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There was some discrepancies as to the original work requested. It's described in the staff report. But I'd like to introduce this staff report into the record and invite the team to present their case. And just let me know of a page number that you'd like me to jump to. I'm happy to do that. Great. Thanks so much, Carla. If it's our turn to go, I'll try to make this as efficient as we can. I know it's been a long meeting. Good afternoon, Mr. Chair and members of the commission. I'm Jamie Schwether with Parker Poet through in Fayetteville Street here on behalf of the applicants. We'd like to thank Carla and staff for working with us to get back before the commission. And we're here today requesting that the commission find our amended application consistent with the historic character and qualities of the historic landmark property as outlined by UDO 3.17 and 0.5 B5. UDO establishes the approval criteria for certificates of appropriateness for historic landmarks. And the commission is to take into account the historic architectural significance of the structure and the exterior form and appearance of any proposed additions or modifications such that it's in accordance with the principles and design review criteria adopted for historic landmarks. We do have several people here to speak and we'll try to be as efficient as we can. And before we touch on those three points, I'd like to turn it over to Welch Lyles with Asana to just make a few remarks about the intentions for this building. Thanks, Jamie. As we presented to many of you during the original COA hearing and presentation in 2020 for the now complete improvements, our intention has been and still remains to really be to preserve this building and the distinguished architecture features there mostly with the masonry detailing. But at the same time, we're working to activate Main Street and create a welcoming experience to retailers and their patrons. And this activation included the new openings and walkways that are in question and the preserving the arched openings and the masonry detail to more closely resemble what they were in 1904. While at the same time navigating the difficulties created by changes from improvements made in the 1980s and kind of the unknowns and up for scenes from removals of those improvements. So it was our understanding that the work we did was covered previously by the approved COAs. But we understand now that was not the case. The brick and sills that were removed and are in question today have been hidden from view for nearly 40 years by those 1980 improvements and leveling these openings to align with the entryway terraced and assist with accessibility was implied but the removal of those specific features was not fully identified and realized at the time. So we just wanted to provide some background on that and really apologize for that confusion and misunderstanding that's kind of brought us back here this afternoon. And we really have appreciated staff's guidance and help as we've attempted to kind of work through this and work through viable options to preserve all the original masonry. So with that being said, I'll turn it back over to Jamie and the rest of our team to really kind of get into the details. Thanks Welch. Let's do that at this time. I'd like to call first on Jason Gable followed by Marcus Ackerson to address the three relevant criteria that Carla has outlined in staff report. Jason? Good afternoon commissioners and Carla. I'm Jason Gable, local architect had a very good fortune of working on historic buildings in Durham since 1996 when I first started on West Village. So I have lots of experience working with SHPO and the National Park Service to rehabilitate these grand old heritage buildings. Brightleaf is no exception. In fact, it's at the top of my list. My mentor in this profession is Eddie Bell whom most of you must know and he was the architect on Brightleaf Square for the 1980 intervention when it was the very first ever tax credit project in the state of North Carolina. So this building and its rehabilitation is very important to me personally. We made the interventions that Welch referenced in 2020 to improve the accessibility along the North building which was only accessible, tenants on the ground floor were only accessible from the courtyard side of the building. So from the south side of the building. So on the main street side of the building we wanted to improve that condition and the design solution was to create an accessible path parallel to the facade of the building, parallel to the right way and to lift it up from the sidewalk about halfway between the sidewalk and the finished floor elevation. And in doing that, that was by our estimation the minimal extent to which we could get into the building in an accessible manner. There's just limited space between the right way and the side of the building. So this, the plinth as we referred to it along the path of the building helped us navigate and provide each bay of the building, four bays of the building and thus all of the tenant spaces on the ground floor of the building accessibility from the main street sidewalk. There are various diagrams in this application that I'm sure you've seen that allows us to do that. So the three main criteria that we were focusing on were under the general criteria about doing the minimum extent necessary to achieve the code required accessibility. So in our estimation, we did that. That leeway provided by the criteria is pretty general when it says minimal extent necessary, but it does not say that we can't remove anything or touch anything in order to achieve those things. It just says do it to the minimal extent possible. And we believe that we have done that. The second criteria that we were definitely cognizant of were the doors and doorways criteria, where we were maintaining all the doorways and door openings in their current location design shape along the facade there. We didn't move any of those. We didn't touch any of them there. Still rectangles with arched tops. And we have rerevealed those to closely resemble what they were in 1904, as Welch mentioned. The interventions from the 1980s were monolithic steps, tall guardrails, canopies that are now gone and now we can see what the building looked like in 1904. Sills is not one of the protected things by the criteria. It's not mentioned in the criteria. And similarly, the proportion is also not one of the protected criteria. So we have maintained them in their design shape location. We thought we touched them as lightly as possible to access the interior spaces. The third criteria is about exterior walls, trims and foundations. And to that effect, there's several there, but all the historic materials maintain its brick. It was only brick, it's still only brick. There's no new materials, no replacement materials, no infill materials. There's no new architectural details introduced that weren't already there. Thank you, Mr. Gable for summarizing how the criteria in A and E on the staff report, page four are satisfied. I'd like to next turn to Mr. Ackerson to briefly sum up the very last criteria addressed and using the slide on the screen or page 11 on the staff report as it suits. Great, thanks, Jamie. I hope you guys can hear me. Marcus Ackerson, I'm an architect with Little. I have a studio principal here for the workplace group which does keep all the historic preservation and the adaptive reuse among a series of other market sectors. I have a master's in architecture and have been working since 1994, don't do the math. I did wanna sort of point out that the original plan was to reuse those bricks. We had an idea to maintain that character and reuse it but it should be noted that we did actually bring it to the group's attention that they were just not possible. They were deteriorating, they're very soft. So we were able to take them and reuse them inside as an artistic and historic display. I think we have some of those images on page 23 of this report. Our plan all along was to retain that historic character. I think as everyone in this call loves this building, loves how it fits into the character of the town. And so with that, I think we really just wanted to add that flavor and that intent to do, I think what's required. So Jamie, I'll turn it back over to you. Thank you, Ms. Jackson. So based on these facts, this application is consistent with historic character and qualities of the original warehouses and the required changes are in harmony with the historic character aside to this, the reasons for its initial designation. The testimony you received establishes the proposed changes are appropriate given the architectural significance of the structure and the realities of modern ADA requirements and disintegration of the brick, which was not anticipated in full. It also supports that the exterior appearance of modifications is very similar to the original and the alterations were minimal. Finally, as the staff report notes, the essential form of the overall structure was not impaired by the slight modifications. And thus we respectfully request that the commission approve the proposed COA as amended. And thank you very much for your time. We're available to answer any questions. Thank you to everybody who has spoken in support of the application. Fellow commissioners, questions for the applicant? Seeing no hands raised and hearing no questions, I'll ask if there is anyone present who intends to speak in opposition to the application, seeing and hearing from nobody, I will close the public hearing and open the floor for discussion amongst the commissioners. Is there anyone who would like to kick us off? Commissioner Gould, it's a bit of a hard one because as much as we have talked about important buildings in the districts this morning and being very particular about the amount of paraphernalia taken off of a building today, this is kind of hard to me. The openings in the basement were maybe larger so the portions did change, but we're also kind of left with they were already done so this is what we have. Yeah, I don't know if I have much to say but I think it's a hard one for me right now. And I do believe this group has made the building more accessible so I appreciate that and I appreciate the work that the design's gone into it. I've asked brightly often and so I appreciate what you've done to make it more accessible for all people but wish we would add this kind of understood more in the original proposal. Thank you, Vice Chair Gouldsby. I share a lot of the sentiments and I think sort of playing off them question for Carla. What would be the consequence of not approving this application at this point? I mean, the work has been done. Some might say the damage has been done. So what is the consequence if this commission elects not to approve the COA? Well, the without, you know, COA approval will be considered in violation and therefore would need to be restored to what its original condition was but if materials are missing, then there could be, obviously we still have the brick but you know, if sills are missing, for instance, you would need to reconstruct or restore what was original and which has implications for the overall design. I was just gonna say which has implications for the overall design and whether should do so would fit in with what has already been constructed around it. I was gonna ask, I think there were some images of other projects where we've made larger openings in windows for doorways. I wonder if you can pull those up and let me just kind of absorb that a little bit more. So for instance, the first major COA that came where they extended doorways into, I'm sorry, windows into a doorway. I don't know if I included that because you had already seen it. I only included the COAs that you hadn't seen. Yeah, actually it was the one, it was an image you just had, I think COA page 10, 2004. So if you're on set now, maybe three or four down. Okay. I think page 22 might be what you're referencing, some similar buildings in the area. Yep. Yeah. Thank you, Mr. Lawson. Yeah, those are other. One back, Carl, 22, thank you. I just wanna remind myself what we've looked at in the past in terms of making some of these openings bigger. So these we didn't, these are not changing, right? These were part of a previous project, like early in the 1980 project, but were not touched during the most recent COAs under little. Well, these are actually different buildings, but of similar construction and architecture throughout the neighborhood. They just kind of give that precedent and show similar conditions where that floor and sill have been lowered. Well, those are other Durham historic tax credit projects in which existing exterior doorways were modified in a very, very similar manner. Let me reopen the public hearing for the purpose of getting some clarity on this. Were these openings lowered for accessibility reasons? They were lowered to make, yeah, exterior conditions with interior conditions. This commission goes to Matt. I'm familiar with the one, most familiar with the one on the right, the Venable Building. That's an egress stair that's on Pettigar Street. That's correct. No, the ones in the middle are American tobacco rebuilding and the ones on the left are West Village, phase two. And just to follow up on Vice Chair Ghoulsby's point, we understand that they're the discomfort and that this has already occurred and just would submit to the commission that of course there are things that happen in the field that require immediate reaction and try to modification. And then when you're trying to marry the goal of ADA accessibility with the overall intent, this commission is charged with, which is preserving historic buildings to the great extent possible. Our ultimate goal is trying to keep this tax credit, to keep this building in the majority of intact, as best we can, while modernizing it for those accessibility reasons. And I think Welch really outlined the circumstances that make it kind of an unfortunate turn of events as to what the understanding was. But the overall goal is still there, which is to preserve the structure as you see it and allow for those modernization areas to take place. Of course the bricks can't be replaced because they've been disintegrated, but we believe that the artistic kind of repurposing of them is the best restoration or best possible scenario in this case and just would respectfully request that we're able to reach a solution here today that allows us to go forward, keeping that designation and keeping the overall intent and purpose of the commission, which is to see projects like this succeed and be accessible to everyone. Thank you for that. I will go ahead and re-close the public hearing to resume the discussion amongst the commissioners. I mean, Andy, would it be fair to say that what your experience is with the Venable Building might create a precedent? Let me put it this way. If the applicant had come to us before making these changes, could a persuasive argument be made that the modifications to the Venable Building serve as a precedent that might justify what was being requested? I do. In my eye, I do. One thing that comes to mind too is just the increased accessibility to this building and hopefully seeing more people interact with this building than I've seen in the past. So I'm hoping opening up with ramps and the new stairways and things like that, but they've opened it up to Main Street in such a way that there'll be some more activity and people really engaging with this building. So increasing the accessibility, I think has precedent here. I think, yes, the other openings around town have precedent. If we were to do this again, we probably would have stressed out a little bit more and tried to figure out, could the sidewalk be raised a little bit more to preserve the integrity or lots of ways that conversation could have gone, but here we stand today. So I do think there's precedent. I do think for the openings and increasing accessibility. I appreciate that and I really do. Yes, I agree with Andy. This is tough and we have to see this as if they're coming to us for the first time and that's kind of the way we have to review the application. But the examples are good because it does show us some of the, I hate to say trends, but how these buildings are being adapted for new use downtown as we grow and become more vibrant and alive as a community and the buildings are used in a different way. And just a side note from what I understand, if the examples of other altered openings are federal tax credit projects, I hear that our North Carolina person is tough. She does not, she's not easy when it comes to approving tax credit projects, especially these huge warehouses. So if she approved it, I trust it. But I mean, but that's neither here nor there. That's not for, that's not our purview. But it's unfortunate that we're having to review this afterwards, but I think the examples help me a lot deal with the alterations after the fact. And I'm inclined to vote in favor of the application. All those thoughts are extremely helpful. Commissioner Johnson, thank you. Commissioner Calhoun and Hamilton, any thoughts? Yes, I am the one that needs accessibility. I have to applaud what they have done. Sorry, it's retroactive, but I have used those doors and I appreciate very much what has been said. So I'm in favor of the project. And you say the bricks, which is great. And I would love to see what's going to be built on the inside of the building. Using those bricks, what that might look like. All in all, it's something that has to be done. It's ADA, I use it with this. Yeah, I mean, Commissioner Hamilton here. I mean, life safety is always going to trump historic preservation from a hierarchy. And I mean, ADA egress and all is part of that. So, I mean, yeah, I wish we'd had a better understanding last time around, but I understand, you know, I've had enough grading experience with ADA ramps to know that doesn't always work the way you think it's going to. And surveys are not always, you know, right to the 10th of an inch that matters on ADA ramps.  And, you know, I agree with everything Ms. Calhoun just said. So. So, Matt, Commissioner Goldby, you know, I'm kind of hearing that we're leaning toward in favor of this proposal. And I kind of want to ask this question, but didn't know where our discussion would go. I'm wondering if you would reopen the hearing so I can understand the existing bricks don't work because there are softness and they're going to be used elsewhere. So what will go in place? I don't know if I'm missing it in the submission or what, but what will go in its place? Another steel plate or, you know, what's the proposal? Certainly reopen the public. Well, let me have Carla see if she wants to take a stab at see if we need to reopen the public hearing. Well, I was just, it's for clarification. This would be if they were to reconstruct in the future, like part of the reversibility criterion in the general. Is that what you're asking, Andy? No, just, you know, since the bricks can't be used as a seal here, as a threshold. Well, the threshold was originally steel. Yeah, so the sill, yeah. Basically there was a sill plate that sat over the bricks and the sills were removed as well as eight rows of brick and then these jams here were extended down. So we're not missing any material from the jams. Those were extended. The sills are missing and then the brick, they're going to be used on an interior, have been used on an interior installation. So they're no longer under HPC jurisdiction. So the question, I guess I'm wondering if you're getting at, if this scenario were to be reversed in the future for the criteria, could brick be put in its place or what would be put in its place? Yeah, so I am asking a different question, but let's go ahead and get that one answered too, of just what's the retroactive, you know, someone buys the building one day and decided they want to rip out all the concrete and put the windows back. You know, what's the answer there? All right, let's go ahead and reopen the public hearing for an answer to that question. Yeah, this is Jason Gable. The local criteria allow for infill material and it describes how to do it and see if I have that. Here it's in the exterior walls trim criteria and it talks about select replacement cladding and trim, et cetera, et cetera, and select replacement masonry in order to match the historic material strength type. So if it were to go back, it would be replacement masonry, but following that criteria. Well, and just to add to that, so the masonry that is being preserved inside the building could also then be put back in place on the exterior of the building. And it's in a condition that it could probably be maintained in that kind of vertical condition where we ran into issues was, you know, trying to put it back in a horizontal, kind of like a paver condition, in which case it was too much wear and tear. The one minor area that had been done as part of the original COA is already showing a lot of wear and tear and we're working through ways to how to seal that and permanently protect it. And so I think that answers your first question, Mr. Goldsby. Yeah, and also just to further that, it's also important the mortar that you would use to go alongside that, when you were proposing the horizontal setting, that was gonna be dry set and so didn't use a mortar at all. But if you were to put it back in a wall, you'd need to use a mortar and it would need to be a soft mortar. I'm curious about what mortar you used here because I see it is a slightly different color. I'm wondering if you used cement here, like Portland cement, or if you used a soft mortar, but it would need to be soft. Sure. And then obviously, like this extra material could be removed. Stairs would be removed, you'd use a salvage brick to build back up the eight rows that were removed. Then the sills, there is photographic evidence of them, but they could be replaced with something else and weren't visually impactful anyway. And there's still eight sills on site that could be used as a model and a restoration. Yeah, one of the sills on Main Street was already missing. The one at the former satisfaction's entrance, satisfaction's restaurant. There are 12 more still on campus. They're all buried by great changes, but they're still there. Okay. And then my question was, it was now the current threshold here. Is it just concrete steps going up and then comes to a slab at the storefront or beyond? That's right. So it's just concrete and then the steel sill extensions that you can see on the right and left-hand side of those concrete stairs. And that ties into the existing concrete slab at the interiors. Okay. Thank you. Yeah, the existing slabs of this north building on the ground floor or the existing floors were concrete. Many of these tobacco warehouses around the ground floors were crawl space and they were heavy timber, but in this building they were already concrete. Okay. I don't have any more questions. Thank you all. Thank you. Thanks. Any other commissioner discussion? If not, I would like to request a staff recommendation. Staff would recommend approval of the application. Thank you, Carla. I will entertain a motion. Commissioner Hamilton, I'll supply the motion. Just give me one second to get to the right page. The Durham Historic Preservation Commission finds that in the case COA<PHONE_NUMBER> West Main Street modifications amendment, the applicant is proposing modifications to landmark property. The applicant has lowered the threshold of four original door openings from their original loading dock height by removing eight rows of brick from the base of each opening. Steel fills have been removed and jam guards extended to the new doorway height. Bricks salvaged from the door expansions will be used in an interior art installation. Therefore, the conclusion of law is that the proposed addition and alterations are consistent with the historic character and qualities of the historic district and are consistent with the historic properties, local review criteria, specifically those listed in the staff report. And the Durham Historic Preservation Commission approves the certificate of appropriateness for case COA<PHONE_NUMBER> West Main Street modifications amendment with the following conditions. The improvements shall be substantially consistent with the plans and testimony presented to the commission at this commission hearing and attached to the COA. The improvements may require additional approvals from other city or county departments or state or local agencies. The applicant is responsible for obtaining all required approvals relating to building construction, site work and working the right way and a compliance inspection shall be performed immediately upon completion of the work approved herein. Second. Thank you. Commissioner Johnson, roll call vote please. Airbuschard. Approved. Vice Chair Golsby. Commissioner Hamilton. Approved. Commissioner Johnson. Approved. Commissioner Calhoun. Approved. Motion passes five to zero. Thank you all very much for your time today. Thank you very much. Appreciate everyone's time. And we are going to segue to old business. That was our last case today. Carla, great job letting us know last month that this would be a heavy lift this month that certainly turned out to be the case. And thank you all for being here really. How do things look for June? And then let's have a discussion about which day we're going to hold for June. We have at least three cases for June, some big like new construction projects. So I don't think it, I doubt it will go past noon. Okay. Well, you all might recall, we had a conversation under new business last month due to a arbitration proceeding I was scheduled to have the first week of June. We were going to shift the hearing into the second week of June. We probably should keep that plan in place even though my case, that's actually cases plural have settled as of 5 p.m. yesterday. So I am now available the first week of June, but Carla's been communicating with the applicants and communicating that second Tuesday, excuse me, of June. So we would need to put that to a vote to make change. But it would, I think be my recommendation since we have already tentatively scheduled in the second Tuesday of June that we keep that date and not go back to our normal date. Is there anyone who wouldn't be able to? I would not be able to join. I'm going to be, I've made some other arrangements. I'm sorry, Angie, you would be able to make, I'll turn the room. I would not be able to do the first week. Okay. So second week it is. Let's go ahead and put it to a vote. Claire Combs. All right, Chair Bouchard. Yes. Vice Chair Gulsby. Yes. Commissioner Hamilton. Yes. Commissioner Johnson. Yes. Commissioner Calhoun. Yes. Back to zero. Fantastic. Next meeting, June 14, 2022. New business. Amanda status of the next minor COA report. Well, we provided after this meeting. Excellent. Any comments from any commissioners on the previously received COA report? Minor COA report. Item B, a new business. Discussion of fall newsletter. Do we want to defer this since we're a little short here? Yeah, I only brought it up to put it on the radar if anybody is interested in doing layout and or what do you call it? The text copy then please let us know maybe at the next, I'll send out an email as well but we would love to have some volunteers to do that. And we typically put out in September so we'd be looking to have a final draft for commission review in August. So a first draft would be nice in June or July. Yeah, we're coming up on it, no doubt. So good to get it on the radar. What topics I guess we can discuss next month but I mean the topics for the copy are we should probably get that. Exactly, Katie. Yeah, that's another thing to think about. And item C is an announcement issue but none of the announcements have been good recently so I'm gonna just cancel that new item. Now wait a second, I can't do that. Krista has an announcement for the group. Hi everybody. So I just wanted to let you know that I am leaving the city of Durham and I am headed to the School of Government which I am really excited about. So I will be over there as a faculty member teaching in the local government law group on procurement and contracting. So this is my last month at the city of Durham which was not an easy decision but I'm really excited to be going over to the school and still working with local governments across the state. Dawn will be joining you next month and I think thereafter, I think that's the plan at this point. And I just want to say thank you for allowing me to support you and thank you for all that you do regarding preservation in Durham. I really admire your commitment to this work. Well, Krista, thanks so much. I won't speak for others, I'll let them speak for themselves but our loss is absolutely the School of Government's gain and we wish you all the best in that new adventure. Thank you. I was looking with you Krista. Yeah, Krista, you've been our right hand through all of this, just like it's, you will be heavily missed. Yeah, all the best. All the best. We'll miss being with you and seeing you here. So, but I know that that's a great organization over there with the School of Government. So I applaud your advancement. So thank you. Thank you for making it. So Krista, we do have to make you do one like other thing for us before you take your leave of us. What is the status of emergency authorization for these hearings to be conducted via Zoom? Well, I just sent a memo to the clerk's office today. So the emergency order obviously still in place once that's rescinded, there is authority to conduct electronic meetings. It's sort of different terminology under the statutes than remote meetings, which is what we're doing now. Our advice, our office's advice is that quasi-judicial meetings be conducted in person and not under the electronic meeting statute. And the reason for that just being, that they're sort of statutorily prescribed procedures and it doesn't talk about physical presence, but I think so as to not endanger the process and sort of open it up to legal challenges. Our recommendation is that quasi-judicial boards and commissions meet in person after the governor rescinds the emergency order. Two follow-up questions. Will that be subject to a vote of approval by the city council? And when do you expect that rescission to happen? I'll answer your second question first. I do not know. I had anticipated and I think many folks had anticipated that once the general assembly was sort of back in action, that there would be pressure perhaps to lift that order. I think what we're seeing with COVID cases right now suggests that there are good reasons to keep that order in place. So I haven't heard any movement over in Raleigh to rescind that order. In terms of what would happen here locally, my suspicion, although this is only that, it's just a suspicion, is the city council would sort of vote in some way on kind of what it's deciding to do. So just for some additional context, our office's advice is also that the planning commission meet in person, again, because of sort of statutory requirements, city council has a statutory physical presence requirement. So it will be required to meet in person as well. But all other boards and commissions that essentially serve advisory functions can meet electronically. And so I think city council will need to take some sort of action to make that really explicit, probably under its city council rules of procedure. So I don't know exactly when that will happen. City council does take a break during the summer. The last meeting that it will have is June 21st. So maybe before then. So up in the air, so whether or not we will be in person or electronic for our next meeting on the 14th. Yeah, I mean, as of right now, you would be meeting remotely unless something really drastic happens. And I just can't predict that. Yep, all very helpful information. We appreciate it. And now you are done with us. Thank you. Thanks for all your help, Krista. It's been wonderful working with you. Any other business from any other commissioners? I mean, we've only gone four hours today. We keep it going. Y'all have a great rest of the week. Thank you all again for being here and staying.


Let's try this, Mike, and there's some problems. It says, a monoreax with acetyl chloride to give acetamide, identify the bonds broken and formed in each step of the reaction, and draw heart arrows to represent the electrons in each step. So actually, they give you all of the intermediate, but I'm just going to show you how to do it from here. So the first step, remember these carbonyls, especially when they have another electronegative atom next to them, they're very electropositive. So it's a very good Lewis acid, if you will. So you can also think of the resonance structure with the negative charge up on the oxygen. But anyway, so what the electrons are going to do is Pt center and knock those electrons up to the oxygen. So what we're actually going to make is a stereocenter there for reason, because eventually we're going to need to do protonated not yet, though. So does that make sense, so far, the first step? And then this is going to re-collapse, knocking the good leading group away, knocking the good leading group out. So it could knock this one out, or it could knock this one out. We knock this guy out, the ammonia. We just go back to this starting, and it'll just happen again. So to promote the reaction, we're going to draw the mechanism that shows the chlorine getting knocked away. So the chlorine is the leading group. So when we do that, we're going to have this intermediate. And I'm going to continue to draw that with an H now. So if you insist on it, you can put your chlorine out there. It's not a very strong base, though. And you've got a bunch of ammonia in this. The limiting reagent of this reaction is going to be the acetyl chloride. So we've got another ammonia molecule. So what it's going to do, so it's going to see a Bronsted acid, right? So it's a Bronsted base. So what is it going to do? Deep protein. Like that? How do we get it in the hand? Let's see them on it. And then I think in the book, they actually show that in A4 plus, the ammonia mile, and maybe they even show the C l minus r. So does that make sense? So that's the mechanism of how you do this reaction. So this, as you would call this, forming an amide from an acid chloride. This thing is an acid chloride, acetyl chloride, specifically. And this is an amide, acetyl chloride. Any questions on that one? OK. Anybody else? Wonderful.


Please welcome Tor Lerdahl and John Miners. Good evening. My name is Tor Lerdahl. I'm the CEO of Lerdahl Medical, an Norwegian-based education company, operating principally in high-income countries. I'm also the chairman of Lerdahl Global Health, a not-for-profit company, founded for the sole purpose of helping save lives at birth in low-income countries. It's my privilege to present on behalf of both companies, but even more on behalf of a number of implementation partners, a series of educational programs that we believe may help save 20,000 more lives in 2018. For over 12 years, in high-income countries, Lerdahl has partnered with the American Heart Association and the American Academy of Pediatrics in developing and implementing adult pediatric and newborn life support programs. These programs, or national derivatives, are now in use in most high-income countries, reaching an estimated 8 to 10 million healthcare professionals and medical students every year in about 10,000 hospitals. Use of scenario-based patient simulation in small groups and to a growing degree, low-dose high-frequency refresher training have been shown to increase the efficiency of these programs. In 2018, Lerdahl will also be helping the U.S. National League of Nursing to further scale up their simulation and education solutions for nursing and accelerate to practice programs. Since 2010, in low-income countries, Lerdahl has partnered with the U.S. aid, Save the Children, Jepago, and the American Academy of Pediatrics and others to develop and deliver the Helping Babies Survive and Helping Mothers Survive programs. These were actually launched by Hillary Clinton at the Global Health Summit in 2012. These programs address the causes of over 75 percent of newborn and maternal deaths. Studies from four countries show that when well implemented, these programs can reduce mortality at birth by as much as 50 percent. Over 500,000 birth attendance in 80 low-income countries have now been trained in these programs, including birth attendance in an estimated 5,000 hospitals. Most recently, we have become the global impact partner of the World Federation of Societies of Anesthesiologists for introducing and scaling up the SAFE program for safer anesthesia in low-resourced countries, also using simulation-based team training. Lerdahl and our partners believe that by implementation of these programs, on average, it is fair to assume that each of the 10,000 hospitals in high-income countries will save at least one additional life per year. And each of the 5,000 hospitals in low-income countries will save two additional lives per year, resulting in a total of 20,000 more lives being saved in 2018. It is now my pleasure to introduce to you John Miners, Chief of Mission-aligned Businesses from the American Heart Association, who will be discussing our partnership around the development and implementation of the Resuscitation Quality Insurance Program. Thank you. Well, thank you, Tor. And it's really tough to follow Bill Clinton and Tor Lerdahl. But my name is John Miners, and I'm Chief of Mission-aligned Businesses with the American Heart Association. It's my honor to be here today amongst this distinguished group of fellow healthcare colleagues dedicated to increasing patient safety. I'm thankful to Tor Lerdahl for being here with me, as Lerdahl is a strategic partner in our commitment. Poor quality CPR is a preventable harm. And timely delivery of high-quality CPR is the greatest determinant of survival from cardiac arrest. Unfortunately, even with trained professionals, poor quality CPR is common. The American Heart Association guidelines on emergency cardiovascular care address the need for alternative training models to develop highly-skilled healthcare professionals able to consistently provide high-quality CPR during a cardiac arrest.  Advances in technology and evidence now show that low-dose, high-frequency psychomotor skills training is effective at increasing and maintaining CPR competency. And that resuscitation quality improvement initiatives are both necessary and effective at saving lives of cardiac arrest patients in the hospital. This shift from a traditional compliance mindset to a resuscitation skills competency approach centered on patient safety will create a new standard of care and organization-wide resuscitation quality improvement programs. Developed through our strategic relationship with Lerdahl and launched in February of 2015, the Resuscitation Quality Improvement Program, or RQI, develops high-quality resuscitation quality through low-dose, high-frequency CPR skills practice and high-fidelity CPR coaching. Validated by early evidence on actual patient care and survival, lives are being saved. Since introduction, approximately 300 hospitals in the United States have adopted RQI and enrolling and improving the competency of more than 300,000 healthcare providers. The H.A. is committed to saving 50,000 additional lives each year on adoption of RQI in the 5,500 U.S. hospitals and 15 million healthcare providers who currently use our training solutions. Where you live or die should not determine if you survive, but it does. The overall odds of surviving a cardiac arrest in the United States varies by as much as 42 percent between hospitals. When adjusted for admissions and incidents, we believe that full hospital adoption of the RQI program will result in dramatically improved equity of outcomes across organizations. We're committed to the rapid growth and adoption of the RQI program with 500 U.S. hospitals that will be implemented by the end of 2018 and a goal of 500 additional hospitals each year moving forward. We believe by the end of this year, the RQI bundle of care has life-saving potential when additional 5,000 lives saved. Together, we can and will save and extend the lives of more in-hospital cardiac arrest patients. Thank you.


Hello and welcome to the Grand Line Review, your source for everything one piece. Today we have a manga review of chapter 915, Bakora Town. And well, meh. I didn't really care for this chapter in any way. It spent a lot of time focusing on characters of, how shall we put this, questionable interest. The highlight for me was probably meeting Holdem and I find that to be a bit of a sad statement for the overall chapter. Not to hate on Holdem too much though. I actually really like the bizarre line, human hybrid, whatever the pill thing we have going on here. It made for a pretty fun gag where the lion part of Holdem whacked himself in the balls, but because they share the same body, the lion ended up whacking itself in the balls as well. But getting to that gag did require getting over the initial disappointment that is Holdem's design. I and a lot of fans were hoping that this would be the long-awaited lion's own user, but instead what we got was an obese train conductor looking dude, complete with lion's stomach accessory. So I'm really conflicted. I wasn't looking for comedy in this character, so overall, even though I enjoyed him, he just fell a bit flat to me. It's also one of those situations where I'm not entirely sure who to blame for the disappointment.  Either way, it's a classic example of never being able to predict one piece, which in the end is one of the reasons why I love it. What I will say for Holdem is that he acts as a great example of why eating a smile fruit might not be the greatest of ideas. Up until now, we've just seen lots of people with weird animal parts coming out of places they probably shouldn't, but none of them are particularly negative attributes, and they seem to enhance the abilities of whoever consumed that particular smile fruit. But with Holdem, I could honestly see him having been stronger before he consumed the lion's smile, and now living in a state where he's fighting handicapped because of his fruit quote unquote powers. So yeah, it's nice that we've finally seen the potential negative outcome of consuming an artificial devil fruit. I just hope that Oda can work his magic and turn Holdem into more than just a gag character, especially because he was introduced as a headliner. What I want is to look back on this chapter a month or two down the line and go, my god was I wrong about the dude with the lion for a stomach?  Sadly, the rest of this chapter is also quite a letdown to me due to its focus on Urashima, another character who… why are you even here? I didn't mind him when he just popped in for a bit a couple of chapters ago, but this is a bit much. If we didn't figure it out already, this week established him as a classical bad dude, bro, who wants to force his will on others and consume the beloved pets of elderly citizens, apparently. At the same time, I do appreciate the wider story being told through Urashima, because essentially we know what's going on with the average citizens of Wano through Tama, and now we're getting to know how high a society was affected after the rise of Orochi. And I'm assuming, Kairter, I say assuming because I'm only just starting to attempt to put together the timeline of Wano in my head. This chapter states that Orochi and his subordinates took of Bakuritan a mighty 20 years ago. Other notable events that occurred exactly 20 years ago in the current timeline were the births of Kywin and Steli. So look, it was a dark year for the One Piece world. To put that into some perspective, though, 20 years ago is only four years after Roger's execution. So after that, the Great Age of Piracy began, and the initial rush to become the next pirate king went into full swing. During this time was when Gekko Moria was said to be on par with Kaido, but eventually during these four years, I'm assuming that Kaido grew and cemented his position as one of the Yonko and taking over Wano in the process. I should also say that there was always the chance that Orochi took over the country before Kaido became involved at all, but at this stage I feel it's more than likely that Kaido was the true cause of this change of leadership. What all of this means is that the citizens of Wano have been in a very desperate situation for much longer than I would have initially suspected, twice as long as the people of Dressrosa were suffering actually, and you have characters like Tama and Momonosuke who have never known any other life. So there's a fair chunk of history that needs to be unraveled here on Wano, which is nice to know because it looks as if Odo is planning on living up to his words of making this a great adventure on the land of Samurai. And of course I'm talking about all of this because I really don't want to talk about Urashima, whose copious body filled most of the actual chapter. He did sort of pay off at the very end with Kiku performing a classical Samurai strike, resulting in Urashima's topknot being sliced off. This might seem pretty underwhelming at first as well, but the loss of one's topknot actually has some huge connotations in Japan. Essentially it was a status symbol, you had to be in a certain echelon of society to wear one, so its remover would present lowering your status, like perhaps a samurai who abandons his post and becomes a peasant. So this is really cool because before Kiku performed her strike, she stated that she does not know any one of whom Urashima was referring to as a lower class, after which she proceeded to lower his class. It was a far cooler way of doing things than simply slicing up Urashima himself. The last thing I want to touch on is arguably the most interesting part of the chapter, which is the ongoing cover story. So as suspected it is indeed Bellamy, and he is retiring from the world of piracy to become a dyed goods craftsman. And apparently currently he's not doing all that well in that profession, judging by the tower of lumps on his head. But this is an exciting development because last week I proposed the idea that Bellamy may have been here to commission some flags for the Grand Fleet, and now well I think he's going to do us one better and design and craft the Jolly Rogers himself. A nice bit of personal flair that should give them some deeper meaning. But back to the chapter, all in all I stand by my initial reaction of this chapter being a bit meh. It's by no means bad, it just feels quite slow to me due to its focus on what seem to be gag characters who we barely know. There's really nothing in here for me to grab onto or take seriously, which is kind of annoying because we're here to try and take down a Yonko, remember? With a huge gathering of amazing characters, none of whom we're focusing on right now because we have a dude with a lion's stomach and a sumo. So I find it very difficult not to be disappointed, but at the same time this is how all arcs begin. We have slow developments that build arc specific characters who went up aiding the greater depth of the location, so what I'll say is that I'm glad that we now have one of these chapters out of the way, and I look forward to next week. That pretty much does it for chapter 915. If you enjoyed this video then feel free to like, favorite or subscribe, and if you are in any way keen on supporting this independent channel then please do check out my Patreon discord server or Twitter, the links to which are in the handy description below. Finally, please do comment with your thoughts on the chapter. This has been the Grand Line Review, and I'll see you next time.


My name is Delcey. Many of you have not heard of me, so I put together a quick little briefing. I've been called Infosec Rasputin. Anyone who knows Rasputin knows why that's fitting. I also was voted the Gordon Ramsey of IT three years in a row. I've spoken here at DEF CON before, Hope, Pumpkons, Guy Talks, and other professional engagements. I'm also the Minister of Propaganda and Revenge for Attack Research. Those of you who have seen Delbert before probably recognize this. Anyone who recognizes the reference to Guides, rock on. So, Hacker Chick digs me. If you've read Hacker Chick's column, she's appreciating that having spent time with me back at the Alexis Park back in the old days. And that's enough about me. Any of you who know how to set a shell variable, close your eyes, set the shell variable for deity. And we are going to recite the Infosec Serenity Prayer together. So, once you set that shell variable, repeat after me. Deity, grant me the serenity to accept people who will not secure their networks. The courage to face them when they blame me for their problems. And the wisdom to go out drinking afterwards. I first recited this on exotic liability about a year ago, and then people haven't lived by it since. I think it's a good thing to start out any talk with. You're doing it wrong. What does that mean? It's a phrase meaning that the method you're using is not creating the desired result. That doesn't necessarily mean you're in error. But the effort you're doing and the manner in which you're going about doing things is not providing the result that you want. This is the number one problem I find in physical security. So, I'm not trying to insult anyone and not trying to say, ah, you don't know what you're doing, blah, blah, blah, blah, blah.  And that's what I'm here to tell you about. First off, let's start with what your goal is. Your mission is to design and implement a physical security system for a new facility with multi-factor authentication and video surveillance. Do you accept this mission? Oh, I said yes. I wanted to get out of New Jersey. So, physical security, lasers, iris scanners, fingerprint readers, high security locks, all that great stuff that comes to your mind, right? That's what you think of, right?  But the thing is that you can't just jump into it like that. And to prove this, I call upon Dick Marshenko, the rogue warrior. Proper previous planning prevents piss-poor performance. You cannot just jump into a physical security engagement and go, well, two of those, three of those, four of those, put them in the wall, we're done. It doesn't work that way. There is a definition for physical security. And how many people know the old saw about that, right? You ask three people what physical security is, you get four answers. So let's start out with defining physical security. Wikipedia. Well, I had to do something you would know. Physical security describes both measures that prevent or deter attackers from accessing a facility resource or information stored on physical media. Sounds pretty good, doesn't it? Come on. Good, yes, no? So let's see what the feds have to say. The NRC says measures to reasonably ensure that source or special nuclear material will only be used for authorized purposes and not end up in Gomez's basement. And then the state of Texas says measures that are used to provide physical protection of resources against deliberate and accidental threats. Now these all sound like pretty good reasonable definitions, don't they? Well, the number one definition of physical security is to ensure that Chris Nickerson stays out of your building for all four of you that have ever seen Tiger Team, you understand what I mean. So let's look at our methodology. There's five steps. Assessment, assignment, arrangement, approval, and action. These are critical. You go through these in this order, you will prevent problems from happening. So let's go over these one by one. Assessment, a thorough examination of the facility to be protected. What this means is you make a walk around. You buy a new pair of shoes and you look at the area that you're going to protect. My first walk around on this assignment, I walked into the loading bay, walked into a staples truck, took a case of photocopier paper, put it on my shoulder, walked into the building and walked into my office, unimpeded. After that I went out and got lunch. I came back to the front door, walked through the turnstiles, set off the alarm. The security guard didn't even look up from Facebook and I walked into my office. What you need to do is you need to make a physical assessment of the area you are going to be protecting. So let's dig a little deeper into that. Scope of the property. Am I just the third floor? Am I the entire building? Am I the parking lot? Am I the roof? Am I the parking garage? Know what you're going to be protecting. Look for all established points of entry and egress. Regular doors, fire doors, garage doors. A door that looks like it goes nowhere but it actually does. Potential points of entry and egress. Skylights, if your name is Lizzy Borden. A garage door that is next door but has a side door that leads into your building. Windows, glass doors.  Can anyone see the logic behind having a glass door in a secure area? Well, yeah, I'll buy that.  And I'm like, yeah, look at my amazing glass door breaker that I got from the EMT. You're not compromised. Look for existing security measures. Sometimes in a building there will have been a previous security system. It may still be there. It may be in use, it may not. Maybe you can use it, maybe it needs to be torn out. Are we using locks? Do we have to replace those locks? Who has the keys to those locks? Who has the master key to that lock? Is there a retired guy sitting at home with the key ring with the front door to your office? Sitting next to his Budweiser? Evaluation of the physical property. It doesn't mean just the property itself. One engagement I had, I took a walk for about a mile in each direction. A quarter mile away from the office was an ice skating rink. Opened to the public. The parents would dump their kids at the ice skating rink and leave them there on a Friday and Saturday night. I don't need to tell you the kids weren't ice skating. They were smoking and talking and sneaking their first beers. And then they decided they needed some money and they would walk across the parking lot into my facility, smash car windows and steal GPS's, and then sell them at pawn shops. So an evaluation of the physical property and the surrounding area. And then risk assessment. How much risk is there? Am I next door to a correctional facility? Am I next door to a bar? Is there a crack house across the street? Evaluate your risk and then you can build your mitigation. Next, assignment. Establish the required level of security for specific areas and assets within the facility. Not everything needs a three factor biometric laser generated lock. You will not spend $10,000 on a security system to secure the coffee room unless you like good coffee.  These are very important, high targets. I was invited by a CEO to do a security walk-through on a building once, and he damn near made bang bang in his pampers when I showed him his tax records for the last five years. Because the file cabinet was unlocked, the CFO's office was unlocked, the window to the CFO's office was unlocked and they were on the first floor. Prioritize in that manner.  Figure out what you need to do to protect them or if they're already protected. Also, your reception area and your elevator area should you have one. This is where people will come in and out of your office. This does not require a high level of security. Again, no $20,000 locks. But camera surveillance, yes. Do diligence. Who came in, who went out? Modeled those areas. Be a little more cautious than you would. Low level areas, your common areas and your cubicle farms. They are not a high security problem, but you still have to watch them. If you do your layout correctly, which I'll get to in a second, if someone takes a desktop out of one of your cubicle farms and walks to the front door with it, you should see them on six, seven different cameras as they go from one place to the other. And let me tell you, law enforcement loves that. Because if you only have the one camera, you see a guy carrying a computer. You don't see him going out the door. You don't see him going into the parking lot. You don't see him going into the basement. You have no proof. It could be anybody carrying a computer from point A to point B. So consider also insurance requirements. Some insurance companies require that you have a best effort or a minimum effort to secure in your facility.  Compliance requirements. PCI. Who here has to deal with PCI?   These things may have to be secured at a different level. Fire code requirements. You can lock a fire door from one side only, not from both. Make sure that you're in compliance with your fire codes. Make sure that you can't just jimmy it open. Last night at my party, some folks thought they'd be brilliant.  They were caught. This is a good thing. And business requirements. Make sure at the end of the day, when you assign things correctly, that it fits with your business plan. You do not want your IT director locked out. You do not want your business to falter because an IT guy can't get into the data center to in the morning because the lock system has locked him out and your server is down and now you're losing business. And right now losing business is tantamount to death. Arrangement. I touched on that a second ago. Establish the most effective locations for your security devices based on your requirements. Placing your cameras with wide-angle lenses or focus lenses in particular zones, making sure that the zones overlap. I could, when I got done with my system, I could watch someone from the front door to their desk, out the back door on eight different cameras. As you walk through, you can track people. Again, this is important because you have to be able to prove bad things are going wrong. Also, if you're a James Bond fan, someone will kind of sneak up, go snip, snip, snip, and try and cut the cable on your camera. Now, if you've armored your cables, you don't have that problem, but if you didn't, here I am cutting the cable on the camera, but there's a camera over there and a camera over there that's watching me do that. So that's the idea of arrangement. Make sure that there's redundancy. Some places like to have mantrap doors. Who's, however, had to deal with a mantrap door before? Do you know what the captive audience is? Have you ever heard of the captive audience?  Beep! Hey! Alright! That's called the captive audience. So, cameras, field of view, redundancy and tracking. Doorways, ergonomics and traffic control. You want to minimize tailgating. You want to encourage it. If you want to do what I was just talking about. You make sure that you don't have 35 people lined at the door to swipe their card and getting late to their desks every day. So ergonomics is important as well as security. You have to make sure you don't back things up. Make sure that there's a clear way in multi-factor authentication. Again, you don't need it everywhere, but you need it some places. Time-based restrictions. Some people like to say, general employees, 9 and 5, you have access. After 5, you can get to your desk, but you can't get to the executive area. You can't get to the data center. You can only get to your desk. Some places like this, I encourage it. Because I think that minimum access should be the rule. The bare minimum you need. Central has control. Be aware of your cabling limitations. Who uses PoE? How many times do you've been burned because you've gone outside of the maximum distance? Anybody? Beautiful design. Beautiful building. PoE stopped working halfway across because we needed repeaters. No one thought of it. Keep that in mind when you're doing your arrangement. Power. Do you have power for everything? Do you have redundant power?  Archiving and disaster planning. Keep your security logs safe. If by some reason a disaster hits, will your security system go to your backup area? Who here has a disaster recovery plan that has a second office? So, does your ID card work in both of those offices? If I close up office one and go to office two, beep, does it work? These are things you have to consider when doing arrangement. Approval.  Submit all plans, cost schedules, and write a data to management so they can be duly rejected. Get quotes from multiple vendors. Know the lifetime requirements of your system. How many plans are? When it comes to cost, you always walk in with three plans, A, B, and C. Who knows this trick?  We'll get some dental floss and a laser pointer. Plan C. Well, there's this quarter million dollar thing that I saw at DEF CON. It shoots a laser and cuts somebody into 100 pieces like in that movie. Well, for 50 grand, we have a vendor who's going to come in here and secure our building with ID cards and cameras. Management says, oh, well, I think plan B is the best. Always go with three plans. Flexibility and options. Make sure that if suddenly somebody says we're putting a new door over there, you can actually add that new door into your system. Do you have the available space? Do you have the wiring? Do you have the electronics area? And options.  We should probably have some kind of biometrics in there. Can your system handle that? Can you upgrade the system to that? Think ahead. Scheduling. Time frame for completion. This is probably the most abused thing in the whole process. You have to have a time frame. You will violate it, but you have to have it and make sure that you're not going to interfere with normal business operations. You can't get into the data center because there's a guy with a step letter there for six weeks putting a screw in the wall. Or you accidentally cut a cable. Or we need access to this part of the building. Construction is not an easy thing. Sometimes you have dust problems, asbestos removal problems. This will disrupt normal business operation. Take this into consideration. Action. We finally get there. Implement the physical installation of the system. This is the fun part, right? Not really. You have to oversee construction. You have to oversee inspections by building inspectors. You have to manage the problems and corrections that will inevitably be needed. You have to train. Train your security officers. Train your users. Establish policy and procedure. Very important because, again, you have to tell users what to do. And you have to have a policy in place who has a good security policy in their office. Who's been burned by not having a good one. Exactly. You get those people that say, well, I had an expectation of security. You signed that paper when you came on board. Well, I didn't know I couldn't give my access card to my girlfriend to come into the secure area and send off my desk. And I didn't know I couldn't know. You take care of that early on in the game. Also, testing. Very important. Test everything. Don't believe anyone. As some people say, trust in Allah but tie up your camel. Test every door. Test every alarm. Test every relay. Make sure that if you do something like you have a landline that sends an alarm to a central modeling location. If that fails, you have a backup. You have a little mini cell that sends a signal over the cell phone that says, hey, you've been broken into.  You're jammed. What do you do? Did you test for that? These are things you have to keep in mind. So, what could possibly go wrong? We have this solid methodology, right? We know what we're doing, right? We have made every contingency plan we possibly could, right? Well, guess what? No plan of operations extends with certainty beyond the first encounter with the enemy's main strength. We have known this since World War I. There will be problems. There will be things that can go wrong. And when they do go wrong, your methodology, your training, your experience, and your planning all go up in smoke. The first time somebody blocks their door open because they don't want to lock. The first time someone breaks into your building and something goes wrong. The first time you get hit by lightning, something goes wrong. But in the process of building this, a lot of other things can go wrong. And this is not against. The first thing you have to face is management. Before you even put drawing one on the board, before you put the paycheck out, you have to deal with management and getting your system designed. You have to deal with vendors. And that is no fun, but it can be. And I'll show you how. You have people who think they know more than you do. Who has a guy like this who has a guy who acts like this in their office. And construction workers, the guys who are going to install your system, you have to deal with them. And last, but not least, my personal favorite, your users. So let's kick it off. We start with management. What is management? Well, they are responsible for a few things. The pros are they provide your budget, they set the requirements, they tell you what you need to do, they run the show. The con is they know this. I write you a paycheck, you do what I say. It's very important to know that they set the requirements. You do not. Your job is to meet their requirements. Now you can nudge them along the way and tell them don't use dental floss and laser pointers, but at the end of the day, what they say goes. This is what it's like to deal with management. No, I'm the guy on the table. Now you see, I've given you your requirements and once you fail, I'm going to use this laser to torture you. That's what it feels like. Let me give you some examples of the things I've been through dealing with management. I want a state of the art, high tech system, FBI, CIA kind of security. This was told to me by a CEO of a rather distinct company. After about six weeks, I came back to him and I said, I can do that. Looking at the floor plan, here's my plan, $54,000. He looked me straight in the eye and he said, can't you just get something from Costco? Let's get a little warm in here. So, I had to teach him one of the most valuable lessons in physical security. I think this speaks for itself. You cannot expect miracles. I had a cheap Costco white box system that came out of China 20 minutes ago on an airplane. Other things, here's another good one. One of my personal favorites. I went to Best Buy and I saw an HDMI cable for $50. I went online and I saw one for $2. I bought it, it works beautifully. I want you to do the same thing for my security system. I tried to explain to this guy, I said, look, this cheap system you found on the internet breaks. There's no repair, there's no service contract. Oh, that's okay. I'll just buy another one. How many of you think that's ridiculous? Good, I feel vindicated then.  Where's your video storage? Where's your records? Where's anything you need? That CEO came around after a while. When you deal with management, key things, be knowledgeable on the equipment technologies and best practices for your industry. Very important. If you are making car parts, you don't have the same problems if you're infosec. If you're infosec, you don't have the same problems as a bank. If you're a drug dealer, you've got more problems than I can even get into. But know what you need and know what's required for your industry. Understand the impact of your project. Go to management and say, I understand that we're going to have to shut down the West Wing for a week while we do this. Management actually will appreciate this. Prevent facts. Support your facts with documentation, no risk, impact and prove mitigation. We have a front door. The front door could be kicked in. Therefore, we are going to use solid steel front doors and crash bars, sensors located in the edges and we will have a camera on entry and egress. Now what you've just done is you identified the problem, you've identified the risk and you've shown how to mitigate it. And you did so in two sentences. Management will love you. You will get to take the boss's daughter to the prom. Present in a factual and respectful manner unlike what I'm doing right now. Show your work. I'm sitting behind every inch of your design. Why do we have 30 cameras? Why can't we have five? We have 30 cameras because we have redundancy in every zone. Oh, that sounds good. If you don't know something, you don't know something. Very important. There is no shame in saying, I don't know. There's a lot of shame in not finding out. Go back, find out and present and say, this is what I found. I didn't know about this. I didn't know that I could use a mushroom stamp as a biometric ID. Okay. They make these things. If you want one, I'll design it into the system.  You will lose against management. They have the ultimate veto power. Lose gracefully. You bastard!  I put a... No. I understand your concerns, and I will address them and send you a new proposal within 30 days. Then go out drinking. The soda paradox. This is the most important thing I could tell anybody about dealing with management. This actually happened. Only the products have been changed without a guilty. This happened during a physical security engagement. Management. Get me a soda. I come back and say, here you go. Here's a Pepsi. Management. Why did you bring me a Pepsi? I wanted a Coke. Go get me a Coke. Sorry. Here's a Coke. Seems good so far, right? Simple. Little mistake. Okay. This is a Coke. I don't want this. A cheaper Walmart burn into the Coke. It's the same thing. It's a little cheaper. Why aren't you listening to me when I'm telling you what I want? Now, go get me a soda. All right. I'm sorry about that. Here's your Sam's Choice soda. Now, this is closer to what I want. The manager said, what's the calorie difference between this and the Coke? I don't know. Once you said you didn't want Coke, I just didn't look at Coke anymore. You said you didn't want this. But I need to know these things. You can't just ignore something because I don't want it. That is a quote.  Now, make me a spreadsheet comparing the calories between the sodas. I go away and come back. Here's a spreadsheet with the calorie counts of each brand of soda. Who knows what's coming next? Where are the pictures? I want to see what the cans look like. I'm sorry, but you didn't ask for that. You asked for comparison of calorie counts. Why did you never listen to me? You don't know your job very well. I also want to know where the colon nuts are grown so in case I need to know that, I'll have that information. He actually said this. I want to be able to pick up my cell phone and call you and have you tell me this information should I ever need it because I don't know it. Well, there's only one answer to that. I can do that. This is not what you asked for. You asked me to bring you a can of soda and not give you a pictorial report on calorie counts. Why don't you listen to me? This is why I'm frustrated with you. You never listen to me. Well, at that point, there's only one thing to say. This is a true story. It wasn't soda. It was component parts of a security system. This is what you're up against and this is what you will end up with. Doot, doot, all aboard the failboat. Be prepared. Be prepared. Don't lose your cool.   That sounds a little brunt and harsh, doesn't it? What else is being communicated in that statement? I trust you. I know you know your job.  This is the difference because when you get management like this, you have their trust, you have their loyalty, you have their support and they at least half believe you know what you're doing. And as a bonus, they usually take you out to dinner. That is management. Understand you are in a position of trust and responsibility. The future of the company is in your hands. The future of your career is in your hands. Treat the job, the people and everyone involved with respect. You'll get it back mostly. Mistakes are inevitable. Learning from them is expected. Not repeating them is mandatory. These are absolute golden rules. Keep them in mind. You will be given the opportunity to snatch failure from the jobs of victory. Don't do it. Remember the golden rule. Whoever makes the gold, whoever has the gold makes the rules. When you're dealing with the management, they are in charge. They are requirements of what they need, not what you think is best. Remember the chain of command. That's the chain you will be beaten with until you realize who is in command. And also accept that you may be in a situation where the management is right until proven less right and only you are capable of being proven wrong. It is really hard to accept that. But you need to if you're going to deal with high level management. You may end up working for people who are unpopular, unethical. People you don't like.  You might end up working for Microsoft. What do you do in a situation like this? You've got to work for this guy. What do you do? What do you do? There's only one thing you can do. Be a rock star. Even Elvis could shake hands with Nixon. Understand what you need to do to get your job done and to make the boss happy without compromising yourself and without compromising the company. Don't get angry. Don't get frustrated.  When you find success, you have something like this. I'm walking down the hallway and the CEO has a visitor. Visitor says, hey, this system is really nice.  The CEO never had a bad thing to say about me ever again after that incident. The proof is in your work. Make it look good. Vendors. There are a lot of vendors out there that have to deal with in order to put together a security system. So, first thing you need to do is understand vendors. About vendors, they provide the cool toys. They'll let you play with the toys. They know the history of the equipment. The bad side is they expect you to buy it. I love vendor samples. You get to play with some really neat toys. First thing you need to do is go buy this book. Every vendor I've ever known in one way or another are angry rules of acquisition. Without exception. They may not know it, but they do. Don't try to rub their ear lobes. But read the book. Rule number one. There are many, many, many, many vendors out there. Don't get locked into one. Don't be persuaded into only dealing with one vendor. There are a lot of vendors out there. Rule number two. You don't always need the latest, greatest thing that just came off the assembly line. They will try to sell this to you. You don't always need it. Rule number three. Always do with vendors between 11 a.m. and 2 p.m. You know why? That's right. They will be forced to buy you lunch. Also, before 11 vendors are drinking their coffee, hating their morning ride. Yeah, I'll get back to you later today. After two, they just want to hit the golf course. They want to go home. They want to be home. They're off the grill. Between 11 and 2, they have no excuse not to give you your answer. What's the easiest way to remember that? 11. 2. Victory. Here's the reality of the situation. Management has requirements for the security system. Those requirements are passed to you. You create an RFQ for quote. And eventually, the vendor gets around either approves it or denies it and then you start the whole game over again if they deny it.  This may remind you of your favorite punk group. However, you have to do it. So, never rely on a single vendor, boldly quotes always. Do not get caught in vendor wars. I'll beat his price.  I'll give you a better price. Now wait a minute, Steve here. Steve's too busy playing golf. I'll take care of you. You come over here with me.  Make it professional, keep it professional. Ensure the vendor is knowledgeable. A lot of vendors have a lot of products. They have 50 feet of catalogs on their wall. They don't know a damn thing about any product in them. Oh, you want a left handed spanner? Sure. Are we specializing in those? Oh, it comes in blue, pink, and graphite. Oh, they're the best I've used them myself. Vendor didn't know there was no such thing as a left handed spanner. Make sure they know their products. A lot of people just have a catalog they pick out of. Talk to them. Get the tech specs. Get any historical data. Do your own product research. Very important instead of going home and playing Warcraft. Get on the net. This product is great. This product is great.  Mine the data of the internet. You will find people who say we bought this system and it's horrible.  We bought it and we loved it. Do your own research. Get details of all aspects. Warranty, service, training, make sure it's all there, and beware of upselling. Well, you can have a card reader, but I can give you a card reader with a keypad on it. It's only an extra 50 bucks and you're buying 300 of them. You just paid for his vacation. Do you need a keypad? No. But no. How many of you have heard that phrase? Would you like an apple pie with that? How many times do you say no? Damn near every time. Use the same logic.  Don't be afraid to read it. Vendors will adhere to your RFQ religiously. If you say 50 feet and then the RFQ says five feet, you'll get five feet of cable. What is on the paper is what counts. Keep all paperwork, all quotes, and every revision of your RFQ. Number them. RFQ 1.0, 1.2, 1.3. And then when they come back and say, well, according to my paperwork, you never asked for that, and you go, oh no, look. Version 1.2 said five feet, but version 1.3 said 50. And that was the latest one. This is where vendors will get tricky on you. So keep your paperwork handy. Prioritize your needs, balance between budget and functionality. You should know that by now. Look for hidden costs. Well, here's a device. I'll sell it to you for 100 bucks. It's a card printer. It prints your ID cards. $100. They don't tell you that the replacement ink cartridges are $300 apiece. They don't tell you that the cards are about $1.50 apiece. Hidden costs that you get later. If you work with multiple vendors, make sure all the equipment operates correctly. It never does. I sell you product X. Here's product Y. Well, if you run an RS232 cable between the two of them and you set up terminal the right way, you can make them pass data between... No. No. Interoperability should be easy, built in. You should never have to ramshackle anything.  Notice the capacitor up there. I know it's hard to read. The one on the left says 6900 microfarads. So does the one on the right. But when you crack it open, 2,200 microfarad soldered inside and made to look like the same product. This will happen to you. And if you don't know what the Jarvis 2000 is, go home tonight. Look it up online and you'll be glad I didn't tell you about it. Support contracts are very important. Who's had to deal with a support contract? Okay, you pay a lot of money for those support contracts, don't you? Do you get anything out of them? If I get a 24 by 7 support contract that I'm paying $30,000 for, I'm sorry, I don't want to be outsourced to India. I don't want to be outsourced to Pakistan. I don't want to be outsourced to anywhere. 24 hours a day, 7 days a week, I want someone who says we'll be there in 30 minutes. We'll replace your system. We'll replace the part. You do not want somebody who is just sitting there reading a book. Click on the blue button. What did it do? What do you mean the screen turned blue? Turn your computer off and on again. You don't want to deal with that. Do you know what happens when you pay $30,000 for a support contract and they outsource it? Do you know what happens? You get this. You've got a beautiful support infrastructure, but you've got people who are sitting there reading a procedure book. They don't know the equipment. They can't help you. Make sure that when you buy a support contract, you're actually getting support. Vendors will play on your heartstrings. Oh, I really need this. I had a vendor tell me he needed this because he was going to lose his house. You've got to buy for me or else I'm going to lose my business. There are no honorable bargains involving exchange of qualitative merchandise like souls. They will try to get you to sell your soul. Don't do it. Quantitative merchandise like time and money. Those are the two resources you have and you have precious little of both. Words of advice for young people from William Burroughs. Next, the people who think they know more than you do. Everyone's got one of these in their office, don't they? They usually don't know more than you do.  Everyone's a rock star at home. I went home and read up all about this last night on Wikipedia. I know more than this guy does. Let me design the security system. No. This was said to me one day when the alarms were going off in the server room and it's 105 degrees up there. I'm opening the doors bringing in fans, AC is broken, CEO comes in and says, well, you know, I went to MIT. So I know a little something about this. Let me explain. The temperature sensor, as he pointed to the sprinkler on the ceiling, it's 105 degrees up there because he rises. Down here where the computers are, it's nowhere near that.  He stopped me from doing the work on the system. Then he came screaming, oh my God, everything's down. Guess what I told him. Know the difference between facts and water cooler talk? Well, you know what I read in Wired magazine? Well, that says enough right there. You know your business, so you know what you need to do. If they play the brownie point game, don't get involved. If they play politics, don't get involved. If they cite AM talk radio, run. Cut sheets are your friend.  Don't rely on things like, well, my friend's cousin's brother works at the magazine and he read a copy of that on the loading dock. No. Cut sheets in facts. Don't play buzzword bingo. Don't be jar jar. Know what you're doing. Know what you're saying.  What about biometrics? Oh, biometric three phase multi-home active authentication is the best. Your first reaction is to say, I don't want to listen to this.  The management says, excuse me, boom, your whole argument just went up in flames. What you should say is, as through your requirements, the RFQ contains two factor authentication with an option for biometrics is a third. Pending budgetary constraints, the cut sheets are in your RFQ. Management will love you.  Here are three things you never ever say in a business meeting.  You don't say, oh, well, we'll use internet exploder instead of nut scrape and micro sloth and then don't do this. There's only one golden rule.  Say what you need to say. Say no more. Say no less and get the job done. Construction workers, this is my favorite. They have very reliable timing. If they say they will be there at 6 a.m., they will be there at 6 a.m. When they say they're leaving at 3, they will be gone and you will not see them again. They know all the trade secrets. They tell good jokes. They will only do exactly what you tell them to do every time. Know their schedule. Meet the foreman. Talk to the foreman. Go over the blueprints with the foreman. Know what they're doing. I watched them install locks on the outside of the door. Shouldn't the lock be on the inside? Well, the blueprint says outside. Well, they will do exactly what you tell them. Supervise the construction. Expect to find surprises. Expect to pay to fix them. They built a door for me into a small data room with three racks in it.  Technician went inside the two doors. On the left hand side of the room, the doors slammed shut. There were two server racks between him and the exit button. There was this much space and he had effectively locked himself in the room and couldn't get out and was beating on the door. Construction workers in their form into the first line of defense when it comes to building inspection. You will have to go through building inspection. So make sure you listen to them. They know the inspectors. They know the drill. They know the local codes. I went head to head with one guy and lost. He said, you can't do this. It's against code. What code? The code. Can you show me the code? Okay, we're done here. Reject. And you can't open your building. So listen to the construction workers. Even if the only adjective they know is the one you see on the screen. I've had a construction worker say exactly this to me during a project. Know how to translate that. Construction workers may not speak English. This is a reality. Deal with it ahead of time. Work with HR. You cannot correct them. You cannot tell them no, don't do that. You cannot tell them change your plans if you can't communicate with them. This is another reason why you need to get to know the foreman. Also if you can't communicate with them you don't get to hear the good dirty jokes. Things will go wrong.  So not all problems can be solved with a quick hack. A quick easy fix right now is going to be a problem down the line.  Pizza and beer is cheaper than overtime. Set it off, right? You buy them some food and booze. They stay an extra hour. Users. We've all had to deal with users. So let's go through this one quickly. First of all, they're the reason you're here. They love to take your classes. They don't have to work. But they expect the system to work the way you want it to. They want it to. Not the way you designed it. You cannot get rid of people this easily. It's not that easy. Here's the deal. Users have said to me, these are actual quotes. It's an unnecessary inconvenience to have a password. Fine, my pin code is 1-2-3-4-5. That's final.  These are things users have actually said to me. I don't want to have to use the system. It's for other people. If you don't unlock my door, I'll just prop it open. There's nothing in my office worth securing. I don't care if you can make it work. I can't. Watched a guy once pretend to punch the buttons on the keypad and said it wasn't working. I'm like, you're not even pressing the button. I want people to be able to access my area only during work hours, especially if they're working late. Gene Spafford lit the way for me on this. If you have responsibility for security, you have no authority to set rules or punish violators, your role is exclusively to take the blame when something big goes wrong. Keep this in mind. This is wisdom. We don't get this every day. Understand your role and the role of HR when dealing with users. Don't threaten users. Don't imply well, it'd be horrible if you lost your job for breaking security compliance. Don't do that. That's not your job. It's not your place. Don't overstep your authority. Document, document, document. Always keep a level head. HR may not support you. HR has the best interests of the company, not you or the user in mind. HR may lie. The user may lie. Here is some of the greatest things I've ever heard come out of an HR department. Two people said you said it and you say you didn't. That's two against one. You lose. I want you to make it as difficult as possible for the internal security force to access and use our security system. I say you didn't get permission to move that equipment. Now three other people said you did, but that's how I see it and that's how it is. My favorite, I don't have to take into consideration how things make you feel. My job is to make sure that you do not say things that make other people uncomfortable. So train users in a clear, concise and firm manner. Who knows who that is up there on the photo? Thank you. That is Pavlov.  Firm but polite, remedial training without punishment is the best way to go. Involve users in troubleshooting. Type your card for me. Type that in. Okay, here's where you're going wrong. It works now. That's the difference between a thank you and a few when you're dealing with users. Encourage users to report security problems and malfunctions in the system. In conclusion, who here can read Latin? Ones, Monday, criatura, quasi-liberate. What we mean here is all aspects of your security system reflect your entire security system. Weakest chain, weakest link in the chain. All things reflect the quality of your security system. So there is no minor problem. There is no little thing you can overlook. There isn't anything you can just forget about. Everything matters. And that's what I had to say. Thanks. Go out.