|Exam Name||:||Applying Fundamentals of Tivoli Business Automation Management 2008|
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|Updated On||:||February 20, 2019|
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000-438 exam Dumps Source : Applying Fundamentals of Tivoli Business Automation Management 2008
Test Code : 000-438
Test Name : Applying Fundamentals of Tivoli Business Automation Management 2008
Vendor Name : IBM
Q&A : 92 Real Questions
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IBM Tivoli application is an business device management platform with really good components customized for IT directors that manipulate midsize and commercial enterprise statistics facilities.
The Tivoli manufacturer of items contains dozens of application as a provider applications for IT infrastructures. the most significant and demanding packages for equipment administration are Tivoli Storage manager (TSM), Tivoli Monitoring and IBM Workload Automation.
TSM is an business backup and statistics protection application. Its modular product constitution offers facts storage and safety flexibility for different environments. Smaller corporations birth with Storage manager, whereas bigger companies typically opt for the Storage manager prolonged edition with more catastrophe recuperation and tape and disk support. Storage manager can also interface with VMware for virtual environments through its vStorage API, and can again as much as VMware's vCloud. It also interfaces with virtual servers operating Microsoft's Hyper-V.
The utility can be managed either from the TSM Operations core or from VMware vCenter.
Tivoli Monitoring software, like Storage manager, has numerous options for implementation. where Storage supervisor ensures information protection, Tivoli Monitoring ensures infrastructure effectivity by using offering a single, brief-look view of skill utilization, performance and health. The application's developed-in analytics engine allows administrators to music a given workload's resource consumption to prevent inefficient provisioning.
Tivoli Monitoring for virtual Environments is a version of the utility above all tailored to digital techniques, and it incorporates a different predictive analytics algorithm. The what-if evaluation feature permits IT specialists to run models using genuine efficiency records to verify how most excellent to set up their digital infrastructure.
IBM Workload Automation rounds out the main methods management suite with application that combines Tivoli Workload Scheduler with a cloud-useful resource supervisor to create superior automation and streamline administrative projects. Like Tivoli Monitoring, Workload Automation has a simulation and forecasting add-on so administrators can mannequin workflows to gauge aid consumption and time crowning glory. Workload Automation integrates with Tivoli service Automation manager to set up and control cloud computing services.Budgeting for Tivoli
When it comes to pricing and availability, every product is as pleasing because the provider it presents. Tivoli Storage manager is a family of items, with Storage supervisor as its flagship utility. a data coverage and recovery edition -- Storage supervisor FastBack -- is attainable for a free trial. the total Storage manager application is around $forty four.50 for a ten processor value unit (PVU) license. alternatively, a shopper license charges around $eighty three.75.
IBM's Tivoli Monitoring suite also items various alternate options. The Tivoli Monitoring product is a catch-all monitoring device for a company's IT infrastructure, and fees round $437 per resource value unit (RVU) license. An RVU license is similar to a PVU license, but depends upon the variety of processors used. Tivoli Monitoring for digital Environments is selected to digital servers and hypervisors, and costs $511 per RVU license.
In contrast to the other two, Tivoli Workload Automation is a single utility package, and starts at round $fifty four.50 for a ten-job license.
IBM received Lotus application back in 1995 for $3.5 billion. it be now divesting the know-how, along with six other one-time cornerstone enterprise applications.
There become a time when Lotus Notes and Domino had been the cornerstones of IBM's software portfolio, enabling business collaboration and productiveness. these days are now during the past, as IBM is divesting those property, together with a few other purposes, to HCL applied sciences.
HCL applied sciences will pay IBM $1.8 billion, with the deal anticipated to shut in mid-2019. besides Notes and Domino, HCL is buying a number of other enterprise applications, including: Appscan for relaxed utility development, BigFix for comfortable machine administration, Unica (on-premises) for advertising automation, Commerce (on-premises) for omni-channel eCommerce, Portal (on-premises) for digital experience, and Connections for workstream collaboration.
"We accept as true with the time is right to divest these select collaboration, advertising and commerce utility assets, which can be more and more delivered as standalone items," John Kelly, IBM senior vice chairman, Cognitive solutions and analysis, wrote in a media advisory. " at the same time, we believe these products are a strong strategic healthy for HCL, and that HCL is smartly located to pressure innovation and increase for his or her consumers."
IBM has more and more been getting into cloud and synthetic intelligence over the past 4 years, and has developed up different assets that it'll center of attention on.purposes
many of the applications being sold to HCL were at the start obtained by using IBM from different companies.
IBM acquired Lotus software, maker of Notes and Domino, in 1995 for $3.5 billion, though the Lotus company wasn't dropped by means of IBM except 2012.
AppScan which is now being sold to HCL, became as soon as the cornerstone of the IBM Rational software portfolio. IBM received the AppScan product portfolio as a part of the acquisition of protection vendor Watchfire in June 2007.
BigFix changed into acquired by IBM to develop into a part of its Tivoli operations division in July 2010, whereas Unica turned into acquired with the aid of IBM in August 2010 for $480 million.HCL applied sciences
HCL applied sciences is based mostly in Noida, India, and positions itself as a digital transformation business. HCL and IBM had already been partnering on many of the bought utility belongings.
"We proceed to peer remarkable alternatives out there to boost our Mode-three (items and systems) choices," C Vijayakumar, President & CEO, HCL applied sciences, wrote in a media advisory. "The products that we are acquiring are in significant becoming market areas like protection, advertising and Commerce, which might be strategic segments for HCL. many of these items are well considered by way of customers and located in the desirable quadrant via trade analysts."
Sean Michael Kerner is a senior editor at EnterpriseAppsToday and InternetNews.com. comply with him on Twitter @TechJournalist.
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Here's an age-old paradox that comes up with every leap of technological advancement: Will automation take away jobs from people?
Let’s start with a question that is easier to answer, because it’s in retrospect. Has automation taken away jobs from people?
You would expect the answer to be a simple yes or no, based on data, but there’s the catch. It also depends on how we look at it.
For centuries, many, probably most of the technological innovations have been created with an intention to replace human labor. Starting with the ancient farming equipment, right up to assembly lines, computing machines, ATMs, and recent technologies; the intention has been the same. The population eligible for economic activities, or “work”, has increased manifold during this time. Does that mean jobs have reduced? Definitely not. On the contrary, employment rates have consistently increased in each one of these areas.
Let’s take assembly lines, for example. Assembly lines were designed to simply reduce the manual labor, but accomplished a lot more. That did not mean, however, that the number of people working in factories reduced. Granted, the number of people required to get a car out of production might have reduced, and in most cases people were taken off the jobs they did in respective manufacturing departments. However, what also happened is that more cars were manufactured, there was more money available to set up factories, and over time, labor-intensive jobs were upgraded or redesigned. Hence, more jobs were created.
If we talk of banking, ATMs have a similar story. These machines were designed to ‘replace tellers completely’. In effect, while ATMs became omnipresent and inevitable for all banking, the number of tellers (or teller work profiles) employed by banks increased manifold as well. Banks figured they could open up more branches, and in these branches the kind of work tellers did was more than just counting cash and dispensing money. They were also focusing on customers and customers' specific requirements, in turn, building more business for the bank. The virtuous cycle of skill upgrade and higher output sustained despite all further advancements in technology.
What’s new this time?The claim that recent technological advancements, especially automation, artificial intelligence, robotics, internet of things (IoT) are a threat to jobs is an argument that's turned on its head.
When you think of the kind of jobs automation replaced in the past, it was mostly in the manual labour or blue collar category. Last couple of decades' advancements in workflow software, content management, productivity software, business rules management, including the recent robotic process automation – in short, most information technologies – have, in fact, aided progress in orchestration and decision making as well. This means that not only the data entry folks, but supervision and management jobs have also been replaced by technologies.
This trend – of replacing human decision making and management skills – is further speeding up with advancements in analytics and AI, including further automation in the areas of business process management.
Does that mean that middle managers and knowledge workers would lose jobs? The answer is, no.
Granted, the threat is real. However, we will have to look at the underlying pattern here. And, that pattern is - “automation primarily replaces the repetitive, mundane and routine parts of a knowledge worker’s job, freeing up the individual’s bandwidth to perform the real tasks expected of the knowledge worker, also creating further cash flow for the business to grow and as a whole the scope of work expected of people”.
The flip side of this argument is that those with a particular manual skill are still losing their jobs. Obviously, there’s an immediate pressure on people to upgrade their skills or change working habits to perform real knowledge work. However, that is what have precisely been the expectations of business as well as workers, since forever. People get bored doing the same things over and over again, and without an external impetus to improve their working environment, the productivity as well as motivation goes down over time.
So, in essence, automation is not actually taking away jobs. It is only nudging people to perform more fulfilling and progressive tasks. It is allowing businesses to create a more balanced working environment, where people can apply their experience and decision making skills. Automation, in this sense, is a major boost to knowledge worker empowerment.
Net, Net;In every business, work profiles are separated into several strata. People are still locked into mundane, routine activities, which are mostly tiring and draining. Enterprises want to move forward and grow, and lower productivity and demotivated workforce are huge bottlenecks. Automation frees up latent human talent, equips enterprises to accomplish more, creates more high value jobs and empowers knowledge workers.
The author is Senior Vice President Technology, Newgen Software
Thank you for your comment, we value your opinion and the time you took to write to us!
For Akash Gupta, a journey which started with building humanoids has shaped into one of the largest automation companies of the world today. Our candidate for this week’s Techie Tuesdays, Akash is the Co-founder and CTO of GreyOrange, an automation startup that provides warehousing solutions.
What does it take to be the CTO of one of the largest hardware and automation startups in India and the world at the age of 27? The secret, according to Akash Gupta, the Co-founder and CTO of GreyOrange, lies in having strong fundamentals, the ability to quickly learn and unlearn new technologies and learning from the mistakes/failures even more quickly.
A BITS Pilani graduate in Mechanical Engineering, Akash’s interest in building robots (humanoids) was strong that he built one in his college days. Unlike most students who tend to get emotionally attached to college life, our Techie Tuesdays candidate of the week, Akash, was was happy to finish his degree in three years and be out of the college.
YourStory caught up with Akash recently at his Gurgaon office to retrace his journey.The geeky athlete from Kanpur, Uttar Pradesh
Akash was born in Auraiya district of Uttar Pradesh, situated 400 km from Delhi. His father worked in railways and was posted at Dibiyapur railway station. He studied there till class IV. When his family moved to Kanpur he joined the Puranchandra Vaidyaniketan school there.
Akash started coding in class VI with GW-BASIC and learnt C the next year from his sister’s book Let Us C. Subsequently, he developed an interest in 3D animation and learnt 3ds Max and Maya. This kept him busy in class IX and X. Akash believes that his interest in 3D animation plateaued partly because of limited exposure to algorithm at the time.
Incidentally, this geeky student was the 100m champion in school. However, the IIT JEE preparation in class XI and XII weaned him away from track and field activities forever.
Akash joined the Mechanical Engineering department at BITS Pilani in 2008. One of the predominant thoughts in his mind then was that he had solved enough problems on paper, and now wanted to do things in real life. He says,
I could draw a DC or an AC motor on paper very well, but looking at the motor of the ceiling fan, I couldn't tell which one of those it was.
Related read - Meet Kiran Bhat—the man who engineered Hulk and Tarkin to win 2017 sci-tech OscarIntroduction to robotics and AcYut AcYut 1 (image source - http://www.acyut.com)
In his first year, Akash saw a demo of the AcYut humanoid project. To join the team, he gave the AcYut test where he was asked to make a 3D emblem of BITS Pilani on Inventor software. Being good at 3D animation, Akash made the cut easily and started working with the team AcYut in his very first month in college. He wanted to learn as much as possible.At AcYut, Akash started by designing the mechanical parts and then manufacturing them.
As a team member, he had full access to the CNC (Computer Numerical Control) Lab for manufacturing. He learnt to write G Code (input for CNC machines) and to run CNC machines. In the first year, the team made three versions of the complete mechanical structure of AcYut. Akash says,
I was so much into it that I couldn't see anything else and fortunately BITS (Pilani) gives you that flexibility.Testing waters at Robo Games AcYut 2 (image source - http://www.acyut.com)
In October 2008, Akash went to Japan to participate in a robotic competition. This was his first exposure to an international technology-based competition which helped him understand the global benchmarks for such competitions. Team AcYut was then planning to participate in the Robo Games next year (2009) for which they started building two robots. Akash picked up micro-controller programming and took his understanding of robotics further.
In AcYut-II, the team used bust motors (motors serially connected to each other using RS-485). There were two series of 16 motors each and hence, writing fool-proof protocols was not easy for them. Akash says,
In humanoids, the most complicated thing is stability. We underestimate how easily we walk (and balance). Walking is very difficult to simulate. With a lot of enthusiasm, we chose six DOF (degree of freedom) leg and then we spent good two months solving the inverse kinematics for them.
Even after figuring out the right inverse kinematics model, it took the team another six months to put it in codes and ensure that those signals go to the motors at the right time and they behave as intended. Team AcYut used ATmega1280 for controlling the complete bot and 3mm sheets of 6061 aluminium to manufacture the brackets (chassis structure on which you mount motors etc) of AcYut.
Since the workshop occupied the day time, Akash (and team AcYut) got to work only at night.Team AcYut at Robogames 2009, San Fransisco (image source - http://www.acyut.com)
Eventually, the team won the bronze model at the Robo Games in San Francisco.. The main competition at the Robo Games was humanoid Kung-Fu where the robot which can knock down the other robot three times wins.The internship and the haunted house project
At the end of his first year, Akash and Samay Kohli (Co-founder GreyOrange and team member AcYut) got an internship at University of Louisiana where they worked at the CajunBot Lab on an autonomous vehicle project for some time. At the university, they met Thomas Chance, CEO, C&C Technologies, which built equipment for underwater surveying. This was their first exposure to industrial robotics. The duo worked at C&C Technologies in the areas of mechanical design, electronics and microprocessors.
One of the major projects Akash worked on was the SONAR stabilising system which solved the problem of mapping the ocean bed accurately and get rid of the inconsistency caused by the waves. This included fair amounts of mechanics and electronics. Since Akash and Samay had time on their hands, they went on to build a kind of Disney ride (by joining two trailers) in a haunted house owned by Thomas. Akash says,
One could sit on a trolly and go through the rooms which were themed differently like earthquake room, laser room. More than 200 microcontrollers were working in sync with 5 computers and 1,000 air pistons (for doing a lot of actuations) to make it all happen. The entire setup cost almost $250,000.
In his second year, Akash spent a lot of time on electronics, designing and manufacturing PCBs end to end. The AcYut team won the gold and silver medal at the Robo Games. They built an exoskeleton suit wherein if a person wears this suit and moves his/her hands, then the robot will copy/replicate it. They went to the Ideen Expo in Germany with this project. Akash visited the BMW manufacturing plant there which helped him understand the importance of factors like reliability in the automation industry.Akash and Samay with other AcYut team members at Korea robot game festival (image source - http://www.acyut.com)
Akash recalls meeting Wolfgang Hoeltgen during the visit. He is one of the earliest angels and a strategic mentor to the founding team at GreyOrange.Seeds of GreyOrange
In January 2011, Akash and Samay were invited to take part in a humanoid hand (robotics) workshop at IIT Bombay. Soon, other colleges too invited them and that’s when they started thinking about starting a company. Also, since the work had started, Akash was very keen to come out of college as soon as possible. At the time he was juggling between AcYut, GreyOrange and his studies (curriculum). He used to be in Delhi from Saturday to Monday (running GreyOrange) and back in Pilani from Tuesday to Friday (to attend the labs, as a part of the curriculum were on Tuesdays and Fridays).Akash with team AcYut at Robo Games 2011, San Mateo, California (image source - http://www.acyut.com)
Akash and Samay started making kits for the workshops which gave them an experience of doing things at scale. By now, they were done with the Robo Games and started targeting the Robo Cup. While the Robo Games had remote controlled robots, the Robo Cup had completely autonomous (robot) 2*2 soccer.
While preparing, Akash got into image processing, cognitive understanding, vision systems and started solving the localisation problems. He understood the complexities of gyroscope, magnetometer, accelerometer.
Akash finished his college degree in three years somehow and took the final-year internship at GreyOrange. In June-July 2011, he shifted to Samay's house in Delhi marking the formal start of GreyOrange.
Also read - From UP to the US: The journey of Abhinav Asthana and his affair with APIsFrom workshops to white labeled products
Even though Akash and Samay were making good money through workshops, they were clear that they were not going to do it for long. Soon, they started building white labeled products for other companies. These included:
This gave Akash an exposure to different standards of coding and manufacturing. He used Qt language (application development framework based on C++) for the software. He says,
I started understanding the importance of getting the right abstraction (very well structured in programmes) from the real world. For example, while programming for a pump, you've to make sure that all the different attributes of that pump are kept in your data structure in order to perform different actions on it. This becomes even more important when we're building longer-term products.Setting the rules
After building 3-4 white label products, Akash realised that he (and Samay) were playing with way too many technologies and products. Hence, they decided to choose an industry and build products only for that. While researching to finalie the industry, they wrote down some rules to help them choose the right industry:
They finally zeroed in on three industries:
They chose option #1 and built a prototype. They proposed the idea of maintenance of tanks to a company. They even gave them the design. Unfortunately, the company floated the tender with their requirements sharing the design submitted by GreyOrange and somebody else bought the tender. Akash recalls, “Being a startup we were left with nothing. We even filed a complaint but couldn't give more time to it and had to let it go.”
They then moved to supply chain. Akash visited a lot of warehouses, enough to convince him that a lot needed to be done there. He started looking at goods to person systems and found that it could be made much more efficient using Grey Prange’s solution of using an elegant hardware and a complex software. The first thought was to build a bot.
You may also like - Meet Mitesh Agarwal—the ‘brain’ of BITS who’s heading technology at Oracle IndiaGreyOrange – taking the shape
According to Akash, building a butler system is almost like bringing four large products together to make a complete system. It will have bots, pick-put stations, MSUs (mobile storage units) and a software that runs robots and business logic of inventory management. Akash and Samay spent the first few days understanding the entire problem and figuring out what the solution will be like. Akash says,
Our thought process was slightly different than what Kiva Systems (now Amazon Robotics) was doing. Kiva had a lot of Swan robotics which refers to distributed intelligence. Only the main server didn't have the onus of being intelligent. Bots were intelligent as well. We wanted to have a simple hardware and table up all the complexity on the server side.
This gave Grey Orange a flexibility which is desirable in the warehouses. Keeping the product software centric helped it and the hardware acted as more of generic agents.
Akash and Samay knew that it's going to take them more than two years to build a butler system. And they also understood that survival of a startup for two years without revenues is very difficult. This thought coupled with an opportunity to build a sortation system for warehouses, made the duo explore it after visiting Flipkart's first ever warehouse. Akash says,
We decided to build a sortation system on the side while working on the butler system. It was a hard decision to take as we were a team of only ten people and bulter system itself was hard enough problem to solve. Technically it's not advisable to do such a thing.
For two years, the team kept switching between sortation system and butler systems as working in parallel wasn't possible.Technology – Butler System and Sortation System
Lifting (500 kg weight) was one of the most challenging problems to be solved in order to build a butler system. The team at GreyOrange used a complex dual scissor lift mechanism to lift and built multiple prototypes. Akash says, “In the hardware world, it's better to build as many prototypes as possible and fail rather than getting stuck with building a perfect prototype.”Butler System by GreyOrange
Akash drew the architecture of the robot (butler) with safety system, navigation system and communication system. On server side, the team chose Erlang as the language for the main system. It was a hard decision as there were very few programmers who knew the language. Akash says,
At that point we had a dream to run 1,000 robots in a single warehouse. We couldn't find any other language or stack which allowed so many agents running in a soft real-time system.
Initially, the team used Hub motors where the motor and suspension was on wheels but later on scrapped it as it created a lot of problems. After three revisions, they got the design and production of the gear box right. Akash adds, “Lack of prototyping ecosystem in India created further problems and delays. We resorted to doing things in-house as we couldn't be dependent on outside shops.”
Finally, in November, Grey Orange launched its first prototype. Now, the challenge was to make them manufacturable (so that robots aren't handcrafted). That took another 8-9 months. In the meanwhile, the team received an order for building sortation system. They decide to build a completely modular sortation system, so that even when one of the arms stops functioning, the rest can still work. An overall control system was designed for this. Akash says, “Because PLCs (programmable logic controllers) had a lot of limitations, we built our own control systems. The sortation system was relatively less complex on the server side and fairly complex on the embedded side.”
The first butler system was installed in Hong Kong. It had a small ten bot system, 200 MSUs, 2 pick-put stations, auto charging.
Related read - Meet the co-creator of Julia programming language, Viral ShahThe virgin problem of the sortation system
Usually, sortation systems are built to sort boxes. Akash too thought so and used IR (infra red) sensors. But when he received the sample packs from Flipkart, he realised they are poly packs (and not boxes). The IR sensors behaved very differently for these poly packs. Akash adds, “This was the first ever sorter built for e-commerce company in India. And outside India, everyone used a box. So, this problem was left virgin.”
Akash and his team fixed the problems of motor heating, slipping of belt, incorrect counting of the package, before installing the system at Flipkart warehouse. Moving the sorter from Gurgaon to Bangalore was very challenging. It was only now that the team started thinking about transporting the machine. It was a 40-45-ft-long machine which had to be dis-assembled and transported. It was a humongous task which taught that designing to make it work isn’t enough. One has to design while making sure that the system is assembled, dis-assembled, supported, moved comfortably.Scaling tech
From the current capacity of supporting 1,500 to 2,000 butlers (bots), GreyOrange wants to build systems which can support infinite number of bots. The team has converted its monolithic architecture to micro services based architecture to achieve scale.Linear Sorter by GreyOrange
For GreyOrange, if servers go down, it's not just the website which will go down, but also hundreds of robots with 500 kg weight on each will crash with each other. Hence, Akash and his team has to be even more careful while writing algorithms and ensure that any path reserved by a bot isn't taken by anyone else and that the orders are optimised in the best possible ways. According to Akash, right choices of architecture, stacks, thinking it through, being flexible and ensuring that the team focuses in-depth into modules has helped the company.Technical challenges and solutions
Some of the key challenges which Akash and his team are solving at GreyOrange are as follows:
In the last few months, rapid expansion to multiple geographies has brought in some operational problems like translating documentation, communication, screens, APIs, databases in five languages. To solve this, the team has built a clear framework and web interface for translators who get notifications sprint by sprint of new strings that are coming.
Akash believes that the hardware ecosystem in India has definitely evolved in this decade but the change is minimal. He says, “People have become more supportive of working for prototypes of startups because somewhere they have seen startups becoming big."
Four years ago, when Akash went to a company which produced suspensions for automobiles, he was turned down immediately because of the low production volume requirement (relative to what the company produced for automobiles) and a lack of understanding of startups. But a year ago, when he spoke to them again, they agreed.Team building, the GreyOrange way
In the early days of GreyOrange, Akash used to hire people who were ready to learn and had a good understanding of basic sciences-- physics and mathematics. Lately, he has changed his approach and now he looks for the following kinds of people:
Also read - How a small-town commerce graduate became CTO of a multibillion-dollar companyThe next big thing
Akash is a big fan of flexibility and believes that the way supply chain is growing, the only way to build an efficient supply chain is by making it extremely flexible. He says,
In next three to five years, we're looking at warehouses running with mobile platforms with changeable accessories. We really want to get to the point where you don't have any fixed infrastructure that's running in the warehouse. These mobile platforms can attach themselves with different accessories and can work as lifting units, or conveyers or robotic arms or static platform.
In order to get there, there're certain technology platforms that need to be built which will enable that. Akash and his team is already working on it at the moment (along with architecturing the entire solution). Once that’s done, it’ll take another year or two to integrate with the system. The team is also working towards introducing the concept of unibots (similar to human beings) in the next five to seven years.
Akash wants to run one of the largest warehouses with 10,000 robots very soon. He is also keen to build GreyOrange as a company where he would still want to work ten years hence. He’s making sure that the company retains the culture of innovation and building new products. He adds, “GreyOrange’s products are disruptive. For example, while other companies in the world offering linear sorters have a lead/installation time of at least three-four months, we do it in as less as four weeks.”
He wants to stick to producing simple elegant hardware with extremely complex software which disrupts the industry.Sincerity – the utmost virtue
Akash believes in being sincere to oneself and one’s work. For the first three-four years of the company, he was always the first to reach office and last to leave. He felt it as a responsibility that till any employee was in the office, he should be there with him/her to support, to help. He says,
The biggest fear that you have as an entrepreneur is that if you fail, then you shouldn't have this in your heart that you didn't give your best.
You can connect with him on Linkedin or Twitter.
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