Good morning, everybody. I'm going to get started. My name is Todd with madeopen.com.
Is the sound all right out there? Yeah? All right. Looks like our chairs didn't meet their
expectations with the number of people. But I appreciate everybody coming out this morning.
And I'm going to get started by talking about capitalism, why we have it, what the need for it
is, and what we need to do as a people to move forward in a direction that makes a little more
sense to everybody here and everyone we know and love. So to get started, basically capitalism and
government are just two systems that we as people created. This is nothing that we were, we happen
to be born with it, but this is nothing that was here before we got here. We as people created
these systems.
And why do we create systems? Well, we have a need, we have several needs, and we solve problems
through systems. It's the way we think. And through time, these systems have been created.
Capitalism through the market solves problems. There's studies on capitalism and markets
and supply and demand. But I'm looking here at more of a fundamental, fundamental need
need for these systems. And what I see is that markets solve people's problems. And
when markets can't solve somebody's problem, that's where we create governments. Governments
step in to take care of the problems that markets cannot or do not solve. Well, why
wouldn't a market solve a problem? If we look at capitalism, we can see the answer to this
is pretty evident, where capitalism being defined as a socioeconomic system, where goods
and services are produced for profit, we see right there that the very definition of capitalism
is for profit. If corporations don't see profit, they don't do business there. So we continue
to have problems that the market doesn't solve. So we need other systems and we create governments.
So my premise here is to start out by saying that let's not try ‑‑ if we can all agree
here, and please, we'll stop right now if anybody ‑‑ we have a discussion, if anybody
doesn't agree that to some level corporations don't control the government, that's a fundamental
assumption that I'm making is that we can agree that without corporations, governments
will act a little more efficiently.
And a lot of the problems that we have created by these two systems are problems that are
not people problems. These are problems that have been given to us by these institutions.
So to say that ‑‑ it's not to say that we don't need government or that corporations
are bad. These are just systems that we have created to solve these problems. So what I
want to do is fundamentally get at what ‑‑ as people, what do we want? What do we need?
What are we looking to do?
You know, we have these systems, but these are old systems. You know, these are systems
that our great, great relatives, you know, created at some point in time to solve a problem.
Corruption has entered over time. And ‑‑ but again, I try to stay away from those topics
of corruption because if we can just agree that we can attack capitalism here and play
the game of capitalism, that some of the government things will ‑‑ those will shake the
themselves out and we won't have to focus our attention there. And some problems will
just disappear. And so what I want to talk about is the ‑‑ is our problems. What
do we have as problems as people? We have needs, we have ‑‑ excuse me, we have
fundamental needs and desires, food, clothing, shelter. We have needs of safety, which enters
in the whole idea of currency. Because what is currency but just ‑‑ you know, we have
needs of futures, of something that you want or need. If you didn't want or need anything
in the future, you certainly wouldn't have a need for currency.
So I want us to start thinking about where are we going? Because I don't think many people
are asking that question. We're all caught up in our day‑to‑day stuff and our heads
are down, and we work extremely long hours, and, you know, what does this mean for us?
give us in the end, where are we going? And if we lift our heads up for a second, where
do we want to be? And we have to make a simple assumption that we're automating more and
more and more stuff. And when that stuff gets automated down this path that we're headed
down now with our heads down, you know, we eventually get that pink slip, we get laid
off automation. It's going to solve our problems. But not our problems at this rate. Corporations
problems. So what we have in the end is we have fully automated corporations. We have several
people standing outside these corporations saying we want your goods or services. And the
corporations are saying, yeah, remember, that costs money. And we say, well, we don't have any
jobs anymore. And the point is not to have that discussion. The point is to say, for the
future, let's not forget that discussion. Let's talk about what we want and need assuming
that we're going to automate everything. Because, I mean, I think that's a simple assumption
to make that at some point in the future, whether it's five or 500 years, that we're
going to fully automate everything. So if we think about that as a people and say, okay,
how do we control that automation? Because clearly the way we're doing it now is not
going to result in the people owning this automation.
So and, again, down that path, nothing ‑‑ I don't believe anything good is there. I mean, we
could talk for an hour about how we take this thing back when everything is fully automated and
whether it's redistribution or wealth or all the, you know, revolution, everything that could
possibly happen, let's not get there. Let's be smarter than the people before us. Right?
Because after all, isn't this really about the future? Isn't this about our children and our
children's children? Because ‑‑ I don't know. I don't know. I don't know. I don't know. I don't
know. Because at the end of the day, I'm not working so that my bank account can be a certain
size so that my kids smile when I die saying, oh, good, I got some money. I'm looking to
make this place better. I'm looking to make this place better in some substantial ways.
So what would a system look like? What would everyone here be happy with? And that's a,
you know, we're really talking some ideologies. And to me the most simple answer to that question
is to ask people.
What do you want and need? And what are you willing or able to do? Now with these two questions,
these are fundamental questions. And I don't think, you know, good or bad people, it's
not the answers, don't have to be the same. But the questions ‑‑ it's that those
questions fundamentally resonate with people no matter what. Because it's about them. It's
about the individual.
It's not about ‑‑
the entire collective. We're asking you, what do you want and need? Just tell us. I would
certainly rather be working in a system where I knew what people want and needed and these
things were measurable. And then the other side of it is what are you willing or able
to do? Now, we do have ‑‑ we have not automated everything yet. So we do have to
live in this ‑‑ in this world that we still live in where not everything is automated.
So what do we do? We need to figure out a way to still solve problems up until the point
of automation. But again, it's to get the ‑‑ it's to get that vision. It's to get that
collective vision that says, okay, we know there's this point we want to reach where
everything is automated and we just kind of get everything that we need. And we can kind
of focus on whatever we want because everything is automated. So we can do whatever we want
to do. So it's not to really focus on what that vision would look like out there.
But to say what its fundamental requirements would be. And I believe that these are two
columns, you know, wants and needs and can and ‑‑ or willing and able to dos. And
when people are able to say what they are willing and able to do, people do amazing
things. We're not ‑‑ we're not at a loss for people doing amazing things in this
world. We're at a loss for direction. We're at a loss for people doing amazing
things because that's what they ‑‑ you know, they're doing them because they get
the self‑benefit, not the benefit of humanity. So if we look at those things, how ‑‑ what
are these things? What are these things that we can ‑‑ how do we arrange these things
that we want and need? And I believe to have that discussion, we need to be talking about
the only resource ‑‑
in human history that is not been able to be controlled by force. So you can't physically
control data like you can physically control oil, or land, or water. So we're constantly
creating this resource called data. And we don't stop creating this resource. This resource
we continue to create. We don't create it in a static way. We ‑‑ in a possibilstill,
linear fashion and growth, it's exponential. You know, what else are we going to be collecting?
It's not just data like location or pictures. This is medical information. I mean, we're
at the macro level, there's not really a lot to collect. We keep collecting more and more
about ourselves. But why? What are we going to do with all this data? Well, it's not us
at this point that's doing anything with that data that's productive. It's corporations.
And they're just getting a glimpse into what we're all about, into what we do. And they're
already calling it big data. What's next? Right? After big data, what comes? Huge data?
It just doesn't ‑‑ it's not something that ‑‑ it should be big data small. It
should be big data personal. Right? And we have a lot of talk about, you know,
talk about data these days. And I want to take a few minutes right now to talk about
what data is. Because there's a lot of talk about data privacy. But the one thing that
is assumed when the word data privacy comes out of somebody's mouth, is they've assumed
you don't own your data. Because the conversation that ends all conversations about data privacy
is the conversation about data ownership. You know, they're not on CNN and FOX. They're
talks about data privacy. What do the people do with this? How do they control it? Because
it's not the people's. It's theirs. It's the corporation's. It's their data. It's not our
data. Because if it was our data, we wouldn't need to talk about privacy. We don't talk
about, you know, geez, I hope the mortgage broker that sold me this house doesn't come
in the house and make himself a sandwich in the middle of the night. We have certain things
that we have to assume that we have the rights to. And that privacy through ownership is
one of them. And if we're not assuming that we have those rights, then we have, you know,
there's much bigger issues. Those are personal liberties, personal freedoms. Whereas these
are not. What they're talking about are simple terms of service, terms of use. And what we
need to do is refocus on, you know, ownership. So what is data? We have this notion of data
data being video, pictures or images, audio and text. Yet we have four data types but
somehow we have thousands of services all there to share four data types. Does that
make any sense to anybody here that we have thousands of services that your data is spread
over at least tens of services per person here where your data is all over the place
but you only have four data types? It makes absolutely no sense to me. I understand why
and the definition of data I think will clarify that in a few different ways. Those four data
types I talk about, that's not all of data. That's all of what we store as data or past
data and I believe there's three tenses when it comes to data. You have past, present and
future. And I don't ‑‑ to my knowledge, I don't
acknowledge there's nobody talking about three tenses of data. And the reason is your
past data is what you as a person, you feel this emotional attachment to your past data
because that's what you did. That's where you were. That's what ‑‑ you know, those
are pictures. And I'm the same way. And that's very valuable to us. But at the same time,
we understand as a people that it's more important to live in the moment. That right now is more
important than what happened last year. That's what I'm saying. That's what I'm saying. That's
what I'm saying. That's what I'm saying. That's what I'm saying. We still want that stuff.
We still need that stuff. And our present data is called our attention. Okay? So if
I have your attention now, I have your most valuable form of data. Now you might want
to believe that your pictures of the past are worth more, but right now, this is all
that makes a purchasing decision when a corporation looks at data. It's your attention. It's the
only thing that makes that click happen. Because if a pop‑up comes up and a better deal appears,
that transaction is gone. Your attention never met your future data, which is your
intention to do something. So with these three tenses of data, past, present, and future,
what are these to a corporation? How do they value them? And I'll use Facebook as an example
just because they're the biggest and I don't like them very much. They're basically allowing
you to put your past data somewhere. This is ‑‑ if you look at Facebook, they're
a very inexpensive resource to store. We all know this. But why would they store something
for us? It's so that we come back, right? So that our intention is to come back so
that they have our attention. And when you see these three different things, if you start
to look in your daily lives and figure out what are these three tenses of data, how do
they apply to me? Because I am ‑‑ I'm a data human. I'm a data engineer, I'm a data
creator and that's the way we need to look at it. These are data points that don't exist
without people. So if you're going to be creating your own data, past, present and future, how
do we do it? How do we manage it? Because Facebook, you know, they certainly have ‑‑ all
of them do. They want your data for the sole reason that you're going to come back. If
you don't have the intent to come back, that's it. Their value is gone. You know, if everybody
had no intention to return to Facebook tomorrow, what would the stock do? It would have little
to no value because it's about people's intention. And people don't realize the value of this
intention. And that's where I really want to focus our efforts is on capturing your
intent and your attention in order to compete in this game that we've inherited. I believe
that we can compete within capitalism to have companies that are run by people, that create
automated things, that do automated things, that play in the market. But in the end, they're
responsible to the people. Because that's not what we have now. And we all know this.
We have government officials telling us that we can't get anything done here. We can't
do anything. And we as the people say, well, that's your
job. But they say that's your job as a people to direct us. So we're at this standstill
where nobody knows what to do. We have too many ‑‑ you know, I see at the midpoint
of my life, I look back and see the generations coming, and these are some smart people. And
I believe that I already need ‑‑ I feel like I already need to get out of the way.
And one of the biggest problems we have in corporations and government is simply greed.
It's the inability to get out of the way. Let things move on. Let's ‑‑ let's just
let it progress. And they can't do it. It's just an older generation. We evolve as people.
So what we need to do is just we need to take this back. And we can do this by concentrating
and focusing on this resource called data that, again, nobody's stopping us from diverting
our attention somewhere else. Nobody's stopping us from saying I'm not going to Facebook anymore.
Nobody is stopping us. And that's capitalism. So all I'm saying
is we have technology. We have this cloud technology that can provide some incredible
value. You know, when I first saw a cloud offering, I couldn't believe it. I said, there's
no ‑‑ why even try to compete? Why try to create products or services anymore? Because
they're just weak incremental steps. It's a new way to share a picture. Now, yeah, great.
There's power there. I can ‑‑ you know, you look at the power of the cloud and the
storage and the computing, and it's absolutely amazing.
And what I believe we need to do is just take that and tone it back and make it personal.
And we talk about a personal cloud here. Just imagine a personal cloud is all the
power of a cloud for you. So now you have that unbelievable computing power at your
fingertips. You know, a lot of us here have already seen this. We understand. But it's
about getting people behind it.
And, you know, we're thought leaders these days. You know? Geeks used to not be thought
leaders. Right? Now we are. We are ‑‑ we dictate what comes, what happens. You know,
smartphones. 50% U.S. adoption of the smartphone in five years. That's amazing. We did that.
Not corporations. It was people. So if we concentrate on taking our time and our time
and our data and owning it through any means such as a personal cloud, we can start to
really look at what our intentions are. Excuse me. What our intentions are. What our attention
is and how we move things forward.
So this personal cloud, if you think about it from the perspective of communication is
a great ‑‑
is a great introduction to the personal cloud. When a telemarketer calls me, instead of getting
my phone, Twilio will route the call to my personal cloud and it will say, jeez, look
it up in my contact list and say this person isn't known by you. And when that happens,
I haven't been notified yet. There's no need for me to be notified yet. And my personal
cloud handles it. And it immediately puts this person into a queue that says, if you're
willing to, if you're interested in talking to Todd, hey, he's available and his time
is worth $15 a minute and here's the credit card prompt. So my personal cloud can take
the credit card information from this telemarketer and I get paid for my time. And as soon as
we start getting paid for our time, it doesn't matter what that time is. I gave an example
of a phone call as being a way to put our attention on something. But it's anything.
It's YouTube. Why, why? Look, if there's no data, I'm pulling me out of a computer.
why do we get interrupted with commercials? It just doesn't even make sense. You irritate
the consumer, the advertiser doesn't get their value out of it. Just show them all to me
at one time. I don't need to be interrupted. These things are ‑‑ you know, this is
us taking back our attention. This is us putting forth better technology for people, for corporations
to still compete, but we slowly grab back some of this attention and intention. Intention is very
powerful because if we knew what everybody wants and needs, that's their intention. If we knew what
they wanted and needed, we could deliver on it. And we can deliver on it in a much better way than
the market currently delivers on it. Because these companies guessing at what we need,
these companies guessing at what we need, we're not going to be able to get it done.
These companies competing to create products that are ultimately the same, but they're
all terrible because one's got the best screen, one's got the best keyboard, one's got the
best radio, and in the end you don't have a full solid product because you have ten
genius scientists trying to create the next best screen, all competing against each other,
none of them sharing any of their information and then the winner, it's not winner takes
all, it's winner gets to claim they have the best screen and then nobody else can use it.
So now these genius scientists have to go off and figure out different ways to solve
the problem. That's ‑‑ that doesn't sound like innovation to me. That sounds like inefficiency.
And what I'm saying is we just need one screen, right? I don't need one screen for a Smart
smartphone, one screen for whatever it is. I don't need any more than that. But corporations,
through patents and trademarks, they have to do it this way. This is the game they play.
And I'm just saying, enough is enough. We're sick of playing your game. It's not fun. It
creates problems. If you look at the problems of people, you have simple things. When you
look at the problems that corporations and governments create, this is war. This is genocide.
This is terrorism. These are not nice problems. And these are problems that we as people inherit
from systems we created. It doesn't make any sense to me. I mean, maybe I'm nuts, but,
you know, I'm here talking to you people because this, again, you're the thought leaders out
here. You're the people that are going to take these messages back.
To your friends. To your family. And pass it along. We're trying to do something. And
madeopen.com, what we're trying to do is we're trying ‑‑ madeopen.com is me. It's one
person. And I'm not afraid to admit it. And I work for you. That's it. Who else works
for you? I'm trying to figure out what point out into the future we need to get to, and
I want feedback. This is why I'm here. I'm trying to figure out where we get to. And
then how we get there.
And then, within my lifetime, make as much progress as I can to that end. Because then,
at least this way, I can tell my kids, hey, I tried, right? I mean, sorry, world sucks,
but I tried. I didn't just, you know, do what a lot of people do, go to work every
day and hope things get better. Hope somebody is out there working for me. So I'm looking
for people to work with me. I'm looking for ideas. And it's not over. I want to talk a
little more about the personal cloud and what ‑‑
I want to talk about the benefits of that. Because I believe that fundamentally I'm here
to talk about the direction. And I believe the personal cloud is the first way in which
we change that. Because, again, with a personal cloud, that's your data. That's your control.
So we just solve the problem of privacy by instituting one simple technology so that
you can put all your stuff in one place, see it how you want to see it. So I'll give
a couple examples of what we can do with a personal cloud.
First of all, I believe security becomes a much easier issue. For example, if Facebook
tries ‑‑ somebody at Facebook tries to log in ten times into my account guessing
passwords, I don't know what Facebook's policy is, but I know what my policy would be. And
I know you know what your policy would be. And that's more important than what anybody
else's policy is. So as soon as you start controlling your data, you make these decisions.
You control what happens when somebody is not using your data. You control what happens
comes in to your personal cloud. Right? And this is ‑‑ a personal cloud is just an
abstract idea. There's people working on this. But the idea is it's just an abstract idea
of sharing stuff. Again, you have four data types. And all these services, they're spread
across. And that right there, you know, this whole API revolution we're seeing, it's not
because companies want to share their data, right? Their data, not your data. They don't
want to share their data with their competition. These are grown men who can't make an agreement.
These are ‑‑ it's crazy, but it's the world we live in. And these APIs are supposed
to give us more access. And it's neat because, yeah, we can do some cool stuff. But what
if all that stuff was just in one place? What if all your data, all of your data, all of
it sat in one location? What could you do with it then? You could do some amazing things
because now all your data can talk to each other. And it's not about today. You know,
today we live in this moment where we think, wow, look at all this data we're collecting.
Location data, you know, movement data. It's going to get smaller and smaller where it's
medical data and embedded devices and wearable devices. And when this happens, it's going
to happen more and more data, what's enough? How can we make that data intelligently talk
to each other? Home automation, devices within home automation, not being able to control
those. At what point do we get control back? Well, it's when the market demands it. It's
when somebody puts something up on some crowd funding site and gets funded to create something
that's open source. I'm saying let's make everything open. Right? It's not about this initiative
with government to make open government. It doesn't make any sense. They're just opening
up more of our data. That's not beneficial to us, necessarily. The corporations, I'm
sure, are loving it. But it's not for us. When I say open, I mean control your data
first. Own your data first. Then share it. Then open it. Right? Then give it to who you
want. Because I, for one, am willing to share everything about myself anonymously to research
groups who are trying to solve big problems like cancer, diabetes. I'm willing to tell
people what I eat, my pulses at any given time, all my vitals anonymously. Imagine what
that graph looks like.
You know, this is ‑‑ that's what we're going to be dealing with in a few years. This
is not something that's not coming. This is certainly coming. So all I want to do is look
out there and say, how are we going to manage this when we get there? How are we going to
manage this amount of data? How do we take our attention and our intention and start
to use it in a way that benefits us instead of them? And I believe if we put options in
front of people who know what these things are that I'm talking about ‑‑ again,
this is very little education to take back to your loved ones, four data types. Why are
we sharing so much with so many different people when we only have four things we share?
Why don't I have one application for pictures? And then the three tenses, to actually start
thinking about what is this data that we're talking about? Why is it that we're tricked
into
video, images, audio and text. Why is it that we never think about attention or intention?
Where's the privacy policy talk on that? So if we focus on growing something that can
manage your attention and your intention through data ownership, such as a personal cloud,
then what you do is you have the power of your data at your disposal. You can run applications
within your own personal cloud, not let anything out. These are, again, smart phone adoption
five years. We can do the same thing we did with smart phones. We can do it with personal
clouds. We have the technology. It's available. So what I'm trying to do is get people behind
this movement, get people at made open talking about this. I'm going to be much more active
leading up to this. I've been doing a lot of work, so I haven't been able to be as active
on that.
It's just made open.com or at made open. What better than using these social networks
to their own demise? Let's organize through the resources we have. And organize the slow
dismantling of these corporations, right? So we as people can just step out and live
our lives and not have to deal with these pressures. These unnatural pressures that
people deal with that make them break. You know? That create a lot more pressure on them.
Create this overpopulation in our prisons. And let's fix the efficiencies of these corporations.
You know, overpopulation of prisons is a great example of where corporations and governments
as a system not only fail, but they leave you believing how this happened. Right? How
was it that we have a system, a penal system where we incarcerate people and it's not profitable,
so the market can't take care of it, so government comes in and says, we'll take care of it.
And at some point government says, well, we can't really do this as efficiently as
a corporation so let the corporation do it. So something that wasn't profitable all of
a sudden became profitable. Is that possible? I mean, in my mind, that's not even even
possible. Something happened. Some numbers were changed. Something happens. And this
is happening all around us. You don't need to look for new opportunities that are creating
far to get an example. So the personal cloud. There's a group that
meets out in Mountain View, California called IIW. And there's a big group of people there
working on this personal cloud. And I would, you know, implore you to take a look at what
they're doing. Search about personal clouds and start to become active members of this
new community that we're starting to form. Where we're actually concerned about where
we're going. And that's what made open is. So I don't really have too much more that
I've prepared to say. So I'd like questions and feedback.
That's what I'd really like to open it up and do. Anybody?
Well, I'm just one person. So if you think about ‑‑ I mean, technically ‑‑ I
don't know if you're a developer or not, sir. But the question was how much this personal
cloud has done. And there's a bunch of people working on it. They've been working on it
I think for six or seven years.
At IIW. And the interesting thing to me when you sit in these sessions is you can tell
it's ‑‑ they're guided by principles that you're happy to hear about, right? Liberating
people's data. That's a great thing. But almost the next question out of their mouth
is how do we make money? And that's where it's lost on somebody. That's where you can't
make progress. Because you're still trying to figure out how do we give people what they
want? How do we give this personal cloud to somebody in its entirety so they can own
their data, yet we still control it? And you can't. And it doesn't fit a business.
It's not supposed to fit a business model. This is for the people. Right? This is something
we need several open‑source versions of personal clouds where people are working on
a platform to do this. And it doesn't take a lot to create a simple personal cloud. If
you look at what ‑‑ you know, AWS, for example, what they're giving us is tools.
Now, the set‑up process isn't easy, but this is what we're used to. This is ‑‑ you
know, we can't just tell people, here, install this software, go to AWS, set up an account,
and here's how you upload, here's how you manage your settings and all that. It's not
going to work. That's not a commercial product. So we need to create a commercial product.
But that always starts here. You know, what is Dropbox but FTP? Right? Like, we do these
things over and over and over again until the point where one of us figures out, you
know, a way to make money with it, and it's always simplifying it so that the user can
manage it. So, you know, we need to grab on to this thing called a personal cloud. And
what better time? I'm sure a lot of people are already doing something similar to it.
But the point is to share. How are you protecting your data? How are you encrypting it? What
level of privacy can we expect when it ultimately gets to somewhere else? When we decide that
we don't ‑‑ you know, when I make the decision that I don't need to own my data
the same way that someone else does. So, you know, we need to be able to do that. So,
you know, I'm willing to say, okay, you know what? Amazon can have that and I'm not going
to encrypt it. It's not that important. Or I encrypt it and lock it in a closet in my
house. Right? But it's up to you. Your personal cloud is your personal cloud. It's your data.
And so to answer your question, there's progress. But it's more important that just like with
a personal computer, it's like there's a computer and it's in a room and it's huge and now it's
in our pocket. You know, same thing with a personal cloud.
The idea is huge. We're doing it, though. You know, this is ‑‑ it's not new. So
the idea is to take that, put it in our pocket. Yes?
Product called own cloud? Yeah, there's definitely ‑‑ when you look at these products, there's ‑‑
you know, you want to just look at what the limitations are, who's owning your data and
move from there. Because there are going to be ‑‑ putting all our data in one place
is not ‑‑ this is where we're going.
It's not as a people. We need to get our data in one place. The question just is who
are we going to trust with it?
So I mean, there are products like own cloud and Spydover. Spydover is more secure.
Own cloud you need to understand what you're doing. But it's important to understand there's
more than just personal data. There's data, let's say, for example, rainfall data, pollution
data, right? So we don't own that. And that's okay. But we've got to be able to use that
data. And this is where big data products like Hadoop and other big data products like
MapReduce are coming in. There is public utility. Right now it's just being used, you
know, to sell more products, you know? And then there are companies like Splunk, which
are taking data in motion and using it to send us ads. It seems to me there's a possibility.
I appreciate what you're saying about posting data, but there's a lot more than that. There's
also, for example, if I die, my data, well, I no longer can set rules for it. But that's
history, right? So we need to be able to figure out ways to mine historical data. And that's
personal data, personal data, social data, in ways using the new technologies that are
coming out like YARN, but to get somewhere and reduce inefficiency.
Right. So if I can sum that question up, touched on there being public data that we
need to think about, and I agree, that it's not all personal. But ultimately it's collected
by people. So there was that.
And then ‑‑
Okay.
Can you sum up the second part? I'm sorry. Can you sum it up?
I was going to say, in addition, there's also data that comes that we as a society
could use, such as pollution data or rainfall data. And we've got to be ‑‑ there are
now new technologies like hedging and macro use, which tries to make sense of it. Those
are just static data. There's also companies like Splunk that are taking data that's in
motion, sort of, when we move with our smartphones and using those data. So there's a lot of
Right.
So you say that a lot of the time we use this data to create profit by
generating, you know, well, they're bidding on sending you an ad.
Right.
Okay.
So you use that to kind of use to make society more efficient.
Exactly.
I mean, people are doing that right now with trying to map cancer, like you said.
Yeah. So basically taking that data and making things more efficient through its use. Right?
And yeah, absolutely. And that public data that exists out there, that's ours, you know.
And that's ‑‑ yeah.
it's really not ours right now. It's not ‑‑ well, it is ‑‑ I mean, it is individual
because where else is the weather or whatever relevant but to me where I am or where I intend
to be or where I know people to be that I'm interested in, right? It's all the personal ‑‑
you know, without people on this planet, the rainfall does not get, you know, calculated
and, you know, like, historically saved and it's just ‑‑ it is what it is. Like,
for convenience reasons because we have the intention to leave our house tomorrow if it's
going to rain. But, you know, some of us don't care if it rains. So public data, again, it's
what is necessary for you. And there's always that need for, you know, for us to have some
kind of system. But, again, it's a system of the people. You know, it's a system where
you control that data, where you hold on to that and do what you see fit with it. I believe
we're owed these things just for being alive. I mean, what's more amazing about this than
life on this planet? It's, you know, we're spinning on this rock in the middle of nowhere
and we're fighting with each other over money. Like, all just things we've created. So,
you know, just trying to organize some troops here. Any other questions? Good. All right.
I appreciate your time.
Thanks for having me at DEF CON. It's been a great first time. I look forward to talking
with you out in the hall. Thank you.