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Killexams : Last day to get extensive CompTIA, AWS, and Cisco training for only $25

What do Netflix, Twitch, LinkedIn, and Facebook have in common? Aside from luring you to spend hours and hours on their site, these hotshot tech companies are known to use AWS or Amazon Web Services

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Thu, 14 Jul 2022 02:21:00 -0500 Stack Commerce en-US text/html https://www.popsci.com/gear/aws-cisco-comptia-sale/
Killexams : Upgrading The Cisco PIX 506E


[Albert] read the Cisco PIX Wiki, and discovered that the motherboard of the PIX 506E is the same as the PIX 525, which has a 600Mhz Coppermine Pentium III CPU. So he took his Cisco PIX 506E and upgraded it by swapping out the Celeron 300Mhz, with a Pentium III 600Mhz and populating the second PC100 RAM slot inside. The system only shows 448Mhz instead of 600Mhz, but it does recognize the PIII, and there are no problems.  The CPU load has dropped to 0% after the CPU swap, and RAM upgrade.

Wed, 13 Jul 2022 12:00:00 -0500 Jason Rollette en-US text/html https://hackaday.com/2008/09/28/upgrading-the-cisco-pix-506e/
Killexams : Cisco TelePresence Launches New Era of Video Conferencing

Scroll down for a photo gallery of Cisco's TelePresence system!

While testing the TelePresence video conferencing system in 2006, Cisco engineers experienced an unexpected, telling moment. A child, seeing his mother on the system’s life-size video display, crawled beneath a conference room table, hoping to find her when he came up on the other side. But she wasn’t there. “I can’t get to you, Mom,” he called out as he looked between the chairs for her.

Although it didn’t particularly surprise Cisco engineers at the time, that tale has evolved into a handy bit of corporate folklore, to be passed along to first-time TelePresence users. Prepare yourself. The system you’re about to use is that good.

Indeed, the system’s high-definition video images are so un-television-like that a few curious corporate executives have strolled behind the TelePresence display wall, the better to make
sure the people in those images aren’t really hiding back there.

“Most people are agape when they walk in,” says Jim Kittridge, senior vice president for Wachovia Corp., the giant financial services company that has purchased three TelePresence systems and plans to buy two more by year’s end. “They literally gasp; they can’t believe what they’re seeing.”

That, of course, is a far cry from the expectations most people have of video conferencing today. Since 1964, when AT&T debuted the Picturephone at the New York World’s Fair, few people
have actually purchased such systems. Even fewer have been impressed by the technology. For them, the term “video conferencing” conjures up thoughts of jerky, fractured images and
out-of-sync audio, even today.

“There’s a general market bias against video conferencing,” says Nora Freedman, a senior analyst for IDC, a market research firm. “Most people don’t know how to use it. And most of those, even if they did have it available, wouldn’t use video conferencing because of their own personal hang-ups.”

A New Era?

If engineers at Cisco Systems, Inc. have anything to say about it, however, that era may finally be coming to an end. TelePresence is more reminiscent of the huge screens that hung on the walls of the starship Enterprise in “Star Trek” or in the home of George Jetson of “The Jetsons” than it is of AT&T’s Picturephone.

To be sure, Cisco isn’t alone in its creation of Jetson-like video conferencing systems. Hewlett Packard, Lifesize, Polycom, Teliris and others have jumped in with big, strong new products, thus reinvigorating the video conferencing space.

For Cisco, however, the move to video conferencing was a classic case of a technology powerhouse entering a new field and re-thinking the products from the ground up. Although the company didn’t make cameras or video displays, two of the key links in the technical chain that comprises a video conferencing system, it had gathered a mountain of expertise in Voice over Internet Protocol (VoIP), which would provide the knowledge to break down camera images, send them over a network and receive them on the other end.

“We’re in the VoIP business and this is just a video version of our phone,” says Dave Mackie, principal engineer on the TelePresence project. “It’s a natural extension for us. I tell people that ‘TelePresence is just a really big phone.’”

Cisco’s effort began with a question from its chief development officer, Charles Giancarlo. “Charlie asked me, ‘Is something changing in two-way collaboration?’” recalls Phil Graham, senior director of engineering for Cisco. For Graham, the question turned into a technology hunt, followed by the writing of a technical brief. At the time, Graham’s brief noted, HDTV was gaining momentum and new codecs were coming on line for both audio and video.

Not long after, Graham’s brief spawned a project and a project team. Thus, engineers began the process of defining a video conferencing system that would actually be appealing to corporate clients. Their definition turned into a list of approximately 20 “Rules of TelePresence,” which included edicts involving the size and appearance of images, as well as its sound and ease of use.

“Our business unit was formed by people who hated video conferencing,” Mackie says. “It wasn’t that they hated the idea of video collaboration; it was just that they hated the implementations of video conferencing that had existed to date.”

While the team began to form, Graham and director of marketing Randy Harrell attended trade shows to learn about cameras and HDTV screens. They visited potential customers.

“I remember thinking, ‘I’m terrified of whether I can deliver the quality,’” Graham recalls. “’I’m going to have to tear the image apart, put it on an IP network and have it appear on the other side. Can I do that?’”

Targeting Latency

In essence, Cisco engineers wanted to create an experience, not a product. For users, that experience involved seeing, hearing, picking up subtle details and feeling comfortable. For Cisco engineers, it also involved designing rooms, picking out colors, selecting furniture and lighting and, of course, sending images over the Internet. Doing all that meant they had to gain expertise in areas outside the company-prescribed boundaries. And in cases where vendors couldn’t supply the proper technologies, it meant they had to create their own specifications.

“Cisco had never built a camera before,” Graham says. “Cisco had never intended to be in the display business. We weren’t in the lighting business or furniture business. But we wanted to provide a great user experience, so we needed to build things to our own specs.”

While they worked on all those facets, they also faced the intimidating prospect of sending 1080p images (1,920 x 1,080 progressive scanning pixels) at 30 frames per second with low latency.

“Nine out of 10 people we spoke to at the time thought low latency HD couldn’t be done,” says Mackie. “They thought we were nuts.”

Cisco engineers, however, didn’t want to back down from the goal of low latency. They deliberately set the bar high in that area, targeting 250 msec as the goal to ensure good user experience. Without that 250-msec target, they reasoned, video conferencing sessions would be characterized by walkie-talkie-like communications, in which participants on both ends would be unable to speak simultaneously.

“With long latencies, you can’t interrupt,” Graham says. “You can’t interact. You can’t do all the things people do in a real meeting.”

By the time such targets had been set in January 2005, Cisco had begun to assemble a strong team of experienced engineers. Mackie, for example, came over from Apple Computer, where he’d worked on the software side. He was joined by Michael Dhuey (two-time Design News Engineer of the Year candidate and hardware designer of the iPod), who had also came from Apple. Graham, who had migrated from an internal research group called Cisco Technology Center, had worked with Mackie at Precept Software and at Network Computing Devices, where they’d gained expertise in streaming video. Meanwhile, the project’s director of engineering, Rich Wales, was plucked from Sun Microsystems.

That experienced core, eventually joined by about 20 other hardware and software engineers, canvassed the technological landscape and learned that low latency 1080p HD was on the horizon. One key: H.264, an emerging standard for video compression (also known as MPEG-4 Part 10), which enabled Cisco engineers to achieve higher video quality at a lower bit rate. That technology was augmented by the rapid emergence of 1080p large screen displays, enabling engineers to meet their goal of life-size images and new CMOS-based 1080p sensor technology. The new CMOS technology, an alternative to charge-coupled device (CCD) camera sensors, gave them the ability to more effectively collect and present 1080p images.

Moreover, the new sensors allowed Cisco engineers to present the 1080p data at 30 frames per second, a much higher frame rate than that of typical video conferencing systems, especially those on the desktop. “The biggest enabler in going to 30 frames per second is the transition from CCD to CMOS,” says Director of Engineering Wales. “That’s the range at which CCD becomes problematic, especially from a noise perspective.”

Still, the engineering team faced a monumental computing challenge in expecting the system to process all that imagery. In essence, signals from the 1080p sensor had to be transferred to video encoders, compressed, packetized and transmitted over an IP network. On the other end, they had to be received, handed to a video decoder, decompressed and sent from processing hardware to the display, where it would be presented at 1080p.

To accomplish that, the engineering team built so-called “codec boxes” containing digital signal processor (DSP) arrays with on-board software algorithms. To handle the extraordinary amounts of data traveling back and forth, they endowed each codec box with 32 ADIBlackfin DSPs, each of which handles chunks of the large processing tasks, such as encoding. In all, a typical room-based TelePresence system uses three screens and more than a hundred DSPs.

Graham’s “back-of-the-envelope” calculation puts the system’s overall processing capabilities at about 0.5 tera-instructions per second. “It’s sort of like having 15 (Intel) Pentiums in there,” he says.

Finishing Touches

Endowing TelePresence with such exceptional computing power enabled the team to minimize latency, but engineers knew that was only half the battle. To finish the product, they needed to design a room that would provide participants the sense they were sharing a common area with other users, no matter how far away.

They did that by using common colors and cutting meeting room tables in half so they appeared to continue into the screen and re-emerge on the other side. To deal with lighting and color issues, Cisco even called on famed movie cinematographer Janusz Kaminski, a Steven Spielberg cohort. Kaminski helped them change the color palette from blue to a warmer brown and gave lighting tips in an effort to keep participants more comfortable.

“From the earliest days, our motto was, ‘It’s all about the experience,’” Mackie says. “That motto came up again and again whenever we discussed technical trade-offs.”

By April of 2006 — just 15 months after launching the project — Cisco engineers found themselves demonstrating the system for no less than the President of the United States. President Bush’s visit was followed three months later by a similar in-person examination from British Prime Minister Tony Blair. When those demonstrations met expectations, engineers knew their October 2006 launch would be successful.

Since that time, Cisco has implemented about 110 of the TelePresence systems — many within its own company — and expects to install about 60-70 more in the coming year. Inside the company, Graham says the system has enabled him to reduce his number of visits to engineering colleagues around the country. One colleague in Pennsylvania, he says, has cut his trips to San Jose from twice-monthly to twice-yearly.

Customers at Wachovia say they’ve experienced similar results. There, executives have used TelePresence as a means of reducing business trip frequency between the company’s offices in Richmond, St. Louis and Charlotte, NC. Company executives say the product has allowed them to cut air travel bills and hotel costs, while eliminating productivity losses typically associated with airport delays. Moreover, the environmentally conscious Wachovia says TelePresence has helped reduce its energy footprint.

“The most difficult thing has been getting executives into the room because of what they had previously believed about video conferencing,” says Kittridge of Wachovia. “But once we get them in the room, it totally changes their perspective.”

Industry analysts say broader success could depend, in part, on the creation of standard communication protocols that would enable Cisco’s TelePresence to talk to similar systems from such companies as Hewlett Packard and Polycom. “Really wide-scale adoption will only happen when it becomes easier to talk to people in other companies,” says Zeus Kerravala, senior vice president of enterprise research for the Yankee Group.

Cisco executives, however, are unflinchingly optimistic about the technology’s growth. Despite the product’s huge price tags ($299,000 for a TelePresence 3000 and $80,000 for a TelePresence 1000), engineers foresee it reaching homes within three years. Cisco CEO John Chambers already has one and the company expects TelePresence to find more at-home customers among big-company executives with a need to make calls around the world at all hours of the day.

“We’re trying to change the way people work, live, play and learn,” says Graham. “And we’re starting to see it all happening.”

Timeline for TelePresence Design
April 2005 — Cisco assembles team, examines supplier technology.
September 2005 — Operating system, first circuit boards, operational.
December 2005 — First video IP call.
April 2006 — President Bush tests TelePresence.
October 2006 — Twelve-hour product rollout links systems in London, New York, San Jose, Hong Kong.
October 2007 — 110 TelePresence systems in place.
Rules of TelePresence:
Product edicts for video conferencing
When Cisco engineers launched their video conferencing project, they created “Rules of TelePresence” to define the user experience. A few of their rules:
1. People appear lifesize. Images on the TelePresence screen appear in the exact proportions that they would in real life. Phil Graham, senior director of engineering, insisted images of people not be broken into “Hollywood Squares” or appear as “eight-pixel heads.”

“With an eight-pixel head, I can’t tell if you’re smiling,” Graham says. “We wanted life-size people sitting across the table from you.”

2. Good lighting. Knowing they’d be employing high definition 1080p images, Cisco engineers wanted lighting that would bring out human detail without making subjects uncomfortably hot. Users, they say, should see “the gleam or the tear in the eye,” as well as the sweat on the forehead. In essence, they wanted their subjects to look like TV newscasters, only without the preparation.

“We have normal people using this system,” Graham says. “They’re not wearing makeup.”

3. Deliver audio that appears to emanate form the person who’s speaking. TelePresence screens are augmented by their own speakers. As a result, when a person who appears on the left screen speaks, the voice comes from that screen.

“If a voice comes from the middle of the room, yet their image is on the left, that’s confusing,” Graham says. “Your brain works and works on it and it exhausts you in the end.”

4. Make it simple. Although TelePresence signals traverse the Internet, users don’t have to type in IP addresses to make the calls. Instead, they dial a phone handset, just as they would at home. No training is required.

“We want people to experience the meeting, not the technology,” Graham says.

TELEPRESENCE GALLERY
                                                 
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Killexams : EMCORE Corporation (EMKR) CEO Jeff Rittichier on Q3 2022 Results - Earnings Call Transcript

EMCORE Corporation (NASDAQ:EMKR) Q3 2022 Earnings Conference Call August 9, 2022 5:00 PM ET

Company Participants

Jeff Rittichier - President and CEO

Tom Minichiello - CFO

Conference Call Participants

Richard Shannon - Craig-Hallum

Operator

Please stand by. Good day and welcome to the EMCORE Third Quarter 2022 Earnings Call. Today's conference is being recorded.

At this time, I'd like to turn the conference over to Tom Minichiello, Chief Financial Officer. Please go ahead sir.

Tom Minichiello

Thank you and good afternoon, everyone, and welcome to our conference call to discuss EMCORE's fiscal 2022 third quarter results as well as the acquisition of the Inertial Navigation Business from KVH Industries that we announced today. The news release we issued this afternoon covering both our fiscal 3Q results, and the acquisition is posted on our website emcore.com.

On this call, Jeff Rittichier, EMCORE's President and Chief Executive Officer, will begin with the discussion of our business highlights. I will then update you on our financial results, and we'll conclude by taking questions.

Before we begin, we would like to remind you that the information provided herein may include forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Exchange Act of 1934.

These forward-looking statements are largely based on our current expectations and projections about future events and trends affecting the business. Such forward-looking statements include, in particular, projections about future results, including those with the acquisition of KVH's Inertial Navigation Business statements about plans, strategies, business prospects and changes and trends in the business and the markets in which we operate as well as the anticipated benefits and costs of EMCORE's acquisition of the Inertial Navigation Business acquired from KVH Industries.

Management cautions that these forward-looking statements relate to future events or future financial performance and are subject to business, economic and other risks and uncertainties, both known and unknown, that may cause real results, levels of activity, performance or achievements of the business or in our industry to be materially different from those expressed or implied by any forward-looking statements.

We caution you not to rely on these statements and to also consider the risks and uncertainties associated with these statements and the business, which are included in the company's filings available on the SEC's website located at sec.gov. - including the sections entitled Risk Factors in the company's annual report on Form 10-K. The company assumes no obligation to update any forward-looking statements to conform such statements to real results or to changes in our expectations, except as required by applicable law or regulation.

In addition, references will be made during this call to non-GAAP financial measures, which we believe provide meaningful supplemental information to both management and investors. The non-GAAP, measures reflect the company's core ongoing operating performance and facilitates comparisons across reporting periods. Investors are encouraged to review these non-GAAP measures as well as the explanation and reconciliation of these measures to the most comparable GAAP measures included in our news release.

I'll now turn the call over to Jeff.

Jeff Rittichier

Thank you, Tom, and good afternoon, everyone.

I'm going to begin my comments with a review of our third quarter before discussing our acquisition of KVH's Inertial Navigation Business and how it fits into our growing aerospace and defense focus. EMCORE's third quarter fiscal revenue was $23.7 million slightly below the bottom of our guidance range for revenue, but down about 27% over Q2. Approximately 57% of our revenue came from aerospace and defense with 43% from broadband.

Non-GAAP operating loss was $6.3 million and adjusted EBITDA was negative $5.1 million. Q3 is production particularly in QMEMS was affected by a COVID-19 outbreak, as well as the semiconductor and supply chain problems that are well known to everyone. These problems combined to affect our non-GAAP gross margin significantly, bringing it down to 18%.

Operating expenses held steady despite the increased headcount from integrating the former L3Harris space and navigation team. On a brighter note, cash on the balance sheet came in a bit higher than expected at approximately $75.1 million. COVID and supply chain production issues aside, the cable TV business became more turbulent, with the exit of one of the two largest OEMs in the cable business.

Semiconductor availability remained a significant problem in the quarter and costs are up across the board. This is particularly frustrating because you can't ship a product when you only have 99% of the parts. Again, microcontrollers and FPGAs were particularly problematic experiencing substantial price increases. Semiconductors aside Quartz MEMS production continues to be constrained by the availability of certain high-performance for med connectors.

We expect those problems to ease slightly in the September quarter and continue to Excellerate throughout the end of the calendar year. While availability of some semiconductors is expected to Excellerate somewhat in the coming quarters, we don't see a catalyst to drive predictability into the supply chain in the short-term. Component lead times continued to stretch to levels not seen in many years, triggering efforts to redesign these older parts out.

We received the last payment for cable television production equipment that was sold to our EMS supplier fast train in the quarter, closing the door on EMCORE's Chinese manufacturing operations for cable TV. Earlier, I described cable TV - as becoming more turbulent. The exit of one of the two largest OEMs from the cable TV equipment business certainly bears that statement out is true.

This announcement came in the form of a product obsolescence notice for all of their Remote PHY and hybrid fiber coax products, leaving one major OEM and a host of smaller players to serve the MSOs. While this permanent alteration of our customer base won't change the demand from the MSOs, a single dominant OEM creates a different set of cable television market dynamics going forward.

Increasingly, the direction that the cable TV market is taking is incongruent with our growth strategy. From a tactical perspective, during the quarter, our customers appeared to concentrate more effort on clearing their transmitter inventory problems at the expense of new orders for lasers and other components damping cable television revenue. We expect the next few quarters in cable TV will be difficult to forecast because of last time buys, optimization of inventory positions and competitive dynamics between the OEMs.

Beyond cable television, the chips team made their first production shipments as expected. From here, we will ramp up in the September quarter and beyond, constrained only by test capacity because of equipment that is a year late. We are still expecting these products to have significant impact on fab absorption late in the first half of calendar year 2023.

Beyond that point, they are expected to be margin accretive to the Broadband business, ultimately contributing tens of millions in revenue by 2025. As I pointed out last quarter, it's important to note that fab utilization from these new products is expected to drive the majority of wafer fab starts pushing cable TV requirements into the minority, stabilizing costs and ultimately improving gross margins in the Broadband business.

We are currently working to close additional chip programs and are excited by the progress that the chip development and production teams are making. Aerospace and defense was the majority of our business in the quarter, driven by our new Space and Navigation team offsetting the drop in QMEMS production. We are expecting QMEMS revenue to bounce back in the current quarter and continue to grow throughout FY '23.

Although margins overall were low due to under-absorption in Concord, margins came in better than expected at Bud Lake, while Alhambra's FOG products performed at expectation. Defense Optoelectronics bounced back nicely in the quarter with shipments up clearing backlog that was previously supply constrained.

During the quarter, we saw the first high large units shipped from the U.S. Army to the Ukraine with additional interest from foreign customers who are anxious to build up their defenses. United Launch Alliance had two successful launches Using EMCORE supported -- EMCORE supplied board guidance systems and the team made good progress on the T-A-I-M-U or TAIMU development for this important end user.

In our press release, we announced that we acquired KVH's Inertial Navigation Business today for $55 million. This is being funded from cash on our balance sheet and a new credit facility that Tom will discuss later. We previously told investors that we went out to raise cash in our secondary offering in February of 2021 in order to fund M&A, and we've now funded two acquisitions out of those funds and approximately $20 million in debt, minimizing dilution to our shareholders.

It is also important to note that carve-outs take time, and we've now done two of them: Space & Navigation and KVH. These are opportunities that we started working on as early as 2017. We've also told investors that we have three primary criteria for acquisition. Number one, it's got a fit within our strategic umbrella. Number two, it must be quickly accretive and three, must have additional operating synergies.

Space & Navigation met all three criteria in the first quarter within EMCORE, and we expect that our latest acquisition will perform as well. We think that we've just acquired a great business and an excellent team. We expect the addition of KVH's Inertial Navigation products located in Tinley Park, Illinois, to generate over $30 million in revenue on an annual basis and be EBITDA positive with cost synergies anticipated to play out in the first two years.

Value creation opportunities exist at every level of the P&L in both our existing operations and the Tinley Park operation. EMCORE's chips and packaging technologies will ultimately go to Tinley Park, and they will produce coils that will lower our costs. On the demand side, we were impressed with the breadth of the customer base in both commercial and defense applications.

In particular, the U.S. Army is an important customer and the armored multipurpose vehicle or AMPV, is just about to go into production and should run for a very long time. KVH has opened up some important applications in industrial vehicles and robotics, which should represent strong growth opportunities going forward.

Now I will move on to guidance for the fourth fiscal quarter. We will be adding approximately half a quarter's worth of revenue from Tinley Park and are expecting a rebound in QMEMS shipments within the quarter. However, within Broadband, chips should continue to grow a bit, but cable TV sales should weaken further due to the dynamics that I described earlier. From this point forward, Aerospace and Defense will be the dominant business at EMCORE.

For the fourth fiscal quarter, we are expecting revenue in the $24 million to $26 million range. The company has reached a critical inflection point with the addition of KVH's Inertial Navigation products. And coupled with our data center chip business, EMCORE has an increasingly bright future.

With that, I will turn the call back over to Tom.

Tom Minichiello

Thank you, Jeff.

Consolidated revenue for fiscal 3Q was $23.7 million, with 57% coming from Aerospace and Defense and 43% from Broadband. A&D segment revenue was $13.4 million, a $4.4 million increase when compared to the prior quarter. The sequential quarter A&D revenue growth was largely attributable to the addition of Space & Navigation revenue of $4.3 million, which was acquired from L3Harris on April 29.

The rest of the A&D segment revenue was up slightly, driven by increased sales of Defense Optoelectronics products and higher FOG revenue. However, this was almost entirely offset by lower sales of QMEMS products which was affected by multiple supply chain delays and shortages as well as a COVID outbreak at our Concord facility.

Broadband revenue was $10.3 million, a $13.4 million decrease when compared to fiscal 2Q. Sales of our cable TV products continued on a downward slide, decreasing by $14 million, while noncable TV Broadband revenue was up $600,000.

Let me now turn to the rest of the operating results, the focus of which will be on a non-GAAP basis. Consolidated gross margin was 18% in fiscal 3Q compared to 30% the quarter before. The decrease was primarily attributable to under absorption of fixed overhead across both the A&D and Broadband segments.

As it relates specifically to the A&D side, where gross margin was 13% compared to 15% in fiscal 2Q, the under-absorption, which was largely due to lower QMEMS volume was partly offset by improved production yields and a favorable contribution from Space and Nav and Defense Optoelectronics. Operating expenses were $10.5 million in fiscal 3Q compared to $10.4 million in the quarter before due largely to an uptick in travel as well as increased insurance expense in G&A.

Moving to the bottom line, the changes to our revenue levels and gross margin in fiscal 3Q resulted in an operating loss of $6.3 million. Adjusted EBITDA was negative $5.1 million. Net loss was or $0.17 per share.

Shifting to the GAAP results for a moment, fiscal 3Q net loss was $7.6 million or $0.20 per share. This included cost of $700,000 associated with the Space and Nav acquisition and a $1.3 million gain on the sale of cable TV equipment to our third-party manufacturer fast train. Note that this was the final shipment of equipment completing our transition of cable TV operations from in-house to fast train.

Turning to the balance sheet, we had cash of $75.1 million at June 30 compared to $80.9 million at March 31. The $5.8 million decrease included $3.5 million used for operating cash $1.6 million in CapEx and $2.4 million at the closing of the Space and Nav acquisition. Partly offsetting these uses of cash during the quarter was $1.7 million in proceeds from the equipment sale.

In connection with our all-cash $55 million acquisition of the Inertial Navigation business from KVH, the deal was paid for with $35 million from cash on hand with the balance being financed with a new ABL credit facility provided by Link Fire Capital, which at close consisted of a $6 million senior secured machinery and equipment term loan and $14 million drawn down from a revolving line of credit.

With that, we are now opening up the call for your questions.

Question-and-Answer Session

Operator

[Operator Instructions] We'll take our first question today from Richard Shannon with Craig Hallam.

Richard Shannon

Hi Jeff and Tom thanks for taking my questions here. Let's see a few questions come to mind here. Let's quickly Jeff touch on the cable TV comments you mentioned here. I'm assuming this is your - much bigger customer here that's exited the business. Is that accurate?

Jeff Rittichier

Yes, exactly right. There's, really only two large, what I would describe as large OEMs in the business. And those are CommScope and Cisco.

Richard Shannon

Would you take a guess as to how you think the competitive dynamics here settle out as we get past the turbulent times as you mentioned a couple of times here. I mean, is this the potential for share gain or share losses any way you can kind of help us think about those in a steady-state fashion?

Jeff Rittichier

Yes it's - I'm afraid the answer is going to take a little longer than I normally like, but I think it's important that it's a complete answer. So there's sort of a strange competitive dynamic in the cable business anyways. The only other supplier that CommScope buys from is Sumitomo and the only other supplier that Cisco had bought from was AOI. And Cisco's primary business had been with Charter Communications.

And since they are 100% linear EML and all the rest of their DFB business, we own 80% share is actually a pretty small amount that was with AOI at Cisco and roughly the same amount with Sumitomo over at CommScope. So it's a little bit of an unusual situation to start, but it's important to, I think, provide you that color on things.

So the thing that we had been watching with Cisco was after they bought Scientific Atlanta's cable business, they ultimately got rid of the set-top box operations to Technicolor. It was only a couple of years and then they gradually kept taking down the headcount. And about two to three years ago, they eliminated most of their development engineers. And at that point, I think we started to wonder whether or not they were going to continue at all.

And in fact, it was -- in our view was it was just a matter of time. And so sure enough, some period of time ago, a couple of months ago, those end-of-life notices popped up on the website, and it was all of the Remote PHY products and all the HFC products. And so the question is what happens from here.

So Cisco is sitting on inventory as well as CommScope. So certainly, there's going to be efforts to move that. Our understanding is that there are serious conversations going on between the MSOs and Cisco about the abruptness with which things have happened. And there's usually some sort of a plan that gets put together when those kinds of things happen.

So I don't think it will be the straight exit that the black letter of the content would lead you to believe is going to happen. How long does that take to sort itself out, probably another quarter or two. And so in the next quarter or two, we're going to expect to see a combination of last time buys and/or jockeying to move inventory between CommScope and Cisco's distributor. And it's really a hard thing to handicap as far as how exactly that's going to work.

But we've modeled in pretty low numbers in cable, and we just got to deal with it [technical difficulty]. Yes. The crazy thing is that there's no loss of share in any of this. And I want to say Tom to correct me in the December quarter, we did like 32 million in cable.

Tom Minichiello

Yes - given the 32 million in broadband just under 30 million in cable.

Jeff Rittichier

Yes just under 30 cable and you're going to see 80%, 90% of that go with no share losses on our side and nothing we did screw up as far as deliveries or quality or anything like that. And it's - COVID took five years of demand, put it into two and the same -- the backside of the forces that caused the cruise industry to lose, I don't know, 90%, 95% of its business, Collins Aerospace had a huge sort of equivalent percentages decreased between 2019 and 2020.

And eventually, things equalize and they pop back up, cable in particular, someone had said, well, cable business fell off the cliff. I said, you have a cable sort of like clip diving with a bungee cord. It tends to spring back. It's just only a question of how low it goes before it does. And that's the nature of the beast, right?

And it's just increasingly congruent with where we're trying to go with this business, and that's a challenge that we and management and our Board have been working on forever, really, but continue to look at alternatives.

Richard Shannon

Okay, that's a lot of helpful detail. I'm going to take some of that and directly go into the guidance for the September quarter here. So 24 to 26, if I take roughly half of the run rate you mentioned here for quarter, maybe $3 million or $4 million, I would put the endpoint here like 21, 22 with the organic EMCORE business.

So if you're growing QMEMS a little bit, it seems like cable TV has got to be much, much lower. I think you had $7 million in the June quarter, if I caught that correctly. So it sounds like you're literally talking about $1 million, $2 million or $3 million in September, am I doing that math right?

Jeff Rittichier

Your math is impeccable as always, Richard. Let's spend the interaction.

Richard Shannon

It actually probably same, but that helps to. Okay thanks for that and then maybe two quick questions on KVH and I'll get on line here, so an interesting business, which I don't know a lot about here, but let's try to understand some of the synergies here. It seems like if you're making an asset purchase there isn't necessarily a lot of overhead to be taken out here. So maybe you can discuss the synergies you expect in near term and over time?

Jeff Rittichier

Yes, so true that there isn't a lot of overhead other than corporate overhead, I think our numbers are smaller. But when you look at it, there's a lot of opportunity to Excellerate costs, things that they buy that they're getting for a better price and vice versa. I made the point in my prepared comments that we are in a position - or will be in a position to supply them with more advanced technologies for closed-loop FOG control at a price that you just can't get in the merchant market because we make them. They wind QMEMS and can reduce our coil cost by 30%.

We will certainly see synergies in the sales and marketing side. A little bit of overlap in engineering, but it's really hard to make that judgment being that we're so busy in development. So not a lot was figured out other than we took out to get to the synergy numbers, some, let's call it, a project expense outside material and development that maybe we don't need to do because we've already got a bunch - of that technology that we can forklift into Tinley Park, and they've got a whole bunch of know-how that we can take advantage of in Alhambra and maybe even in Bud Lake.

Richard Shannon

I'm going to jump off the line and let me come back in and ask some more detailed financial questions. But the last 1 I want to ask you, Jeff here is that you've obviously made two acquisitions here and $55 million less the - debt raise your take your cash balance down a bit here. Does this end your appetite for M&A or can you still potentially see it after, of course, of digestion period that's continuing?

Jeff Rittichier

Well, we'd like to see improved results drive Wall Street's opinion of us and less reliance on cable TV contributing to that. Does it make us want to stop M&A? No. But as always, it's a pretty narrow laundry list of things that we're interested in. Again, we started talking to Martin Kits van Heyningen about this business in 2017.

We had been working on trying to acquire L3 space and navigation out since 2019. So it's not like we're sitting there throwing darts up against the board and trying to figure out what we're going to do next. In fact, we've been very deliberate, which is something I think our Board appreciates.

Richard Shannon

Okay thanks for that answer. I will jump off the line, thank you Jeff.

Operator

[Operator Instructions] We have a follow-up from Richard Shannon with Craig-Hallum.

Richard Shannon

All right well, I guess, just like last quarter, I didn't have to jump off the line. And Tom, a couple of questions here as we look at the September quarter below the sales line here. Looking at the filings for KVH, it looks like the gross margins might have been in the 30% range here. So it looks like it's accretive on that line?

Maybe if you can help us maybe do the quick math about how we should think about total gross margins and the OpEx you have been able to do all that math. Maybe you could help us a little bit on that, please?

Tom Minichiello

Yes, sure. If you look at - it's obviously easy to get to, they were a separate reportable segment for KVH. You'll see revenues ranging from low 30s to high 30s there's a base business of FOG products that is the majority of the business, but there's also a product line called TACNAV that is a little bit more lumpy. And when that in quarters where there's a lot more TACNAV revenue, revenues in total for the Navigation business is in the high 30s, and it's also high margin.

So it really changes the combined gross margin of the segment. So on average, if you average it out, you're looking at mid-30s in revenue, mid-35-ish plus or minus on gross margin. And their OpEx is, if you -- on the carve-out is in the sort of $11 million annualized range. So that should provide you it's a good sense for what you can expect from a business.

We were planning on synergies, call it, over the next year, year and a half that Jeff spoke about to help it further. But it is a contributory business that we expect that to continue and get even better as the quarters tick by as its part of EMCORE.

Jeff Rittichier

Yes, the point to mention here is that all the synergies that we figured in, in our case and the Board. And obviously, we had a team evaluating an outside team evaluating their revenue. quality of revenue. We represented by Cowen on the banking side. And so, we've got pretty conservative numbers.

The synergies are all on the cost side as opposed to the revenue side and so revenue upside represents gravy on top of things. And obviously, we're going to be working in that direction, but those weren't the base commitments in the acquisition case, it was just the cost side because it tends to be more controllable.

Richard Shannon

That makes sense. One more question for me on the Topic of the new classified chips. Jeff, I think you said that you're starting to ship into production for your first customer, which is great to see. You talked about kind of tens of millions of dollars by 2025. Maybe I guess, the first part of my question is, can you summarize the number of customers and contracts that you have?

And does that number both in customers and contracts, is that sufficient to get you to kind of that tens of million dollars of revenues or you continue to see more. And so how do we think about future announcements.

Jeff Rittichier

Yes so - and I think I got this right. So forgive me if I'm off by a customer here or there, but I believe there are five and a total of eight projects. So there are customers with multiple projects. Does this get us to tens of millions? Yes, it does. But there are additional large players that we are starting to -- continuing to work with to bring in additional volume in these areas. And so the way to think of it, Richard, is we've got a set of core technologies and customers oftentimes want certain tweaks, peak power level a slope efficiency.

They want it to fit on a certain kind of submount. There's a particular mounting scheme they've got. And all that requires process engineering and a significant amount of expertise. And so, when you say 70% of the chip may be sort of common to a couple of customers, there's also a significant amount of difference in terms of the way it's implemented and in particular, the target for packaging on that.

So it's not like we're going out reinventing the wheel each time. I would say, within the next quarter or so, is good probability we'll have two more customers with at least one program each. And we just see this continuing to grow nicely. Team's executing well and it's going to be the primary growth engine over in broadband period.

Richard Shannon

Okay great, that is all from me Jeff, thank you.

Operator

And that will conclude today's question-and-answer session. I will turn the call over to Mr. Jeff Rittichier for any additional closing remarks.

Jeff Rittichier

Sure. I'd like to thank all of you for your interest in EMCORE today. I want to recognize our team and actually the extended team of experts that worked with us on the KVH transaction for tremendous effort to get this done. And please stay safe, everyone, and goodbye for now.

Operator

This concludes today's call. Thank you for your participation. You may now disconnect.

Tue, 09 Aug 2022 14:57:00 -0500 en text/html https://seekingalpha.com/article/4532316-emcore-corporation-emkr-ceo-jeff-rittichier-on-q3-2022-results-earnings-call-transcript
Killexams : HANA FAQ & Support

Here are some of our most frequently asked questions to help you on your HANA journey. For questions related to the data within the two SAP HANA Cubes or any pre-built Excel workbooks provided by FP&A, please contact FP&A support at TreasReporting@purdue.edu. For connection issues or unexpected system errors, please contact BICC support at bicc@purdue.edu

  1. Navigate to the BoilerKey self-service at https://www.purdue.edu/apps/account/flows/BoilerKey?execution=e1s1                                  
  2. Click on “Where I use BoilerKey” in the second section.                                                           
  3. Towards the bottom of the page, you should see “Zone-network-BI”. Click Request to the right of Zone-network-BI.                                                                                                             
  4. After clicking Request, you will receive an email acknowledging your request. Within a day or two, you should receive a reply stating that your access has been granted.                               
  5. You may now log in to the VPN using the Cisco AnyConnect client. Type the following information in Cisco to connect to the BI VPN.

 BI VPN

 zonevpn.itap.purdue.edu/BI 

 Click “Connect”

  1. You will be prompted for your username and BoilerKey password. Once you have logged in successfully, you will see the following screen, indicating that you have connected to the BI VPN and you are now ready to use the HANA (SFA/XL) software.

 BI VPN connected

  1. Refer to the Connection Guide for step by step instructions on how to set up your initial connection to the HANA (SFA/XL) software.

IMPORTANT: ACCESS TO PAYROLL CHARGE DATASET IS RESTRICTED. PLEASE CONFIRM WITH YOUR SUPERVISOR THAT YOU HAVE THE CORRECT HR PERMISSIONS TO ACCESS THE DATASET PRIOR TO SETUP.

If you are trying to connect to the SFA Simplified Dataset, refer to the SFA/XL Connection Guide instead.                                                                                                                                       

This guide outlines the steps needed to set up an initial connection to the Payroll Charge database. Once created, this connection will be saved and can be accessed easily.                                            

Setting up the initial connection: 

After installing the SAP HANA Client Software and getting access to the BI VPN, please do the following:

1. Connect to the BI VPN via the Cisco AnyConnect program using the URL below. Your BoilerKey will be required to log on.

 BI VPN

2. Once connected to the BI VPN, open Excel.

  • For Office 365, using the search feature at the top of the spreadsheet, search for ‘Data Connection Wizard’.  Select “From Data Connection Wizard (Legacy)” from the search result. 

  office 365 search

  office 365 data connection

  • For other versions of Excel (2007, 2010, 2013 or 2016), on the Data tab in the Ribbon, click “From Other Sources”. In the drop down menu that appears, click “From Data Connection Wizard”.

 from other sources

3. In the Data Connection Wizard, choose “Other/Advanced” and click Next.                                     other advanced

4. In the Data Link Properties window, on the Provider tab, choose “SAP HANA MDX Provider” and click Next. Note: if you do not see this option, the Excel for HANA add-on was not properly installed on your machine. Check with your local IT department for help with installation.                               hana mdx

5. Complete the fields on the Connection tab with the information below. Note that you do not need to fill in the User and Password fields unless instructed. Copy and paste the URL below into the Host field and complete the other fields as pictured.

pubip1.epilabs.purdue.edudata link properties

Click the “Test Connection” button. If the popup that appears says “Test Connection Succeeded”, you may click OK to proceed to the next step. If you get any other message after clicking “Test Connection”, please contact the Treasury Reporting team at treasreporting@purdue.edu for assistance.

NOTE: If you are a Regional user (and have not previously created a successful connection), your account will require additional setup. Please contact treasreporting@purdue.edu for assistance.

6. In the Select Database window that appears, ensure that the PAYROLL_CHARGE_DATASET_S is selected and click Next.

payroll charge connect

7. On the 'Save Data Connection File and Finish' screen, click Finish. data connect and finish

8. In the Import Data window, ensure that PivotTable Report is selected and click OK.pivot table

Congratulations! You now have a connection to the Payroll Charge dataset. If you have previously set up a connection to the Simplified Dataset, keep in mind that you now have two connections to choose from when creating a new workbook (Simplified Dataset and Payroll Charge). Workbooks with an existing connection will default to their previous connection.

To reconnect after setting up the initial connection:

On the Data tab, click “Existing Connections”.              existing connect

Select the Payroll Charge Dataset from the list of available connections and click Open.

 
Choose where you would like your Pivot to be located (Existing or New worksheet) and click OK.

pivot table

Pre-requisites & System set up

In order for users to have access to the tool, they must follow the steps below.

  1. Cognos role HR Level 1 or higher, HR Level 2 or higher is needed when using wage type number or name fields.
  2. If the user has never used Excel Pivot Tables, they can take an online course to familiarize themselves with the tool. See LinkedIn Learning for Excel Pivot Table training opportunities.
  3. Refer to the Payroll Charge Dataset Connection Guide to set up your initial connection.

Data Concepts

The tool uses the Payroll Charge Dataset as its source.  Below is information that may help in understanding how these terms are used.

Fields with “Organization” (i.e. Business Area Display – Organization) are from the perspective of the Department’s cost center hierarchy.  Use these fields to view data based on the employees in a department.

Fields with “Reporting” (i.e. Financial Unit Display – Reporting) are from the perspective of the Parent Funded Program’s cost center hierarchy.  Use these fields to view data based on the account charged.

Source field identifies if the data is from Pay_Charge or FM (Funds Management).  The data from payroll charge are transactions that route through the payroll process.  The data from FM are compensation transactions that did NOT route thru the payroll process.  i.e. JV processed for moving fringe benefits.

Central Fringes Flag, this flag is “Y” when fringe benefits are charged to a central university account

Employee Class/Group is a combined field that includes the employee group field for transactions prior to 1/1/2019 and employee class for transactions 1/1/2019 forward; employee class is also available

Hierarchical Fields

Some fields are available in both a hierarchical field and as a stand-alone field.  You should be aware of which you are choosing as they act differently within the pivot table and filters.

Hierarchical

Commitment Item – contains all levels from Category 0 to Commitment Item.

Cost Center Organization - contains all levels from Company to Cost Center from an Organization point of view

Cost Center Reporting - contains all levels from Company to Cost Center from a Reporting point of view

Wage Type Hierarchy – contains category level 1, 2 and wage type display

 

Stand Alone

Campus Display – Organization

Campus Display – Reporting

Segment – Organization

Segment – Reporting

Business Area Display – Organization

Business Area Display – Reporting

Financial Unit Display – Organization

Financial Unit Display – Reporting

Financial Sub Unit Display – Organization

Financial Sub Unit Display – Reporting

Program Display - Organization

Program Display - Reporting

Cost Center Display – Organization

Cost Center Display – Reporting

Category 1

Wage Type Category Level 1

Category 2

Wage Type Category Level 2

Category 3

Wage Type Display

Category 4

Commitment Item Display

 

Cautions

General/Tool

  • You MUST be logged into the BI VPN - zonevpn.itap.purdue.edu/BI. If you are not, you will get the error message shown below.

Data

  • There are a limited number of years’ worth of data included in this dataset, Fiscal Year 2019 - present at initial population.
  • Fields with “Organization” (i.e. Business Area Display – Organization) are from the perspective of the Department’s cost center hierarchy. Use these fields to view data based on the employees in a department.
  • Fields with “Reporting” (i.e. Financial Unit Display – Reporting) are from the perspective of the Parent Funded Program’s cost center hierarchy. Use these fields to view data based on the account charged.
  • Funded Program attributes are primarily from the Parent Funded Program perspective.

Sharing Files with Others

You can share your spreadsheet with individuals who do not have the software on their machines, but they will be unable to make any changes to the file.  The below error will display if they try to make a change.

sharing file

Validation Sources

The Statement of Payroll Charge standard report can be used to validate transaction with a Source of Pay_Charge.  The Statement of Payroll Charge standard report “Compensation Transaction NOT included in Statement of Payroll Charge – EXCEL” to validate transactions with a Source of FM.

Any of the SFA version can be used to validate at a commitment item level when using fields containing  “Reporting” for the account that was charged.  Pay close attention to notes on filters in the header of the SFA reports to ensure you are filtering on the same items.

Refreshing your Data

Select the Data menu ribbon (or Analyze menu ribbon), and then click Refresh or Refresh All to refresh all pivot tables. As with regular pivot tables, you can also right click the pivot table and select Refresh Data.

refreshing data 1

OR

refreshing data 2

Unhook your file from the Data Source so that it doesn’t update

If you have created a dataset and don’t want the numbers to be updated, you can remove the link to the dataset.  Click the Data menu item, then select Connections.  Highlight the connection and click Remove.  You will get a warning dialog box.  Click OK.

unhook

Troubleshooting

VPN

You MUST be logged into the BI VPN - zonevpn.itap.purdue.edu/BI.  If you are not, you will get the error message shown below.connection failed

Refresh Error

In some cases, the error shown below is received when trying to refresh data.  After the error, click Refresh Data again, and it will work.

refresh error

Setting up the initial connection: 

After installing the SAP HANA Client Software and getting access to the BI VPN, please do the following:

1. Connect to the BI VPN via the Cisco AnyConnect program using the URL below. Your BoilerKey will be required to log on.BI VPN

2. Once connected to the BI VPN, open Excel.

  • For Office 365, using the search feature at the top of the spreadsheet, search for ‘Data Connection Wizard’.  Select “From Data Connection Wizard (Legacy)” from the search result. 

office 365 search

  office 365 data connection

  • For other versions of Excel (2007, 2010, 2013 or 2016), on the Data tab in the Ribbon, click “From Other Sources”. In the drop down menu that appears, click “From Data Connection Wizard”.

from other sources

3. In the Data Connection Wizard, choose “Other/Advanced” and click Next.                                     other advanced

4. In the Data Link Properties window, on the Provider tab, choose “SAP HANA MDX Provider” and click Next. Note: if you do not see this option, the Excel for HANA add-on was not properly installed on your machine. Check with your local IT department for help with installation.                               hana mdx

5. Complete the fields on the Connection tab with the information below. Note that you do not need to fill in the User and Password fields unless instructed. Copy and paste the URL below into the Host field and complete the other fields as pictured.

pubip1.epilabs.purdue.edudata link properties

Click the “Test Connection” button. If the popup that appears says “Test Connection Succeeded”, you may click OK to proceed to the next step. If you get any other message after clicking “Test Connection”, please contact the Treasury Reporting team at treasreporting@purdue.edu for assistance.

NOTE: If you are a Regional user (and have not previously created a successful connection), your account will require additional setup. Please contact treasreporting@purdue.edu for assistance.

  1. In the Select Database window that appears, ensure that the SFA_SIMPLIFIED_DATASET is selected and click Next.

SFA connect selection

  1. On the next screen, click Finish.

save data connect - sfa

  1. In the Import Data window, ensure that PivotTable Report is selected and click OK.

pivot table

Congratulations! You now have an active connection to the SFA Simplified Dataset.

To reconnect after setting up the initial connection:

On the Data tab, click “Existing Connections”.existing connect

Select the SFA Simplified Dataset from the list of available connections and click Open.existing connect sfa

Choose where you would like your Pivot to be located (Existing or New worksheet) and click OK.pivot table

In order to make financial data more accessible to business users, a new Excel on HANA tool is being implemented.  This tool allows users to drag and drop fields directly into an Excel pivot table.  The tool uses the SFA Simplified Dataset as its data source.  Like the SFA Simplified Dataset and other Boiler Insight stars, the data is updated nightly.

Pre-requisites & System set up

In order for users to have access to the tool, they must follow the steps below.

  1. If the user has never used Excel Pivot Tables, they must take an online course to familiarize themselves with the tool. See LinkedIn Learning for Excel Pivot Table training opportunities.
  2. Request access to the BI VPN.
  3. Ensure the software has been pushed to your machine. Data related questions contact FP&A at TreasReporting@purdue.edu and software questions contact BICC@purdue.edu.
  4. Refer to the SFA/XL Connection Guide to set up your initial connection.

Data Concepts

The tool uses the SFA Simplified Dataset as its source.  In general, you will see some new terms added to field names.  Below is information that may help in understanding how these terms are used.

Posting – This indicates where the real posting in SAP/S4 occurred.  More commonly, in fiscal years prior to 2019, these could be different from the Reporting fields.  This term is used with Funded Program and Cost Center Hierarchy.

Reporting – This term refers to who owns the master data element, not necessarily where the posting happened in SAP/S4.  This term is used with Parent Funded Program and Cost Center Hierarchy.

Trend – This field indicates that logic has been added to postings prior to fiscal year 2019 to help align postings with the new master data elements implemented in 2019 for trend purposes.

A best practice would be to stay consistent with these fields within your view, i.e. if you are using Reporting fields, always use reporting fields, don’t combine Reporting with Posting.  Or, if you are looking at multiple years, use Trend fields consistently.

Hierarchical Fields

Some fields are available in both a hierarchical field and also as a stand-alone field.  You should be aware of which you are choosing, as they act differently within the pivot table and filters.

Hierarchical

Commitment Item – contains all levels from Category 0 to Commitment Item.

Cost Center Posting—contains all levels from Company to Cost Center from a Posting point of view

Cost Center Reporting - contains all levels from Company to Cost Center from a Reporting point of view

 

Stand Alone

Campus Display – Posting

Campus Display – Reporting

Segment – Posting

Segment - Reporting

Business Area Display Posting

Business Area Display – Reporting

Financial Unit Display – Posting

Financial Unit Display – Reporting

Financial Sub Unit Display – Posting

Financial Sib Unit Display – Reporting

Program Display – Posting

Program Display - Reporting

Cost Center Display – Posting

Cost Center Display – Reporting

Category 0

Category 1

Category 2

Category 3

Category 4

Commitment Item Display

Cautions

General/Tool

  • You MUST be logged into the BI VPN. If you are not, you will get the error message shown below.

Calculating Balances

To get the available balance for a period in the middle of a fiscal year, Fiscal Period must be <=, not just =.  You cannot just put the periods as columns and use the Available Balance fact to get balance trends.  The fact does not work in this manner as it is not a cumulative balance when periods are displayed.  However, you may be able to use Excel to create a running total.  To do this, use the Value Field Settings and on the Show Values As tab, select Running Total In and select the Fiscal Period.

calculating balances 

Data

  • There are a limited number of years’ worth of data included in this dataset, i.e. 2017 – present at initial population. Each year a new Fiscal Year begins the oldest Fiscal Year will be dropped.
  • The dataset contains enhancement data which are added rows of data that are not contained in SAP. You can identify enhancement data by using the Report Display field.  Enhancement values might be FPA Enhancements – Align with Old Trend Report, FPA Enhancements – New Process Internal Grant, FPA Enhancements – New Process Others or FPA Enhancements – FY 19 Temp Fix
  • Funded Program attributes are primarily from the Parent Funded Program perspective.
  • Transactions may roll up to the Parent for reporting, but the real transaction can be on a different Fund or Funds Center IN ERROR. Examples would be Work Orders or bad master data set up.  Posting fields can help identify these issues.
  • Funds Center hierarchy on Enhancement data are only populated down to the Financial Unit level. The lower level fields will be populated with N/A or 0 so there are not null values.
  • Historical Cost Centers at a system level are only mapped to the Financial Unit level.

Sharing Files with Others

You can share your spreadsheet with individuals who do not have the software on their machines, but they will be unable to make any changes to the file.

sharing file

Validation Sources

Any SFA version can be used as a source for validation.  Pay close attention to notes on filters in the header of the reports to ensure you are filtering on the same items.

Refreshing your Data

Select the Data menu ribbon (or Analyze menu ribbon), and then click Refresh or Refresh All to refresh all pivot tables. As with regular pivot tables, you can also right click the pivot table and select Refresh Data.

refreshing data 1

OR

 refreshing data 2

Unhook your file from the Data Source so that it doesn’t update

If you have created a dataset and don’t want the numbers to be updated, you can remove the link to the dataset.  Click the Data menu item, then select Connections.  Highlight the connection and click Remove.  You will get a warning dialog box.  Click OK.

unhook

Troubleshooting

VPN

You MUST be logged into the BI VPN.  If you are not, you will get the error message shown below.

connection failed

Error when filtering

  1. You can have a seemingly endless number of only SINGLE-select filters.
  2. You can have a seemingly endless number of only MULTI-select filters.
  3. If you have a SINGLE-select filter, you can have a seemingly limitless number of additional MULTI-select filters.
  4. However, if you have a MULTI-select filter, you can have NO MORE than two additional SINGLE-select filters.

filtering error

Drill Down Error

Excel throws an error when drilling-down at any level for values that contain a COMMA.

drill down error

Refresh Error

In some cases, the error shown below is received when trying to refresh data.  After the error, click Refresh Data again, and it will work.

refresh error

Wed, 25 May 2022 06:40:00 -0500 en text/html https://www.purdue.edu/bicc/tools/hana/support.php
Killexams : Cisco Systems (CSCO) Dips More Than Broader Markets: What You Should Know

In the latest trading session, Cisco Systems (CSCO) closed at $44.92, marking a -0.8% move from the previous day. This change lagged the S&P 500's 0.67% loss on the day. At the same time, the Dow lost 1.23%, and the tech-heavy Nasdaq lost 0.05%.

Heading into today, shares of the seller of routers, switches, software and services had gained 6.29% over the past month, lagging the Computer and Technology sector's gain of 9.67% and the S&P 500's gain of 7.79% in that time.

Cisco Systems will be looking to display strength as it nears its next earnings release, which is expected to be August 17, 2022. On that day, Cisco Systems is projected to report earnings of $0.82 per share, which would represent a year-over-year decline of 2.38%. Meanwhile, the Zacks Consensus Estimate for revenue is projecting net sales of $12.75 billion, down 2.85% from the year-ago period.

Any accurate changes to analyst estimates for Cisco Systems should also be noted by investors. accurate revisions tend to reflect the latest near-term business trends. As a result, we can interpret positive estimate revisions as a good sign for the company's business outlook.

Based on our research, we believe these estimate revisions are directly related to near-team stock moves. To benefit from this, we have developed the Zacks Rank, a proprietary model which takes these estimate changes into account and provides an actionable rating system.

The Zacks Rank system, which ranges from #1 (Strong Buy) to #5 (Strong Sell), has an impressive outside-audited track record of outperformance, with #1 stocks generating an average annual return of +25% since 1988. Within the past 30 days, our consensus EPS projection has moved 0.89% lower. Cisco Systems is currently sporting a Zacks Rank of #3 (Hold).

Investors should also note Cisco Systems's current valuation metrics, including its Forward P/E ratio of 12.83. For comparison, its industry has an average Forward P/E of 16.47, which means Cisco Systems is trading at a discount to the group.

Meanwhile, CSCO's PEG ratio is currently 1.97. This metric is used similarly to the famous P/E ratio, but the PEG ratio also takes into account the stock's expected earnings growth rate. Computer - Networking stocks are, on average, holding a PEG ratio of 1.97 based on yesterday's closing prices.

The Computer - Networking industry is part of the Computer and Technology sector. This industry currently has a Zacks Industry Rank of 44, which puts it in the top 18% of all 250+ industries.

The Zacks Industry Rank gauges the strength of our industry groups by measuring the average Zacks Rank of the individual stocks within the groups. Our research shows that the top 50% rated industries outperform the bottom half by a factor of 2 to 1.

To follow CSCO in the coming trading sessions, be sure to utilize Zacks.com.


Want the latest recommendations from Zacks Investment Research? Today, you can download 7 Best Stocks for the Next 30 Days. Click to get this free report
 
Cisco Systems, Inc. (CSCO) : Free Stock Analysis Report
 
To read this article on Zacks.com click here.

Wed, 03 Aug 2022 03:52:00 -0500 en-US text/html https://finance.yahoo.com/news/cisco-systems-csco-dips-more-214509342.html
Killexams : Cisco Systems (CSCO) Gains But Lags Market: What You Should Know

In the latest trading session, Cisco Systems (CSCO) closed at $44.64, marking a +1.85% move from the previous day. This move lagged the S&P 500's daily gain of 2.62%. Meanwhile, the Dow gained 1.37%, and the Nasdaq, a tech-heavy index, added 0.05%.

Coming into today, shares of the seller of routers, switches, software and services had gained 1.79% in the past month. In that same time, the Computer and Technology sector lost 3.46%, while the S&P 500 gained 0.24%.

Wall Street will be looking for positivity from Cisco Systems as it approaches its next earnings report date. This is expected to be August 17, 2022. On that day, Cisco Systems is projected to report earnings of $0.82 per share, which would represent a year-over-year decline of 2.38%. Meanwhile, our latest consensus estimate is calling for revenue of $12.75 billion, down 2.85% from the prior-year quarter.

CSCO's full-year Zacks Consensus Estimates are calling for earnings of $3.35 per share and revenue of $51.21 billion. These results would represent year-over-year changes of +4.04% and +2.79%, respectively.

Any accurate changes to analyst estimates for Cisco Systems should also be noted by investors. accurate revisions tend to reflect the latest near-term business trends. With this in mind, we can consider positive estimate revisions a sign of optimism about the company's business outlook.

Our research shows that these estimate changes are directly correlated with near-term stock prices. Investors can capitalize on this by using the Zacks Rank. This model considers these estimate changes and provides a simple, actionable rating system.

Ranging from #1 (Strong Buy) to #5 (Strong Sell), the Zacks Rank system has a proven, outside-audited track record of outperformance, with #1 stocks returning an average of +25% annually since 1988. Within the past 30 days, our consensus EPS projection has moved 0.03% higher. Cisco Systems is holding a Zacks Rank of #3 (Hold) right now.

In terms of valuation, Cisco Systems is currently trading at a Forward P/E ratio of 13.07. For comparison, its industry has an average Forward P/E of 15.08, which means Cisco Systems is trading at a discount to the group.

Investors should also note that CSCO has a PEG ratio of 2.01 right now. This popular metric is similar to the widely-known P/E ratio, with the difference being that the PEG ratio also takes into account the company's expected earnings growth rate. Computer - Networking stocks are, on average, holding a PEG ratio of 2.01 based on yesterday's closing prices.

The Computer - Networking industry is part of the Computer and Technology sector. This industry currently has a Zacks Industry Rank of 90, which puts it in the top 36% of all 250+ industries.

The Zacks Industry Rank gauges the strength of our industry groups by measuring the average Zacks Rank of the individual stocks within the groups. Our research shows that the top 50% rated industries outperform the bottom half by a factor of 2 to 1.

Be sure to follow all of these stock-moving metrics, and many more, on Zacks.com.


Want the latest recommendations from Zacks Investment Research? Today, you can download 7 Best Stocks for the Next 30 Days. Click to get this free report
 
Cisco Systems, Inc. (CSCO) : Free Stock Analysis Report
 
To read this article on Zacks.com click here.

Wed, 27 Jul 2022 14:09:00 -0500 en-US text/html https://finance.yahoo.com/news/cisco-systems-csco-gains-lags-214509229.html
Killexams : City Football Group's 'smart scarf' takes fandom into future with pulse-measuring matchday accessory

Just when you thought the football scarf had reached its final stage of evolution with the high resolution, 22-colour imagery made possible by the introduction of the 12-gauge automatic knitting machine, Manchester City have gone and pushed the humble matchday accessory right into the digital age.

Indeed, City are working on the development of the world's first "smart scarf" that will, among other state-of-the-art functions, be able to track the wearer's physiological reactions during games. The project is a collaboration between the reigning Premier League champions and Cisco, the enormous global technology conglomerate based in California. Cisco also just so happen to be the current official tech partners of the City Football Group.

"The idea for this project came from looking at the level of performance data that takes place for elite players. So we thought, why wouldn't we do the equivalent for the fans who fuel the sport?" says Chintan Patel, Chief Technology Officer at Cisco for UK and Ireland.

To the untrained eye, the "Connected Scarf" appears to be a regular football scarf. However, the striped woven garment comes embedded with a biosensor that monitors fans' vitals during any given passage of play.

Those data points will tell us how fans are feeling at different moments, from anger and relief, to joy and disappointment. "Someone scoring a goal might be the highlight for one fan, but for another person it might be the save the goalkeeper makes or the clash that two players have. So there's a lot that can potentially come out of this," says Patel on the nuances within a macro-level approach to this data.

"The scarf helps us study the passion that fans have, and ultimately, what can the fans get from it in terms of their own behavior? We're really eager to look at what those impactful moments will be and demonstrate to fans their connection with the club."

Every inch-perfect Kevin De Bruyne through-ball, and every ruthless Erling Haaland finish -- all of it will be logged in biometric form and reduced to numeric spikes and industry-leading sweat telemetry.

According to Reuters, the smart scarf is still at the pilot stage of its development and is unlikely to be commercially available to Man City fans until next season (2023-24) at the earliest. Before then, the team intend to distribute a small number among select fans of Man City and MLS franchise New York City FC, who are also part of the City Football Group, in order to undergo a series of live test events.

The idea of the scarf, at least as far as the accompanying press release is concerned, is to form an even closer unity between a football club and their fans -- presumably by collecting and collating their biometric data.

Quite what the club intend to do with all the bio-info after the game is unknown, though the data will be anonymised without looking at specific individuals, according to Cisco.

As to whether or not the smart scarf itself would be able to stand up to a full wash cycle at 30 degrees after being steadily infused with the wearer's neck sweat for several home matches in a row, the scarf can be washed but the micro board and the inside weights (which ensure the sensor conducts the skin effectively) would be removed and reapplied once the scarf is cleaned and dried.

Two simple but entirely legitimate queries in their own right -- both of which we might suspect will need further answers when the scarf is released to the general public.

"Over the next couple of years we'll see tens of billions of more things connected to the internet, and our question is, why not the scarf?" says Patel.

Tue, 02 Aug 2022 08:35:00 -0500 en text/html https://global.espn.com/football/blog-the-toe-poke/story/4710699/city-football-groups-smart-scarf-takes-fandom-into-future-with-pulse-measuring-matchday-accessory
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