done. And that's just, and it's kind of, you know, co-working is a huge thing where you go to a space and I just have a, I just sit down next to somebody and we start working. This is virtual co-working. When you have people that work virtually, you know, work from home, work from Starbucks, you know, they have no way, they often, they don't feel accountable for anything. So this is a way that you can just go in there. I virtually work all the time. You virtually work? I mean, you almost work? Is that, is that, is that? Oh, actually, I must have came out wrong. Okay. Right. Absolutely. But yeah. So this, this, this website, it's absolutely free. Focus mate spell, just like it sounds, focus M-A-T-E. I encourage you to give it a try. If you do work from home, if you do work from home, it's just a great way that you can feel some accountability to get all of your things done. So I thought that that was really, I like that they focus on like, they have a goal. I think that's really important for a lot of people. Yeah. Because that's, that's what they tell you before you, before you're ready, have your things ready. This is what I want to get done. Measurable. And then the next 15 minutes and they tell you and then at the end of the time you do that. And there used to be a program called chat roulette was saying kind of a similar theory where you would just say, I want to talk to somebody and then it would just hook you up. But there was a lot of adult theme with that and that. So this is strictly for work. But yeah, I definitely, if you do work remote and work by yourself, it's a way that you can get kind of that in-office kind of a feel. Okay. So now this was talking to this other story about three guys that don't have a smartphone. They have an old, we call candy bar phone kind of looked like this, you know, but small screen and just, you know, we have a customer that just got a smartphone about nine months ago. So I mean, in that case, what, what brought them to get a smartphone? I don't know. He just, when we sat down and spoke, he, he wanted to make sure that I understood his technical aptitude and he said, listen, before you get started with the technical stuff, I just got a smartphone to be nice. Interesting. Because I, if I didn't have a smartphone, it really is such a time saver. Yeah. It's just a force multiplier. You know, and I hate it when I'm just sitting somewhere and everybody is like this, you know, looking at your phone, but the email you can do, all the things you can do are such a huge advantage. I remember the first time I heard a story of a road warrior and this one Blackberry was all the rage and they say, well, normally what happens, they get off the plane, they get their luggage, they get back to the hotel and then they do an hour's worth of email before they go to sleep. Well, now that hour can be done when they're waiting for their bags, when they have a taxi, when they're waiting in line, and then they go, they go right to sleep. So that, without a smartphone, I don't think I'd be able to be nearly as productive as I. That reminds me of the, with great powers, great responsibility. No. And, you know, it's one of those things where the power we have in our pocket, the power I have on my wrist right here, you know, this Fitbit is 10 times what they had to land on the moon. So it is kind of amazing. So what we can do with those smartphones, and I'm looking forward to the day where I can say, you know what, I'm not going to take my phone with me today. You know, something happens, I'll use a payphone or borrow somebody else's phone, but that would be nice when we get to the point where we would don't need that phone. Yeah, absolutely. So you know, as I know you heard, that Boeing 737 MAX crashed, the second Boeing plane to crash in that line, and obviously we feel sorry for all the families involved, I couldn't imagine something like that happening. But it seems like the issue was these automated systems took over and did not let the pilot do what it wanted to do. And that is such this automation, this artificial intelligence of such a double-edged sword because you had, you know, there was another plane, the Air France plane that crashed and it was absolutely pilot error that this device should have been able to solve that plane from crashing. But in a car world, and now there's going to be smart scooters, there's going to be smart cars, all these things, you know, when, I don't think the technology, the checking, the thoroughness has nearly caught up at all. So you know what I heard with this one? I heard there's a lot of airline union folks that are really upset because the pilots were saying they didn't even know they could do that. It's true. Isn't that interesting? It's a communication problem. You see in the training, how do you do that? All these automated systems, how do you tell the plane that I want to fly now? And I remember hearing about this 30 years ago, that when you have a fighter jet that can pull three Gs and I'll do all these kinds of things, that everything in the cockpit was designed for one thing. It was designed to let the pilot know how the plane's doing. The speed, the altitude, the pitch, how many bullets do I have left? There was not one thing in there to tell the plane how the pilot's doing. The pilot blacked out. The pilot gets shot and killed by something, and it had that kind of technology. So that's just so scary to know that this pilot in your plane could not, maybe they can fly it. It's just a matter of time until there's no more pilots in planes. They just have, there's somebody's looking in live when you take it off and you land, but the five hours when you're cruising, that's just, you used a flip on a radar, there's a computer control, so it's really makes you think of how we're going and who's going to be able to turn these things off and what if there's a virus, and say, hey, I'm going to crash this plane, and they can now do that from a keyboard in another country. It's not like I got to storm the airport anymore or have some box cutters or anything like that. They're just sitting at their house somewhere and they hit enter, and that causes every single plane in the air to come crashing down. I would, as much as humans can make the mistake, in my opinion, the next 20 years, I'd be much better, much better with a live person there. And I admit, I'm a two-year-old male. One of my first movies that I really loved was War Games, where the computers took over for the guys in the silos, and it was going to take over. So I think the human intervention is sort of a long way away from needing to have human intervention in planes and cars and all those kind of things. So I personally would not get in an autonomous view. Chances are nothing is going to go wrong, but if something does go wrong, I want a human there to be able to do it. So Uber is finally for IPO. They're going to become a public company, and what they announced, the only way they can control their management, is they're losing $1.8 billion a year. And I don't know how that's anything other than hype over what they're doing and their, you know, the first market mover. But it's like all these other dot bombs. It's just happening. It's amazing how, you know, if you want something to happen again, just wait. It's going to happen again. Would you buy stock at Uber right now? Knowing the huge losses and the huge challenges they have, the competition and all the cars, the manufacturers getting into that? I don't think it's going away. I think what we're seeing is correction. I don't think Uber is going to go away. I think the company is going to do what it's doing. It'll get into autonomous vehicles. That'll help some of their business model, but I don't think it's going to go back. It's too convenient. Do you think Uber as a business or that type of? If they stay focused on their core competency, I think they'll be fine. And the core competency is ride sharing. I think people get from point A to point B. They might dabble on other things. They started to do that with animals, food, handicap. So they're doing other things. And I think that cars are going to become ambulances. Right. If you're an ambulance worker, only if you're absolutely rich, do you have an ambulance waiting for you to take you to the hospital? Everybody else, when you need an ambulance, you call 911 and one come. I think cars are going to be the same way. Only if you're absolutely wealthy or that's just your thing, that you have your own car because you want to maintain it. 50 years from now, when I want a car to go from here to here, I call it up and it's going to come and it's going to take me where I want to go. Absolutely, absolutely. And then the whole flying car thing. So that will be it. So I think Uber losing all that money is really, really crazy. This last article I saw, it was on the Big Five tech company and how they made their money, the revenue. So Apple, for instance, total revenue here is $265 billion. 62% or about $166 billion is just from the iPhone. And if you look at this, that is just, to me, that is incredible. If you had told me Nokia would have been a has been, all these other players were just going to be gone and you could make $166 billion selling cell phones. I would have told you you're crazy. There's just not enough margin. There's not enough of those kind of things. But then iPads were $18 billion. I think they're stocks down too, right? They're making that much money, but that's their version of down. And I think that the big reason with that is that the growth has stopped. And that's what a lot of people say about cell phones is there's no net new customers. Anybody, everybody within that age group, you know, and to 80 that is going to have a phone, or they already have one. So you're trying to win over somebody else, a switcher, or, you know, if someone passes away, then somebody else is coming in there. But yeah, that gap of everybody that can afford one has one. I think this is the precipice to price wars. I think you can see the price is just pink, because that's exactly where they're going to go. And with the iPhone, with Apple, their whole thing is quality and price. But that might be okay here in China and third world countries that they're really going to have a lot of trouble. Well, I think that's why Huawei's been doing so well. Absolutely. Because they cater to lower end users, just mass, just shove it out into the market. And on my household, we bought our first Huawei. I say Huawei. You say Huawei. It's funny. I'm not even sure it's an English word so we can say whatever it is. Yeah, right. No one's going to call us. But Macs here were only $25 billion. So they're less than 10% of Apple's income come from the computers, the servers. So that was really surprising. You know, ASD jobs went and had that vision to do the iPod. I wasn't going to help you. I was having fun watching you. Oh my goodness. Senior moment there. All right. Okay, now we got... I still remember the black girl, man. There you go, right? I'll wear that next week. So Amazon, they had revenues of $232 billion. And their online store is by far the biggest. But they made their web service, their cloud, you can see there is got $25 billion in their web service, which is huge. That's huge. And their physical stores is about $17 billion. Now, they bought Whole Foods, they bought... They buy some pet stores and that kind of thing. I'm surprised they've got so saturated on the brick and mortar side. Yeah, I mean, that's a lot of money. So I don't know if that's too... It's got to tie into the web. It's almost like I had one to the brick and mortar and sign up for the little thing to auto fill that thing. But yeah, but I have my Whole Foods. The next is Alphabet, aka all the Google companies. And yeah, so they're advertising. People don't realize Google isn't advertising. People don't realize that. It's not search, it's not video. We trust them. What's that? We trust them. Absolutely. Here, get my data. Here, absolutely. So that you can give me the most relevant ads that people are willing to pay to show me. You don't have that. So that's huge. 70% of their... It comes from direct advertising. And then they have network, they have the Google ads that you can put on your phone or your website. That's another 14%. So over 80% of their revenue comes from the ad. When you see that YouTube video, you have that pre-roll. That's what's paying for it, that little bit of ad that you have there. You have that. All right. So Facebook, Shocker, 98% comes from ads. And it's the classic... They were struggling for a long time to monetize their business. And they basically... I'm just waiting for Google to buy them. It's possible. And anytime you're using something for free, you are paying one way. There is nothing free. And then we got Microsoft, which, you know, about... I was really surprised that their cloud platform is about 23% of the rent. And Windows is about... It's less than 17. And Office, you know, the word, the micro, all those kind of things are even less. So about 25%. So that's their biggest, but yeah, the Windows is now... See, Microsoft bought LinkedIn. Google should buy Facebook. Absolutely. I mean, it's just chump change. Okay. So, yeah, I just thought those were real interesting stories there. So let's go ahead and talk about backup. And what we want to talk about is backup. So tell me what... If you had 60 seconds to talk to a business owner about backup, how important it is, what would you talk to the average business here of Hawaii, maybe five to 15 employees? They have a file server. What would you say to them? I usually ask questions about their business. And I ask them, if something were to happen to your information, what would happen to your company? Would you be able to continue running? How do you manage information? What does that look like for you? And it's over the last 10 years, a lot more small business owners really understand a lot more about their data. They just don't know how to protect it. So usually it's a lot of questions about if your, you know, crashes, what happened to that? If your internet goes down, what happened to that? Where's your line of business? Where do you keep your orders? All that stuff I usually ask them, okay, so what happens if that breaks? And the hard part with that is no one values their information until they lose it. To me, that's the hardest challenge I've got. And until you've been snaked it by some kind of data loss, you just assume, hey, every time I push that power button, the computer comes up. All my data is there. It's hard to get someone excited about a copy of information you have. Very hard. You assume it's going to be the, it's like, you know, sprinklers aren't put in until after a fire. And then people realize that. I really keep that. I lose all my data apart. So that is a challenge. And I tell people a lot of times, if you run out of money, you can go get more money. It's pretty easy to go get more money. If you run your business right, you can go get more money. Employees are hard to get more of, but if you get down to employees, there's ways you can buy employees through research firms, the hiring firm, but once you lose your data, you're done. You've got nothing left. There's nothing left to run your business. You don't know who owes you money. You don't know who you owe money. You don't have older contracts. You don't have all that. All that, you know, all that industry knowledge is gone. So that's huge. So how do you, let's say somebody had a file server on site and usually it's never a dedicated server. It's your computer and you've got the stuff on it. And so you share, you make some shares and have that. If that's where the level of someone that, how would you recommend that they would do some kind of. Well, I mean, so part of the conversations that I typically have with customers is asking them first, how much do they value or need your data and that's a longer conversation because people don't really think about that on a daily basis. So as soon as I understand, as soon as they understand the value of their data, you can translate that to what they're, what they're willing to spend on. And a lot of it's just insurance, right? So we talk about, okay, so if you were to lose all that data, how long would it take you to do that? And a lot of times of conversation as well, we take a backup one month. We had one customer that was back. They were backing up their data every day. And all they were doing was clicking and dragging a shortcut. And when I, when I explained to them that the shortcut is not their backup, they, you know, they responded, you know, they were worried. So, you know, that recreation timeframe, that's, that there's a dollar amount attached to that. Well, and the good part about backing up the shortcut is fast. It's really fast. Yeah, it's very efficient, right? It takes no time at all. I just click it and it goes right over. So we usually, you know, we usually start getting into conversations like they, you know, they listened, they're advertising work. So they tell me about some of the radio commercials or TV commercials. They heard backing it up. You and I have done some analysis. You specifically took, it took you a week to get data back from the mainland. So Hawaii is not just worried about its own data backup routine, but now you've got the fact that you're in the most remote part of the planet. And that's one of the reasons why I get excited about having the data here online. Absolutely. So if we can go ahead and go to slide two of what we had there. The way that we're able to do it is on the customer premise, you know, we also have big window servers a little, we're able to put something box on their premises that it is can be a little as a USB hard drive to a full-fledged server that people can just put their data on that server. And whether it's a database, whether it's just files, whether it's music, whether it's videos, they're able to put that there. And then that is sent up into the cloud. And our cloud that we have that is here on Oahu. And what's great about it is it is literally in a World War II bunker. And we're going to have a whole show dedicated just to the bunker and to have a virtual tour. But the great thing about it is if there's an issue with your data, if you need something back, if the worst was to happen and the worst would mean total loss, which could come from a lot of people think, oh, it's just from natural disaster. And I am already in a bank vault and I already am, you know, a hurricane would never hurt. But that is 0.1% the reason people lose data just from natural disaster. Most likely it's going to be from an employee. And the two kinds of employees that happen to us, one is negligence. Negligence is just going to be not understanding, like that customer that was backed up the shortcut. To them, it was important for them to do the backup, but they weren't quite doing it right. So you have the negligence part. And then you just have the people that want to do bad things. That they're either ex-employees or they're disgruntled and they bring something in and they delete it and they shouldn't have or you just got the person that opens up the email that they shouldn't have. Now you have, I'm sure, with BitLocker. So that's what you need to protect yourself against. Not natural disaster, not just natural horrible, but the most likely, if you're going to lose data, it's going to be because of one of your employees. Ransomers go close second. Absolutely. And that doesn't just happen. Somebody generally has to do something silly for that ransomware. What are you talking about about that? So one of the things that we typically find with customers is that, and I've seen a handful of customers where they really, they call up, they're really excited about getting their data back. They say, hey, we've got backup data. We just need someone to restore that data. And they end up finding out that they've got crypto locker on the data they're actually trying to restore from. And that has a lot to do with how you're managing the backup. So in a nutshell, crypto locker is you open up something, it silently locks the file and crypts it. And then the bad people have the key. And then they either email you, phone you, or contact you in some way and let you know. Want your data back? You have to pay. Absolutely. And it's in BitPoint. So it's untraceable. And very rarely do you get it all back at one time. Usually what happens now, they're very sophisticated in that you give them $100, $200. And they give you part of your backup. Because they know they got you on the line. You want the rest, that's another $1,000. And then you find out another 10% of your file. And they just keep you coming, keep you going. So it's just very expensive. So with our backup solution, we follow the basic core principle of backup. It's 321, meaning I want three copies of my file, two different places. And one of them needs to be off-site. So we've got three copies of your file. We've got the one that you're using your live. And we have this local vault that we put on. We're small businesses, the USB drive for big business. It's a server. And then we have the off-site copy here at the data vault. That is offline. Because if you do get this crypto locker, if you get this virus, it just searches everywhere and will lock everything. So all your backups can be corrupted as well. Again, our stuff is offline. So we're able to go ahead and say, no, if you get hit, then we're able to deliver those to you. Yeah. So definitely the other piece of advice for backup is do a practice run. A lot of people do a backup. You got to test your plan. Absolutely. And if you don't have off-site backup, you're literally one day from your business closing. They call them tabletop exercises, right? Let's pretend they actually read the disk. Yep. Very important. So again, I want to thank you for joining us today. My name is Matt Darnell, joined by Greg Jackson. Do you have any questions about backup? Or do you have any questions? You can get us on the web, comptel.cloud. The cloud is in the sky, comptel.cloud. And we'd be happy to help you. We'd love helping small businesses with their backup needs and just general data needs in general. So thank you so much a lot.