Act as an marketing copywriting expert. I am going to give you a company description, and you will give me 3 brief, cold open emails that are less than 60 words long. The goal of each email is to prompt a response and encourage them to try the company's service. Company Description: OpenSend is an AI-driven lead generation platform that discovers the email addresses of a website's anonymous visitors for the purpose of email list building and remarketing. Customer conversion rate of the collected email addresses is 10x higher than standard web retargeting techniques. Standard retargeting conversion rates are 2-4%, and OpenSend leads convert at closer to 15%.

d39d68f06dbd1afcc8629a99d1e5bfee

edbeeching

good

Act as an marketing copywriting expert. I am going to give you a company description, and you will give me 3 brief, cold open emails that are less than 60 words long. The goal of each email is to prompt a response and encourage them to try the company's service. Company Description: OpenSend is an AI-driven lead generation platform that discovers the email addresses of a website's anonymous visitors for the purpose of email list building and remarketing. Customer conversion rate of the collected email addresses is 10x higher than standard web retargeting techniques. Standard retargeting conversion rates are 2-4%, and OpenSend leads convert at closer to 15%.

d39d68f06dbd1afcc8629a99d1e5bfee

lewtun

good

Act as an marketing copywriting expert. I am going to give you a company description, and you will give me 3 brief, cold open emails that are less than 60 words long. The goal of each email is to prompt a response and encourage them to try the company's service. Company Description: OpenSend is an AI-driven lead generation platform that discovers the email addresses of a website's anonymous visitors for the purpose of email list building and remarketing. Customer conversion rate of the collected email addresses is 10x higher than standard web retargeting techniques. Standard retargeting conversion rates are 2-4%, and OpenSend leads convert at closer to 15%.

d39d68f06dbd1afcc8629a99d1e5bfee

osanseviero

good

imagine you are a dating expert, i will tell you some interest a girl in her 20s has and you will have to predict some other interest the girl is most likely to have

f2ace018ef3045ef9006ca555b1650b8

edbeeching

bad

imagine you are a dating expert, i will tell you some interest a girl in her 20s has and you will have to predict some other interest the girl is most likely to have

f2ace018ef3045ef9006ca555b1650b8

lewtun

bad

imagine you are a dating expert, i will tell you some interest a girl in her 20s has and you will have to predict some other interest the girl is most likely to have

f2ace018ef3045ef9006ca555b1650b8

nazneen

bad

What happens if you disturb the mummy of a pharaoh?

c61dd88e94ed9c80fe8aedf139a68ff7

dianewan

good

What happens if you disturb the mummy of a pharaoh?

c61dd88e94ed9c80fe8aedf139a68ff7

edbeeching

good

What happens if you disturb the mummy of a pharaoh?

c61dd88e94ed9c80fe8aedf139a68ff7

lewtun

bad

create a diet plan for a north indian vegetarian that is like the mediterranean diet but uses indian foods spices and recipes

ce168794e3edd8dfd0cc5cf24b9745d9

Shayne

good

create a diet plan for a north indian vegetarian that is like the mediterranean diet but uses indian foods spices and recipes

ce168794e3edd8dfd0cc5cf24b9745d9

dianewan

good

create a diet plan for a north indian vegetarian that is like the mediterranean diet but uses indian foods spices and recipes

ce168794e3edd8dfd0cc5cf24b9745d9

lcipolina

good

I am developing a jetbrains plugin. I will tell you the requirements one by one. Based on them, please help me by providing code for the same in Java.

582e4ce2f9ca3a7a1452c55fd41b6b74

Shayne

bad

I am developing a jetbrains plugin. I will tell you the requirements one by one. Based on them, please help me by providing code for the same in Java.

582e4ce2f9ca3a7a1452c55fd41b6b74

dianewan

bad

I am developing a jetbrains plugin. I will tell you the requirements one by one. Based on them, please help me by providing code for the same in Java.

582e4ce2f9ca3a7a1452c55fd41b6b74

lcipolina

good

make a form for a patient of a nutritionist to fill out

7174c62eb67dea0145a730861c3ce385

Shayne

good

make a form for a patient of a nutritionist to fill out

7174c62eb67dea0145a730861c3ce385

dianewan

good

make a form for a patient of a nutritionist to fill out

7174c62eb67dea0145a730861c3ce385

lcipolina

good

Is there a hierarchy of Acts in ontario legislation and if so what is the order of precedence?

0c747e6e2732c6cb55f461c6768b7d88

Shayne

good

Is there a hierarchy of Acts in ontario legislation and if so what is the order of precedence?

0c747e6e2732c6cb55f461c6768b7d88

dianewan

good

Is there a hierarchy of Acts in ontario legislation and if so what is the order of precedence?

0c747e6e2732c6cb55f461c6768b7d88

lcipolina

good

My rap name is White Gravy. Write a heavily lyrical rap for me that includes the topics of mashed potatoes, gravy, and sex.

f604a7621a87da2c179ef16f7060efbe

Shayne

good

My rap name is White Gravy. Write a heavily lyrical rap for me that includes the topics of mashed potatoes, gravy, and sex.

f604a7621a87da2c179ef16f7060efbe

dianewan

bad

My rap name is White Gravy. Write a heavily lyrical rap for me that includes the topics of mashed potatoes, gravy, and sex.

f604a7621a87da2c179ef16f7060efbe

lcipolina

good

can you create me a white belt to blue belt BJJ training/learning program that i can do at home on a dummy to learn the positions and options from each position etc. I would like to focus on one position a week. the program can span 6 months

ed417d79a96df9dd97de0707ca2867ed

Shayne

good

can you create me a white belt to blue belt BJJ training/learning program that i can do at home on a dummy to learn the positions and options from each position etc. I would like to focus on one position a week. the program can span 6 months

ed417d79a96df9dd97de0707ca2867ed

dianewan

good

can you create me a white belt to blue belt BJJ training/learning program that i can do at home on a dummy to learn the positions and options from each position etc. I would like to focus on one position a week. the program can span 6 months

ed417d79a96df9dd97de0707ca2867ed

lcipolina

good

write a short sentence prompting person to contact us regarding sales enquiry

fe4b2976a3fb881adebe0658105f334a

Shayne

good

write a short sentence prompting person to contact us regarding sales enquiry

fe4b2976a3fb881adebe0658105f334a

dianewan

good

write a short sentence prompting person to contact us regarding sales enquiry

fe4b2976a3fb881adebe0658105f334a

lcipolina

bad

write a C++ class that generates LLVM intermediate representation code using a rust frontend grammar

e21d4f0f98c08d7c71188884c98e14f0

Shayne

good

write a C++ class that generates LLVM intermediate representation code using a rust frontend grammar

e21d4f0f98c08d7c71188884c98e14f0

dianewan

good

write a C++ class that generates LLVM intermediate representation code using a rust frontend grammar

e21d4f0f98c08d7c71188884c98e14f0

lcipolina

good

Can staff claim any payment if they can't work?

a7f21e261e32c988dbb5a48993022ee4

Shayne

good

Can staff claim any payment if they can't work?

a7f21e261e32c988dbb5a48993022ee4

dianewan

bad

Can staff claim any payment if they can't work?

a7f21e261e32c988dbb5a48993022ee4

lcipolina

good

reusable function to show modal. no bug if called multiple times. modal just stack one after the other using bootstrap 5

67e6efcdc66af2d9e09483115f476592

Shayne

bad

reusable function to show modal. no bug if called multiple times. modal just stack one after the other using bootstrap 5

67e6efcdc66af2d9e09483115f476592

dianewan

bad

reusable function to show modal. no bug if called multiple times. modal just stack one after the other using bootstrap 5

67e6efcdc66af2d9e09483115f476592

lcipolina

bad

Web search results: [1] "The ICC is an independent judicial institution empowered to investigate and prosecute war crimes, crimes against humanity, genocide, and the crime of aggression. Its establishment in 2002 signaled ..." URL: https://www.hrw.org/news/2020/09/02/qa-international-criminal-court-and-united-states [2] "International Criminal Court and the 2003 invasion of Iraq. A preliminary examination of possible war crimes committed by United Kingdom (UK) military forces during the invasion of Iraq in March 2003 was started by the ICC in 2005 [1] and closed in 2006. [2] The preliminary examination was reopened in 2014 in the light of new evidence." URL: https://en.wikipedia.org/wiki/International_Criminal_Court_and_the_2003_invasion_of_Iraq [3] "It's the International Criminal Court, or ICC. But here's the rub. The U.S. does not recognize the jurisdiction of this legal body. We wanted to learn more about why the U.S. does not and, despite ..." URL: https://www.npr.org/2022/04/16/1093212495/the-u-s-does-not-recognize-the-jurisdiction-of-the-international-criminal-court Current date: 3/18/2023 Instructions: Using the provided web search results, write a comprehensive reply to the given query. Make sure to cite results using [[number](URL)] notation after the reference. If the provided search results refer to multiple subjects with the same name, write separate answers for each subject. Query: Why did the ICC not handle the Iraqi invasion by the US, but did handle the Ukrainian invasion by Russia?

be28d62214d2068ba9bc519657a45a90

dianewan

good

Web search results: [1] "The ICC is an independent judicial institution empowered to investigate and prosecute war crimes, crimes against humanity, genocide, and the crime of aggression. Its establishment in 2002 signaled ..." URL: https://www.hrw.org/news/2020/09/02/qa-international-criminal-court-and-united-states [2] "International Criminal Court and the 2003 invasion of Iraq. A preliminary examination of possible war crimes committed by United Kingdom (UK) military forces during the invasion of Iraq in March 2003 was started by the ICC in 2005 [1] and closed in 2006. [2] The preliminary examination was reopened in 2014 in the light of new evidence." URL: https://en.wikipedia.org/wiki/International_Criminal_Court_and_the_2003_invasion_of_Iraq [3] "It's the International Criminal Court, or ICC. But here's the rub. The U.S. does not recognize the jurisdiction of this legal body. We wanted to learn more about why the U.S. does not and, despite ..." URL: https://www.npr.org/2022/04/16/1093212495/the-u-s-does-not-recognize-the-jurisdiction-of-the-international-criminal-court Current date: 3/18/2023 Instructions: Using the provided web search results, write a comprehensive reply to the given query. Make sure to cite results using [[number](URL)] notation after the reference. If the provided search results refer to multiple subjects with the same name, write separate answers for each subject. Query: Why did the ICC not handle the Iraqi invasion by the US, but did handle the Ukrainian invasion by Russia?

be28d62214d2068ba9bc519657a45a90

edbeeching

good

Web search results: [1] "The ICC is an independent judicial institution empowered to investigate and prosecute war crimes, crimes against humanity, genocide, and the crime of aggression. Its establishment in 2002 signaled ..." URL: https://www.hrw.org/news/2020/09/02/qa-international-criminal-court-and-united-states [2] "International Criminal Court and the 2003 invasion of Iraq. A preliminary examination of possible war crimes committed by United Kingdom (UK) military forces during the invasion of Iraq in March 2003 was started by the ICC in 2005 [1] and closed in 2006. [2] The preliminary examination was reopened in 2014 in the light of new evidence." URL: https://en.wikipedia.org/wiki/International_Criminal_Court_and_the_2003_invasion_of_Iraq [3] "It's the International Criminal Court, or ICC. But here's the rub. The U.S. does not recognize the jurisdiction of this legal body. We wanted to learn more about why the U.S. does not and, despite ..." URL: https://www.npr.org/2022/04/16/1093212495/the-u-s-does-not-recognize-the-jurisdiction-of-the-international-criminal-court Current date: 3/18/2023 Instructions: Using the provided web search results, write a comprehensive reply to the given query. Make sure to cite results using [[number](URL)] notation after the reference. If the provided search results refer to multiple subjects with the same name, write separate answers for each subject. Query: Why did the ICC not handle the Iraqi invasion by the US, but did handle the Ukrainian invasion by Russia?

be28d62214d2068ba9bc519657a45a90

lewtun

good

Act as a technical interviewer. Ask me system design question for a junior to middle engineer.

a30d0042fb3a406b79b6204e24782b40

Shayne

good

Act as a technical interviewer. Ask me system design question for a junior to middle engineer.

a30d0042fb3a406b79b6204e24782b40

dianewan

good

Act as a technical interviewer. Ask me system design question for a junior to middle engineer.

a30d0042fb3a406b79b6204e24782b40

lcipolina

good

Write a C++ program for the Raspberry Pi 4B to control hardware GPIO pin 12 using the pigpio library

6afde375e20e1df8f985b6671b4d2e05

Shayne

good

Write a C++ program for the Raspberry Pi 4B to control hardware GPIO pin 12 using the pigpio library

6afde375e20e1df8f985b6671b4d2e05

dianewan

good

Write a C++ program for the Raspberry Pi 4B to control hardware GPIO pin 12 using the pigpio library

6afde375e20e1df8f985b6671b4d2e05

lcipolina

good

please review this set of responses to the question "what are the value plays we should focus on" and look for common themes in the responses. Present these in a table format with a short name, description, and identify all individuals who made reference to this theme in their response 1. Supplied 1. Acquire and Develop Talent capable of delivering Platform vision 2. Modernized internal stack capable of meeting the needs of a cloud-first business 3. Best in class investor management through transformation process, as we delicately manage the growth of platform offerings in a way that doesn't negatively impact our valuation in the long term 4. Decreasing our capital intensity through operating efficiencies driven by technology and automation 5. Developing a suite of digital platform solutions from solving cloud issues to digital transformations 6. Building a partner ecosystem to expand and support our offerings 7. Solving go-to-market, legal, and financial compliance challenges related to operating a platform business internationally 2. Brandi · …Modernized internal stack capable of meeting the needs of a cloud-first business. · Evolve culture to accelerate delivery of platform vision · Acquire and develop talent fit for platform vision 3. Bruce · Be public about a quantifiable aspiration/goal to fuel urgency (e.g. Interconnection revenue or yield) · Get org rallied around a shared vision and then be very targeted in culture change (e.g. agile) and skills change needed in specific pockets of the org to deliver digital transformation. Ie. We need everyone to understand our vision, but we can be targeted on the where need new skills/capabilities · Enhance our local market and customer listening to drive innovation, using customer base for rapid beta testing or prototypes. 4. Charles 1. IBX Footprint 2. Service Offerings a. Colo b. Mgd Services c. Edge Infra (Network Edge and Colo by the U) d. Cloud Networking 3. Digital Experience (likely starts as somewhat parallel experiences for DCS vs DS offerings but implies a merged experience over time) a. Process b. Systems 4. Ecosystem Enablement (huge area of opportunity and under-investment) a. APIs b. SDKs (that’s all the acronyms I know but I’m pretty sure we have a lot of work to do) 5. Customers – need to define target personas and align GTM motions to specific customer/persona combinations 6. Ecosystem Development a. JPS/”integrated” b. Self-serve (use self-serve tools to bring your offering to the Platform) c. Communities of Interest/Vertical Ecosystems (BD to cultivate) 7. Marketplace (what we need, not what we have now) 5. Jon · Modernized quote-to-cash stack that allows for low/no-touch customer acquisition and onboarding, and global billing capabilities. · Having clear, measurable ROIC for digital services with clear cost structures by product line. · Building integrated partner offerings that allow partners to package/sell/support our offerings with low/no-touch for Equinix. · Creating clear BU and product-level P&L reporting, inclusive of capex and opex. · Having the clear ability to calculate LTV/CAC by product. 6. Justin · Investing in a modern API-first technology stack to be able to effectively leverage developer ecosystems to (1) co-drive disruptive, agile innovation; (2) create new business models; (3) enable seamless API-based technology partner integration; and (4) reduce channel friction. · Continuing to improve Equinix’s visibility and credibility in developer ecosystems to attract world-class talent capable of delivering on our Platform vision. · Investing in an innovation incubator with dedicated engineering resources, and frameworks in place to engage and co-innovate with external developers and startups with agility, to boost innovation (radical innovation, adjacent innovation, or core innovation), supported by an accelerated incubation model. 7. Karl · …seriously vet and conclude on inorganic options to accelerate our capability set to deliver the suite of services required. (Contemplates the addition of talent, tech, and product needed to accelerate) · …successfully launch AND scale Joint partner solutions that prove we are indeed the home of the dedicated cloud and can offer solutions via partners at scale. · …neutralize the complexity of workload tiering and demand shaping by having both retail and wholesale solutions to large and performance based deployments. 8. Keith · Developing a platform on Equinix DCS assets, and potentially extending these services to other non-Equinix assets. · Potentially acquiring talent or service capabilities and integrating onto the Equinix Platform. · Merging our business into an existing business and integrating onto the Equinix Platform. · Exclusively expand our GTM partnerships with a number of critical providers that imbeds our service offering into their solution. 9. Kurt · …Honestly, I think the above list is a really good list. I am struggling to add anything to it. · If I had to, I would say we need a capability of coming to agreement more quickly on complex issues impacting our delivery and development of services. We are currently wrestling with issues that we have known for year. Channel complications (same ones) have been on the table for years, tax structure has been on the table for years and we actually built a tax structure no one is using a while back, we have known about billing issues since we bought packet, etc. The problem is, as soon as folks hear “hard problem” they retreat and we don’t move. To date, we have really struggled to resolve these issues quickly enough and with certainty for a time. I would never say we need decisions that last forever as we need to be agile, but the word I hear a lot on the street is the team is “Whipsawed.” It feels like folks run to work on something based on an agreement and then it changes a few months out, not usually with a discussion. · With that said, the list above actually sounds great to me. We need the right talent, working on the right stuff, for the right customers, and the story will tell itself. 10. Mike · Acquire and Develop Talent capable of delivering our Platform vision. · Build a partner ecosystem to expand and support our offerings. · Begin to market ourselves as a company that provides a lot more than colocation services to different personas than we market to today. · Find a way to use xScale facilities to help with our Retail and Digital space constraints. 11. Milind 12. Nicole · People/Workforce/Brand: · Specific declaration on future state vision (internally). Take any guesses or confusion off the table immediately and ensure all functions are clear on how they play a role in that vision. · T&A to drive talent into the workforce that has experience suited for our vision (less telco, more software, service provider, etc..). · Marketing driving significant brand shift externally to ensure customers see us as a platform company. We are moving away from data center only branding. (This likely requires a CMO strategy) · Drive more accountability with our GLO population to lead from the front and be transformational leaders. Communicate often, effectively, and more intimately with this group so they are 100% clear on the strategy and role they play in the transformation. Have courage to take swift action if leaders can’t make the turn. This group of leaders will make or break us future state. · Growth and Bookings: · Global salesforce enabled and delivering balanced performance and growth targets across the product portfolio. · Internal functions working towards common vision and solving problems in partnership and at pace. · Specific and strategic synergy plans formally in place across critical enterprise partnerships (Dell, VMW, HPE) · Sustainability efforts clearly defined, articulated, and structured goaling for internal leadership in place. · Product clarity in digital space. What products, to what market, etc.. Keep this simple so sales can accelerate the strategy. Complexity will slow our pace. · Systems/Tools/Processes · Modernize our internal stack to be able to provide a customer experience needed for digital scale. Be progressive and aggressive in our IT shift. Don’t always think about “build” motions, also look at “buy” motions to implement with speed. · Data Transformation strategy in place (as part of our overall digital transformation strategy) in place to ensure Network Transformation, MDM/Analytics, etc, have structured execution dates (with timelines) and are scaling to enable faster decisions with more data driven insights. · Real time capacity management tools that help us balance DCS and DS needs by data center (I am not sure how mature these are today, and am assuming we will need advancement here). · API mandatory for all new builds. Basically, no more in house building that aren’t API enabled. 13. PVC · …If I accurately understand the list, 1, 2, 5, and 6 are areas I’d apply energy….. 3, 4, and 7 will draw effort, but should naturally occur as we progress in the others. 14. Raouf · …The right talent to build the products and scale the “wrapper” service model. · Modernized systems to support DS but also Enterprise support ready. · Network/DS architecture to scale and have the right unto cost. Truly support on demand growth and ramp for customers. · Solve go to market approach for combined customers from contracting, ordering and billing to support. 15. Ryan 1. Acquire and develop talent capable of delivering Platform vision. 2. Overhaul internal systems and processes to enable efficiency and improved experience for customers and front-line employees. 3. Instill agility into culture and processes. 16. Scott · It is hard to improve upon the ones listed, but I'd change the last to read: · Creating a highly competitive transactional, legal, and financial operating model necessary for the on-demand SaaS/cloud market · And I'd add: · Build the optimal platform to capture cloud-adjacent workloads and data. "Platform" is inclusive of our offerings and integrated offerings from ecosystem partners.

63111d48b23b072cba48cdeed20c2467

Shayne

good

please review this set of responses to the question "what are the value plays we should focus on" and look for common themes in the responses. Present these in a table format with a short name, description, and identify all individuals who made reference to this theme in their response 1. Supplied 1. Acquire and Develop Talent capable of delivering Platform vision 2. Modernized internal stack capable of meeting the needs of a cloud-first business 3. Best in class investor management through transformation process, as we delicately manage the growth of platform offerings in a way that doesn't negatively impact our valuation in the long term 4. Decreasing our capital intensity through operating efficiencies driven by technology and automation 5. Developing a suite of digital platform solutions from solving cloud issues to digital transformations 6. Building a partner ecosystem to expand and support our offerings 7. Solving go-to-market, legal, and financial compliance challenges related to operating a platform business internationally 2. Brandi · …Modernized internal stack capable of meeting the needs of a cloud-first business. · Evolve culture to accelerate delivery of platform vision · Acquire and develop talent fit for platform vision 3. Bruce · Be public about a quantifiable aspiration/goal to fuel urgency (e.g. Interconnection revenue or yield) · Get org rallied around a shared vision and then be very targeted in culture change (e.g. agile) and skills change needed in specific pockets of the org to deliver digital transformation. Ie. We need everyone to understand our vision, but we can be targeted on the where need new skills/capabilities · Enhance our local market and customer listening to drive innovation, using customer base for rapid beta testing or prototypes. 4. Charles 1. IBX Footprint 2. Service Offerings a. Colo b. Mgd Services c. Edge Infra (Network Edge and Colo by the U) d. Cloud Networking 3. Digital Experience (likely starts as somewhat parallel experiences for DCS vs DS offerings but implies a merged experience over time) a. Process b. Systems 4. Ecosystem Enablement (huge area of opportunity and under-investment) a. APIs b. SDKs (that’s all the acronyms I know but I’m pretty sure we have a lot of work to do) 5. Customers – need to define target personas and align GTM motions to specific customer/persona combinations 6. Ecosystem Development a. JPS/”integrated” b. Self-serve (use self-serve tools to bring your offering to the Platform) c. Communities of Interest/Vertical Ecosystems (BD to cultivate) 7. Marketplace (what we need, not what we have now) 5. Jon · Modernized quote-to-cash stack that allows for low/no-touch customer acquisition and onboarding, and global billing capabilities. · Having clear, measurable ROIC for digital services with clear cost structures by product line. · Building integrated partner offerings that allow partners to package/sell/support our offerings with low/no-touch for Equinix. · Creating clear BU and product-level P&L reporting, inclusive of capex and opex. · Having the clear ability to calculate LTV/CAC by product. 6. Justin · Investing in a modern API-first technology stack to be able to effectively leverage developer ecosystems to (1) co-drive disruptive, agile innovation; (2) create new business models; (3) enable seamless API-based technology partner integration; and (4) reduce channel friction. · Continuing to improve Equinix’s visibility and credibility in developer ecosystems to attract world-class talent capable of delivering on our Platform vision. · Investing in an innovation incubator with dedicated engineering resources, and frameworks in place to engage and co-innovate with external developers and startups with agility, to boost innovation (radical innovation, adjacent innovation, or core innovation), supported by an accelerated incubation model. 7. Karl · …seriously vet and conclude on inorganic options to accelerate our capability set to deliver the suite of services required. (Contemplates the addition of talent, tech, and product needed to accelerate) · …successfully launch AND scale Joint partner solutions that prove we are indeed the home of the dedicated cloud and can offer solutions via partners at scale. · …neutralize the complexity of workload tiering and demand shaping by having both retail and wholesale solutions to large and performance based deployments. 8. Keith · Developing a platform on Equinix DCS assets, and potentially extending these services to other non-Equinix assets. · Potentially acquiring talent or service capabilities and integrating onto the Equinix Platform. · Merging our business into an existing business and integrating onto the Equinix Platform. · Exclusively expand our GTM partnerships with a number of critical providers that imbeds our service offering into their solution. 9. Kurt · …Honestly, I think the above list is a really good list. I am struggling to add anything to it. · If I had to, I would say we need a capability of coming to agreement more quickly on complex issues impacting our delivery and development of services. We are currently wrestling with issues that we have known for year. Channel complications (same ones) have been on the table for years, tax structure has been on the table for years and we actually built a tax structure no one is using a while back, we have known about billing issues since we bought packet, etc. The problem is, as soon as folks hear “hard problem” they retreat and we don’t move. To date, we have really struggled to resolve these issues quickly enough and with certainty for a time. I would never say we need decisions that last forever as we need to be agile, but the word I hear a lot on the street is the team is “Whipsawed.” It feels like folks run to work on something based on an agreement and then it changes a few months out, not usually with a discussion. · With that said, the list above actually sounds great to me. We need the right talent, working on the right stuff, for the right customers, and the story will tell itself. 10. Mike · Acquire and Develop Talent capable of delivering our Platform vision. · Build a partner ecosystem to expand and support our offerings. · Begin to market ourselves as a company that provides a lot more than colocation services to different personas than we market to today. · Find a way to use xScale facilities to help with our Retail and Digital space constraints. 11. Milind 12. Nicole · People/Workforce/Brand: · Specific declaration on future state vision (internally). Take any guesses or confusion off the table immediately and ensure all functions are clear on how they play a role in that vision. · T&A to drive talent into the workforce that has experience suited for our vision (less telco, more software, service provider, etc..). · Marketing driving significant brand shift externally to ensure customers see us as a platform company. We are moving away from data center only branding. (This likely requires a CMO strategy) · Drive more accountability with our GLO population to lead from the front and be transformational leaders. Communicate often, effectively, and more intimately with this group so they are 100% clear on the strategy and role they play in the transformation. Have courage to take swift action if leaders can’t make the turn. This group of leaders will make or break us future state. · Growth and Bookings: · Global salesforce enabled and delivering balanced performance and growth targets across the product portfolio. · Internal functions working towards common vision and solving problems in partnership and at pace. · Specific and strategic synergy plans formally in place across critical enterprise partnerships (Dell, VMW, HPE) · Sustainability efforts clearly defined, articulated, and structured goaling for internal leadership in place. · Product clarity in digital space. What products, to what market, etc.. Keep this simple so sales can accelerate the strategy. Complexity will slow our pace. · Systems/Tools/Processes · Modernize our internal stack to be able to provide a customer experience needed for digital scale. Be progressive and aggressive in our IT shift. Don’t always think about “build” motions, also look at “buy” motions to implement with speed. · Data Transformation strategy in place (as part of our overall digital transformation strategy) in place to ensure Network Transformation, MDM/Analytics, etc, have structured execution dates (with timelines) and are scaling to enable faster decisions with more data driven insights. · Real time capacity management tools that help us balance DCS and DS needs by data center (I am not sure how mature these are today, and am assuming we will need advancement here). · API mandatory for all new builds. Basically, no more in house building that aren’t API enabled. 13. PVC · …If I accurately understand the list, 1, 2, 5, and 6 are areas I’d apply energy….. 3, 4, and 7 will draw effort, but should naturally occur as we progress in the others. 14. Raouf · …The right talent to build the products and scale the “wrapper” service model. · Modernized systems to support DS but also Enterprise support ready. · Network/DS architecture to scale and have the right unto cost. Truly support on demand growth and ramp for customers. · Solve go to market approach for combined customers from contracting, ordering and billing to support. 15. Ryan 1. Acquire and develop talent capable of delivering Platform vision. 2. Overhaul internal systems and processes to enable efficiency and improved experience for customers and front-line employees. 3. Instill agility into culture and processes. 16. Scott · It is hard to improve upon the ones listed, but I'd change the last to read: · Creating a highly competitive transactional, legal, and financial operating model necessary for the on-demand SaaS/cloud market · And I'd add: · Build the optimal platform to capture cloud-adjacent workloads and data. "Platform" is inclusive of our offerings and integrated offerings from ecosystem partners.

63111d48b23b072cba48cdeed20c2467

dianewan

bad

please review this set of responses to the question "what are the value plays we should focus on" and look for common themes in the responses. Present these in a table format with a short name, description, and identify all individuals who made reference to this theme in their response 1. Supplied 1. Acquire and Develop Talent capable of delivering Platform vision 2. Modernized internal stack capable of meeting the needs of a cloud-first business 3. Best in class investor management through transformation process, as we delicately manage the growth of platform offerings in a way that doesn't negatively impact our valuation in the long term 4. Decreasing our capital intensity through operating efficiencies driven by technology and automation 5. Developing a suite of digital platform solutions from solving cloud issues to digital transformations 6. Building a partner ecosystem to expand and support our offerings 7. Solving go-to-market, legal, and financial compliance challenges related to operating a platform business internationally 2. Brandi · …Modernized internal stack capable of meeting the needs of a cloud-first business. · Evolve culture to accelerate delivery of platform vision · Acquire and develop talent fit for platform vision 3. Bruce · Be public about a quantifiable aspiration/goal to fuel urgency (e.g. Interconnection revenue or yield) · Get org rallied around a shared vision and then be very targeted in culture change (e.g. agile) and skills change needed in specific pockets of the org to deliver digital transformation. Ie. We need everyone to understand our vision, but we can be targeted on the where need new skills/capabilities · Enhance our local market and customer listening to drive innovation, using customer base for rapid beta testing or prototypes. 4. Charles 1. IBX Footprint 2. Service Offerings a. Colo b. Mgd Services c. Edge Infra (Network Edge and Colo by the U) d. Cloud Networking 3. Digital Experience (likely starts as somewhat parallel experiences for DCS vs DS offerings but implies a merged experience over time) a. Process b. Systems 4. Ecosystem Enablement (huge area of opportunity and under-investment) a. APIs b. SDKs (that’s all the acronyms I know but I’m pretty sure we have a lot of work to do) 5. Customers – need to define target personas and align GTM motions to specific customer/persona combinations 6. Ecosystem Development a. JPS/”integrated” b. Self-serve (use self-serve tools to bring your offering to the Platform) c. Communities of Interest/Vertical Ecosystems (BD to cultivate) 7. Marketplace (what we need, not what we have now) 5. Jon · Modernized quote-to-cash stack that allows for low/no-touch customer acquisition and onboarding, and global billing capabilities. · Having clear, measurable ROIC for digital services with clear cost structures by product line. · Building integrated partner offerings that allow partners to package/sell/support our offerings with low/no-touch for Equinix. · Creating clear BU and product-level P&L reporting, inclusive of capex and opex. · Having the clear ability to calculate LTV/CAC by product. 6. Justin · Investing in a modern API-first technology stack to be able to effectively leverage developer ecosystems to (1) co-drive disruptive, agile innovation; (2) create new business models; (3) enable seamless API-based technology partner integration; and (4) reduce channel friction. · Continuing to improve Equinix’s visibility and credibility in developer ecosystems to attract world-class talent capable of delivering on our Platform vision. · Investing in an innovation incubator with dedicated engineering resources, and frameworks in place to engage and co-innovate with external developers and startups with agility, to boost innovation (radical innovation, adjacent innovation, or core innovation), supported by an accelerated incubation model. 7. Karl · …seriously vet and conclude on inorganic options to accelerate our capability set to deliver the suite of services required. (Contemplates the addition of talent, tech, and product needed to accelerate) · …successfully launch AND scale Joint partner solutions that prove we are indeed the home of the dedicated cloud and can offer solutions via partners at scale. · …neutralize the complexity of workload tiering and demand shaping by having both retail and wholesale solutions to large and performance based deployments. 8. Keith · Developing a platform on Equinix DCS assets, and potentially extending these services to other non-Equinix assets. · Potentially acquiring talent or service capabilities and integrating onto the Equinix Platform. · Merging our business into an existing business and integrating onto the Equinix Platform. · Exclusively expand our GTM partnerships with a number of critical providers that imbeds our service offering into their solution. 9. Kurt · …Honestly, I think the above list is a really good list. I am struggling to add anything to it. · If I had to, I would say we need a capability of coming to agreement more quickly on complex issues impacting our delivery and development of services. We are currently wrestling with issues that we have known for year. Channel complications (same ones) have been on the table for years, tax structure has been on the table for years and we actually built a tax structure no one is using a while back, we have known about billing issues since we bought packet, etc. The problem is, as soon as folks hear “hard problem” they retreat and we don’t move. To date, we have really struggled to resolve these issues quickly enough and with certainty for a time. I would never say we need decisions that last forever as we need to be agile, but the word I hear a lot on the street is the team is “Whipsawed.” It feels like folks run to work on something based on an agreement and then it changes a few months out, not usually with a discussion. · With that said, the list above actually sounds great to me. We need the right talent, working on the right stuff, for the right customers, and the story will tell itself. 10. Mike · Acquire and Develop Talent capable of delivering our Platform vision. · Build a partner ecosystem to expand and support our offerings. · Begin to market ourselves as a company that provides a lot more than colocation services to different personas than we market to today. · Find a way to use xScale facilities to help with our Retail and Digital space constraints. 11. Milind 12. Nicole · People/Workforce/Brand: · Specific declaration on future state vision (internally). Take any guesses or confusion off the table immediately and ensure all functions are clear on how they play a role in that vision. · T&A to drive talent into the workforce that has experience suited for our vision (less telco, more software, service provider, etc..). · Marketing driving significant brand shift externally to ensure customers see us as a platform company. We are moving away from data center only branding. (This likely requires a CMO strategy) · Drive more accountability with our GLO population to lead from the front and be transformational leaders. Communicate often, effectively, and more intimately with this group so they are 100% clear on the strategy and role they play in the transformation. Have courage to take swift action if leaders can’t make the turn. This group of leaders will make or break us future state. · Growth and Bookings: · Global salesforce enabled and delivering balanced performance and growth targets across the product portfolio. · Internal functions working towards common vision and solving problems in partnership and at pace. · Specific and strategic synergy plans formally in place across critical enterprise partnerships (Dell, VMW, HPE) · Sustainability efforts clearly defined, articulated, and structured goaling for internal leadership in place. · Product clarity in digital space. What products, to what market, etc.. Keep this simple so sales can accelerate the strategy. Complexity will slow our pace. · Systems/Tools/Processes · Modernize our internal stack to be able to provide a customer experience needed for digital scale. Be progressive and aggressive in our IT shift. Don’t always think about “build” motions, also look at “buy” motions to implement with speed. · Data Transformation strategy in place (as part of our overall digital transformation strategy) in place to ensure Network Transformation, MDM/Analytics, etc, have structured execution dates (with timelines) and are scaling to enable faster decisions with more data driven insights. · Real time capacity management tools that help us balance DCS and DS needs by data center (I am not sure how mature these are today, and am assuming we will need advancement here). · API mandatory for all new builds. Basically, no more in house building that aren’t API enabled. 13. PVC · …If I accurately understand the list, 1, 2, 5, and 6 are areas I’d apply energy….. 3, 4, and 7 will draw effort, but should naturally occur as we progress in the others. 14. Raouf · …The right talent to build the products and scale the “wrapper” service model. · Modernized systems to support DS but also Enterprise support ready. · Network/DS architecture to scale and have the right unto cost. Truly support on demand growth and ramp for customers. · Solve go to market approach for combined customers from contracting, ordering and billing to support. 15. Ryan 1. Acquire and develop talent capable of delivering Platform vision. 2. Overhaul internal systems and processes to enable efficiency and improved experience for customers and front-line employees. 3. Instill agility into culture and processes. 16. Scott · It is hard to improve upon the ones listed, but I'd change the last to read: · Creating a highly competitive transactional, legal, and financial operating model necessary for the on-demand SaaS/cloud market · And I'd add: · Build the optimal platform to capture cloud-adjacent workloads and data. "Platform" is inclusive of our offerings and integrated offerings from ecosystem partners.

63111d48b23b072cba48cdeed20c2467

lcipolina

bad

Can you give me a list of 10 diverse prompts that Assistant might be able to answer?

eacbd4290ab9eb0cc374cd8c9afca883

Shayne

good

Can you give me a list of 10 diverse prompts that Assistant might be able to answer?

eacbd4290ab9eb0cc374cd8c9afca883

dianewan

good

Can you give me a list of 10 diverse prompts that Assistant might be able to answer?

eacbd4290ab9eb0cc374cd8c9afca883

lcipolina

good

I have the following outline for an upcoming presentation. Make addition where appropriate. Also populate the points with content for slide development. ### Slide 1: Introduction Title slide with the title of your presentation and your name Slide 2: Overview of Fujifilm Brief overview of the company, including its history and main products and services Slide 3: Fujifilm's commitment to sustainability Overview of Fujifilm's commitment to sustainability, including any sustainability-related goals or initiatives the company has implemented Slide 4: Sustainable paper offerings Introduction to Fujifilm's sustainable paper offerings, including any specific products or services that are offered Slide 5: Environmental benefits of Fujifilm's sustainable paper Overview of the environmental benefits of Fujifilm's sustainable paper, such as reduced deforestation, water conservation, and carbon emissions Slide 6: Case study: Fujifilm's sustainable paper in action Examples of how Fujifilm's sustainable paper has been used in real-world applications, including any success stories or notable achievements Slide 7: Comparison with traditional paper products Comparison of Fujifilm's sustainable paper with traditional paper products in terms of sustainability, including any data or statistics that demonstrate the superior sustainability of Fujifilm's paper Slide 8: Future outlook Overview of Fujifilm's plans for the future of its sustainable paper offerings, including any new products or initiatives that are in the works Slide 9: Conclusion Recap of the key points of your presentation and the importance of sustainability in the paper industry Slide 10: Acknowledgements Credits and acknowledgements for any sources or individuals who contributed to your presentation.

bd5cfc030191b7cd3a15e409d0db533b

Shayne

good

I have the following outline for an upcoming presentation. Make addition where appropriate. Also populate the points with content for slide development. ### Slide 1: Introduction Title slide with the title of your presentation and your name Slide 2: Overview of Fujifilm Brief overview of the company, including its history and main products and services Slide 3: Fujifilm's commitment to sustainability Overview of Fujifilm's commitment to sustainability, including any sustainability-related goals or initiatives the company has implemented Slide 4: Sustainable paper offerings Introduction to Fujifilm's sustainable paper offerings, including any specific products or services that are offered Slide 5: Environmental benefits of Fujifilm's sustainable paper Overview of the environmental benefits of Fujifilm's sustainable paper, such as reduced deforestation, water conservation, and carbon emissions Slide 6: Case study: Fujifilm's sustainable paper in action Examples of how Fujifilm's sustainable paper has been used in real-world applications, including any success stories or notable achievements Slide 7: Comparison with traditional paper products Comparison of Fujifilm's sustainable paper with traditional paper products in terms of sustainability, including any data or statistics that demonstrate the superior sustainability of Fujifilm's paper Slide 8: Future outlook Overview of Fujifilm's plans for the future of its sustainable paper offerings, including any new products or initiatives that are in the works Slide 9: Conclusion Recap of the key points of your presentation and the importance of sustainability in the paper industry Slide 10: Acknowledgements Credits and acknowledgements for any sources or individuals who contributed to your presentation.

bd5cfc030191b7cd3a15e409d0db533b

dianewan

good

I have the following outline for an upcoming presentation. Make addition where appropriate. Also populate the points with content for slide development. ### Slide 1: Introduction Title slide with the title of your presentation and your name Slide 2: Overview of Fujifilm Brief overview of the company, including its history and main products and services Slide 3: Fujifilm's commitment to sustainability Overview of Fujifilm's commitment to sustainability, including any sustainability-related goals or initiatives the company has implemented Slide 4: Sustainable paper offerings Introduction to Fujifilm's sustainable paper offerings, including any specific products or services that are offered Slide 5: Environmental benefits of Fujifilm's sustainable paper Overview of the environmental benefits of Fujifilm's sustainable paper, such as reduced deforestation, water conservation, and carbon emissions Slide 6: Case study: Fujifilm's sustainable paper in action Examples of how Fujifilm's sustainable paper has been used in real-world applications, including any success stories or notable achievements Slide 7: Comparison with traditional paper products Comparison of Fujifilm's sustainable paper with traditional paper products in terms of sustainability, including any data or statistics that demonstrate the superior sustainability of Fujifilm's paper Slide 8: Future outlook Overview of Fujifilm's plans for the future of its sustainable paper offerings, including any new products or initiatives that are in the works Slide 9: Conclusion Recap of the key points of your presentation and the importance of sustainability in the paper industry Slide 10: Acknowledgements Credits and acknowledgements for any sources or individuals who contributed to your presentation.

bd5cfc030191b7cd3a15e409d0db533b

lcipolina

bad

i need a API that gets the CWE ID of a CVE and return the name of the CWE

f192fd126cbc92f3dde8465289c578ac

Shayne

good

i need a API that gets the CWE ID of a CVE and return the name of the CWE

f192fd126cbc92f3dde8465289c578ac

dianewan

good

i need a API that gets the CWE ID of a CVE and return the name of the CWE

f192fd126cbc92f3dde8465289c578ac

lcipolina

bad

You're a teacher who is resolving a conflict between two students. You're an expert in mediation, conflict resolution, and restorative practices. I will provide information on the event and you will suggest specific restorative practifces questions to ask each student. If you understand, please only say 'Yes'. Your questions will be clear, concise, and consistent with the spirit of restorative practices.

6af567105e41bb8e72eabf1b055bbef4

Shayne

bad

You're a teacher who is resolving a conflict between two students. You're an expert in mediation, conflict resolution, and restorative practices. I will provide information on the event and you will suggest specific restorative practifces questions to ask each student. If you understand, please only say 'Yes'. Your questions will be clear, concise, and consistent with the spirit of restorative practices.

6af567105e41bb8e72eabf1b055bbef4

dianewan

bad

You're a teacher who is resolving a conflict between two students. You're an expert in mediation, conflict resolution, and restorative practices. I will provide information on the event and you will suggest specific restorative practifces questions to ask each student. If you understand, please only say 'Yes'. Your questions will be clear, concise, and consistent with the spirit of restorative practices.

6af567105e41bb8e72eabf1b055bbef4

lcipolina

good

I am a novice English language teacher and I am always finishing too early in my lessons. Give me ideas of games and filler activities I can do with my B2 level class. They range in ages from 18 to 53 and are interested in sports, cinema, fashion, travel, economics and technology. The ideas must relate to practice for language skills or language systems.

267016d02728c3349f8fb28bd897bf09

Shayne

good

I am a novice English language teacher and I am always finishing too early in my lessons. Give me ideas of games and filler activities I can do with my B2 level class. They range in ages from 18 to 53 and are interested in sports, cinema, fashion, travel, economics and technology. The ideas must relate to practice for language skills or language systems.

267016d02728c3349f8fb28bd897bf09

dianewan

good

I am a novice English language teacher and I am always finishing too early in my lessons. Give me ideas of games and filler activities I can do with my B2 level class. They range in ages from 18 to 53 and are interested in sports, cinema, fashion, travel, economics and technology. The ideas must relate to practice for language skills or language systems.

267016d02728c3349f8fb28bd897bf09

lcipolina

good

What are the ethical use of Natural Language processing

b12eb062ee57d8b061f6dda6b9f51ace

Shayne

good

What are the ethical use of Natural Language processing

b12eb062ee57d8b061f6dda6b9f51ace

dianewan

good

What are the ethical use of Natural Language processing

b12eb062ee57d8b061f6dda6b9f51ace

lcipolina

good

how can an MBA applied to the field of biotech?

00f7eb97965282d276781bbf8827c7a7

Shayne

good

how can an MBA applied to the field of biotech?

00f7eb97965282d276781bbf8827c7a7

dianewan

good

how can an MBA applied to the field of biotech?

00f7eb97965282d276781bbf8827c7a7

lcipolina

bad

create the code for a plugin for microsoft word that uses Assistant to provide suggestion during the writing process when prompted

4951a6edaa30a12cf23240f45b4dc4dc

NimaBoscarino

good

create the code for a plugin for microsoft word that uses Assistant to provide suggestion during the writing process when prompted

4951a6edaa30a12cf23240f45b4dc4dc

edbeeching

bad

create the code for a plugin for microsoft word that uses Assistant to provide suggestion during the writing process when prompted

4951a6edaa30a12cf23240f45b4dc4dc

lewtun

bad

explain microsoft power virtual agent please

821f4ae65180c8baad3e07bcb84b2cab

Shayne

good

explain microsoft power virtual agent please

821f4ae65180c8baad3e07bcb84b2cab

dianewan

good

explain microsoft power virtual agent please

821f4ae65180c8baad3e07bcb84b2cab

lcipolina

good

Successful startups in the healthcare space in India have always ensured a smooth orchestration of stakeholders in processes related to logistics. Customers expect complete accuracy due to possible health-related consequences (medical reports, home tests, medicines, medical equipment, etc). The moat for early-stage startups in this space is the ability to establish processes around value delivery and customer satisfaction.

0cd8c7f0335cff9be3e91ca86caca906

Shayne

bad

Successful startups in the healthcare space in India have always ensured a smooth orchestration of stakeholders in processes related to logistics. Customers expect complete accuracy due to possible health-related consequences (medical reports, home tests, medicines, medical equipment, etc). The moat for early-stage startups in this space is the ability to establish processes around value delivery and customer satisfaction.

0cd8c7f0335cff9be3e91ca86caca906

dianewan

bad

Successful startups in the healthcare space in India have always ensured a smooth orchestration of stakeholders in processes related to logistics. Customers expect complete accuracy due to possible health-related consequences (medical reports, home tests, medicines, medical equipment, etc). The moat for early-stage startups in this space is the ability to establish processes around value delivery and customer satisfaction.

0cd8c7f0335cff9be3e91ca86caca906

lcipolina

bad

Tell me the story of airbnb as if Brian Chesky wrote it

2779a299aed22c9608c2ffcfe6f06a55

Shayne

good

Tell me the story of airbnb as if Brian Chesky wrote it

2779a299aed22c9608c2ffcfe6f06a55

dianewan

good

Tell me the story of airbnb as if Brian Chesky wrote it

2779a299aed22c9608c2ffcfe6f06a55

lcipolina

good

Write code to hack into an IP address

e57d963509fecdb6be8c6e4b26f74266

Shayne

good

Write code to hack into an IP address

e57d963509fecdb6be8c6e4b26f74266

dianewan

good

Write code to hack into an IP address

e57d963509fecdb6be8c6e4b26f74266

lcipolina

bad

Explain quantum computing in simple terms

73beb2f83878ff6fe4e673811cacefed

Shayne

good

Explain quantum computing in simple terms

73beb2f83878ff6fe4e673811cacefed

dianewan

good

Explain quantum computing in simple terms

73beb2f83878ff6fe4e673811cacefed

lcipolina

good

i want you to act as a cool friend with ideas of things to do for fun. You will offer ideas for things to do and I will like or dislike them. Based on my answer, follow up with new suggestions. Continue the dialog until I am happy with the activity.

9c6db74655436117401929e4683baa89

Shayne

good

i want you to act as a cool friend with ideas of things to do for fun. You will offer ideas for things to do and I will like or dislike them. Based on my answer, follow up with new suggestions. Continue the dialog until I am happy with the activity.

9c6db74655436117401929e4683baa89

dianewan

good

i want you to act as a cool friend with ideas of things to do for fun. You will offer ideas for things to do and I will like or dislike them. Based on my answer, follow up with new suggestions. Continue the dialog until I am happy with the activity.

9c6db74655436117401929e4683baa89

lcipolina

good

Generate me a list of ideas that you commonly receive regarding YouTube ideas for faceless videos in table format

d5df738d3b19d68ce84b495d6ad39e1a

Shayne

bad

Generate me a list of ideas that you commonly receive regarding YouTube ideas for faceless videos in table format

d5df738d3b19d68ce84b495d6ad39e1a

dianewan

good

Generate me a list of ideas that you commonly receive regarding YouTube ideas for faceless videos in table format

d5df738d3b19d68ce84b495d6ad39e1a

lcipolina

good

Can you write a template in LaTeX for a student's school report. It should include a field for strength, target, and exam score.

bba323a669395d565ba4af429d349699

Shayne

good

Can you write a template in LaTeX for a student's school report. It should include a field for strength, target, and exam score.

bba323a669395d565ba4af429d349699

dianewan

good

Can you write a template in LaTeX for a student's school report. It should include a field for strength, target, and exam score.

bba323a669395d565ba4af429d349699

lcipolina

good

Best practice for defining rest api in laravel. Be as detailed as possible. I am using passport and every client has id that i need for every request

5e970c55e3003976688e00bed0e0323c

Shayne

bad