All right, I guess first thing I want to see is a show of hands from people here who Are familiar with design patterns A lot of you okay, good. All right, and I'm not not working in a vacuum here. That's that's excellent All right, just so you guys know me. I'm Jerome sharing I am a distinguished engineer with VML Incorporated and at age top five Advertising agency in the United States I can be reached it Most of the usual places except I do tumblr rather than Facebook All right design patterns now Back in the day design patterns were not invented for use with software design patterns The guy who invented them came up with the idea for physical Architectures for building houses for building buildings for building offices and parks and Any kind of public spaces any kind of thing entering into the built universe so for 30 years now We've had design patterns, but one of the things the guy came up with this the Christopher Alexander said was it When he was writing in the timeless way of building Patterns are a gate an understanding allows us to pass through and leave the gate behind Something that I find increasingly rare as a motivating factor in the software industry This is the guy himself Christopher Alexander formerly In the school of architecture at University of California at Berkeley in the US Currently he has his own own Academically oriented Architectural school the Center for environmental structure. I believe is what it's currently called So all right again show of hands people who know design patterns probably know this book Right everybody anybody yeah, okay good So the question then is how many people remember that? That book was really kind of a follow-on in software to this book in physical architecture How many people have read a pattern language itself? Tiny tiny handful of people good. Okay, but not not a complete vacuum. That's also very encouraging so a pattern language came out in the late 1970s design patterns came out in the mid 1990s and Well one of the things that happened over the course of years after a pattern language was Published and its follow-on books was that Alexander discovered that Pattern languages while really amazing didn't tell the whole story That even people who were really encouraged by using pattern languages in physical architecture There was still something Missing from the structures they designed from the structures that they built in many cases which with Characteristic with characteristic lexical skill he referred to us the quality without a name Well The more he worked with it over the course of decades comes up with the idea that well No, maybe we can put a name to this maybe we can Analyze the things that are going kind of sideways when we try to apply pattern languages I know he's been quoted as having said that buildings Built by people just following the pattern languages Were kind of funky. I think is the way he put it We got a lot of buildings with alcoves in them was another way he put it And I see the same kind of thing when I work with software developers when I work with Architecture teams I see that yes people can look at the gang of four book or any of a number of other software Design pattern libraries since then and say okay. Well, we're applying this pattern here Or we're applying this other pattern here and then this Leads into segues into that lots of people use strategy lots of people use Command patterns very few people that I know implement for example the iterator pattern anymore and there are an enormous amount of literature out there Concerned with whether or not design patterns simply represent a Lack of functionality in the implementation language, but that's not what we're talking about today Because we're going a little deeper than that so Alexander Collected his understanding based on what had happened after he wrote a pattern language into a new series of books called the nature of order That's the cover of volume one there. That's the phenomenon of life The others are the process of creating life The living world No, excuse me a vision of a living world and the luminous ground Are the other books in this series, but the series as a whole is called the nature of order and This is not as easy to grasp as a pattern language pattern languages were very concrete the ideas behind them were extremely grounded in the nature of order he's asking his readers to think at a Kind of a meta level about the things that give rise to or generate patterns or the things That we use to apply patterns in series in order to generate built objects in order to generate Japanese tea gardens or play rooms or houses or office spaces or homeless shelters as the case may be So my question coming into this is looking back at this relationship What goes there? What's the book in that blank spot and? I was actually quite surprised to discover after a great deal of searching in a number of sources But there really isn't anything in that spot. There were a few attempts in that direction if you do a Google search for the nature of order and Software you'll find mostly a few pamphlets by Richard Gabriel who was In the software industry and a friend of Christopher Alexander's as well, but His relationship there was to the structure of code as a form of literature the structure of code as a form of poetry and I think after a great deal of analysis, it gets a little bit John I'll say it gets The scope is too narrow so for myself A few months ago. Well more than a few months ago. I guess it's been over a year. Goodness. I Dread the nature of order many years ago and thought well. This is interesting Wonder what the software community is going to do with it But it wasn't until about a year ago when I started getting into functional programming that I realized that an awful lot of the structures an awful lot of the ideas that Alexander's talking about as practical steps that you can take to build spaces had Direct analogs in structures that were talked about in functional programming and we'll see maybe a couple of examples Or at least a couple of inspirational ideas on those lines in just a moment But the basic idea is to try and figure out what goes in that space what goes in that blank spot So The unifying thing about all of this though the one thing that that's Inescapable and the one thing that says yeah, maybe we can apply these ideas from the nature of order out into the software development community is that is that ultimately Software has to run in the real world and has to run It's it's written by human beings and it's used by human beings and They're the same people with the same ideas and the same thoughts and the same needs and the same spaces as everything that architecture physical architecture is concerned about it's All one thing ultimately, I mean I've talked to Actually at this conference. I've talked to a couple of depop depops guys or Well, not necessarily guys know that think about it a number of debops personnel Who? Come at a lot of software problems from the perspective that people merely designing software don't necessarily have a sense of the platforms on which it needs to be deployed They don't have a sense of the limitations. They don't have a sense of The scope or necessarily they look at Factors like runtime From a mathematical perspective without necessarily looking at it and saying okay, well If we're going to need it to run in this time How big an Amazon Lambda do we need to allocate in order to get something back to the user in six seconds or less But those are physical considerations Alexander had similar concerns with respect I'm sorry about that I Had similar concerns with respect to architects physical architects working on physical buildings One of the difficulties the reason he's no longer at UC Berkeley is because he was teaching a curriculum that required His students to get out into the field to get their hands into the concrete To stand on the slab where they're gonna put up a house to look at the site to look at all the objects on the site Where a building was going to be constructed to say okay? How can I connect what I'm building? How can I make this? construction Part of this place as opposed to just plunking it down there How do I incorporate the needs of literally the platform on which I'm going to build a physical thing? into the design of that physical thing and Well quite frankly I see a lot of people in software think well right once run anywhere Okay, how many people remember that slogan from the early days of Java right once run anywhere? Yeah, okay, and for how many of you was that ever actually reality? Yeah, so I thought I Had a QA lead once who put it right once test everywhere right once test everywhere But it's the same basic idea It's not that you can't do it. It's that you need to know that you should that you need to know that yeah, there are gonna be differences between platforms and More to the point far more to the point at a deeper level than that The software that we build the software that we design the software that we run is going to be making these profound differences in people's lives Think about the talk that you just heard a few moments ago. Okay? That's about technology. That's about a unification of hardware and software design Making a difference in the life of the planet and we all share a little bit of that Just with the software that we write for our firms or our open source projects or our clients or our customers Or just for ourselves every day We participate in that so some basic concepts coming out of the nature of order itself like life This was the thing that he found Gatsby This was the thing that Alexander found was most characteristic of Things that were well done They were alive every piece of space. He postulates. He says in the phenomenon of life every bit of space has some degree of life And it's the job of the architect. It's the job of us as human beings To increase the life of the spaces in which we live how many times have you gone out and looked at a shopping mall a new bank building a new abstract construction for Some corporate headquarters and thought That looks like a really dead place to work That looks like a really difficult place to live That's the kind of thing he's talking about when he says those places have less life It's not that they have no life. It's not they're completely dead, but they're disconnected They're weaker than they could be but every piece of Space has some degree of life and it's our job to make that work So the first book the phenomenon of life has hundreds of pages like this where he puts up Two images and says okay, which of these Seems like a thing that has more life and he's got a number of ways of characterizing that He calls it the mirror of the self test Which when you look at these images, which one Into which one do you feel your humanity expanding which one makes you feel more like you? which one is more compelling at a deep level and He does hundreds of pages of these and he doesn't in a comparative way for example, which of these two is more compelling I don't I don't actually need your answers to this by the way. I just need you to think about it so Okay, so that's one set. All right So what have we got here? Which of these spaces Feels more alive, which of these spaces feels that it has more Life that feels more compelling that you feel more connected to it Like it's a real place in certain ways Okay, fine. So you might have some comparative there. All right. How about these two? What happens there? What the phenomenon of life is about is analyzing why those comparisons tend to come out the same statistically across a Very large number of samples like tens of thousands of people. He sat down and had them compare images and Well, there are outliers because people really are different You get the kind of statistical bell curve that says, okay Yeah This image for most people is more compelling. This image has more light This environment feels more like someplace Not necessarily that you would want to live but that people live So that's life And a lot of that cheese Okay All right a lot of that Is about the way the space itself is structured and the way people use the structures in the space so What we wind up talking about is the idea that well the degree of life in a given space is ordered We can feel more spaces Some spaces more alive than others. But how how do we generate that kind of life? How do we build more living spaces? The first tool in that particular box is something that Alexander calls the field of centers centers are a complicated concept Mostly because like a lot of definitions in the nature of order The definitions are recursive Centers are things that have a sense of distinctness The classic canonical example that Alexander gives is you have a blank sheet of paper And when you put a dot Down in the corner of that paper You create within the mind of the observer a sense that that's a center That's now a distinct thing that engenders the idea that Implicitly calls for other things around it now again It's sometimes hard to wrap your head around the idea that these are actually epic phenomena There aren't they aren't necessarily what a physicist might call real But they are constructions that we get to work with because we have minds So in this instance for example It's a little blurry. Sorry about that. But in this instance putting that dot there The idea is that it creates That field of centers around itself There's the sense of the larger field around the dot But by putting it there it also tends to divide The space by putting the dot here There's an implicit sense that there's a division of the space here and a division of the space here and a division of the space here And then the relationships between them have kind of a ray-like structure which I'm sort of getting at How long those lines it's not Again I didn't want that to come across as especially distinct because it's not those are epic phenomena. Those those are cognitive spaces So the next idea is unfolding things unfold things an acorn implies an oak tree um Parts tend to imply a car an Idea a concept tends to imply a mobile phone app That's where they come from that's where they come from first they come from our minds They unfold in our minds they become more complete through a series of transformations like this Remember what we said earlier about centers the idea behind centers the idea behind increasing the life of a thing is to increase the strength the cognitive presence if you will of those centers and this is an example of what Alexander calls unfolding where Beginning with these points where it's just a circle at every point We have the idea of the same Kind of center, but then we add Centers to it We create new structures Through a series of transformations In every case we have the same basic idea and we embellish it we add things to it Sometimes we take things away. It's not in this example, but sometimes we take things away But at every step the idea of that same original center persists and That is what he calls structure preserving transformations Now those of you who remember I'd said that I was inspired to this talk by studying functional programming and already know a little bit of functional programming yourselves Kind of understand how that's similar How we have the idea of composition in functional programming The idea is that we have things that can be Composed we have the idea that we can say all right. Here's the core of a thing. Here's the idea Behind say, oh, what's my favorite now? bread first search But it's not really bread first search in a language like Scala or Haskell or of sharp You can express the idea of bread first nests Independently at the idea of search or for that matter independently of what source you're using for the nodes that you're searching through There's the idea of a bread first traversal which you can make a search or You can make an ordering or you can make any of a number of other things in Terms of the functions that you pass into the structure or to which you apply the structure with Composition or as Alexander would have it in physical architecture Structure preserving transformation. You don't muck with the basic idea of what was there in the beginning The next thing is wholeness and again, this is kind of recursive Wholeness is exactly what it sounds like. It's the thing as a whole in physical architecture What I'm trying to get at is the idea that this is your goal This is where you're going with this you're starting from with pieces and you're putting them together and You're arranging them and you're making all these transformations on them But you need to keep the wholeness in mind or you might wind up with an office building where you really kind of needed a single-family residence The wholeness is the it's the goal if you will the wholeness is the idea of what it is that you're trying to construct There are dozens of examples of this kind of thing in the nature of order There of course will be dozens of examples millions of examples of this kind of thing and when we start to apply these principles more generally in software development because what we think what we can think of the wholeness is The requirements for the program the definition of the project With each of those structure preserving transformations. Are we approaching closer? To what we need to do for the project and to the extent that the answer is yes, we are fulfilling the wholeness So we need some extended concepts because we're not working directly with the physical universe and again, I'm indebted to Richard Gabriel for some of these ideas like the idea that we have different perspectives on things How many people here are familiar with the words of oh my goodness Early 20th century Austrian philosopher Karnapp anybody conceptual spaces formal spaces Visual perceptual spaces. No, okay a couple people up there He was working in the same era as Vidconstein who's much better known for this kind of thing But the idea is that we're working in different spaces. We're working in the space of code We're working in the space of Diagrams more working on it. We're working in the conceptual communicative spaces of other people's minds We're working on whiteboards for that matter and There are transformations that apply each of these levels, but they map between those levels. I Mean for example, if you have a good system design It's probably going to look like a good system design regardless of how you got there. I Mean just to offer up some Scala code here You'll know Good code when you see it You'll know bad code When you see it you can something that I mean, okay who here Has been on a code review or looking at a pull request and thought This is really ugly anybody. Yeah, okay almost everybody. All right Now how many people have been on a code review or looking at pull requests and thought wow? I wish I could write code that well Yeah Okay But that's the kind of thing we're talking about that's the kind of thing From an Alexandrian perspective from the nature of order perspective we can say well Okay, if we look for these characteristics if we look for the centers within the code the places that our eye is drawn By the structure of the code itself. Is that actually also the most meaningful part of the code? Or are there bits around it that do violence to the central idea of whatever that particular piece of code is That's the same basic idea that we saw earlier with centers and Transformation and how we embellish things how we get a piece of code to grow out of a central concept out of a central functional point Into something more into a real program and again depending the perspective that we have depending on whether we're looking at it from the point of view of Different kinds of diagrams or whether we're doing a whiteboard we can express that in different ways But the same basic idea lives in the conceptual space okay So again examples of other things we can do We can see the life of the system express the deployment diagrams as well because again It has to live somewhere and this and somewhere that it has to live has to make sense So Lots of things I mean when we talk about Unfolding systems we're talking about we have a sense of the wholeness We have a sense of where we want the program to go and it's really a matter of saying okay Well starting from these components starting from these pieces. How do I get there? How do I get there in a way that's going to make sense? In a way that I'm going to be able to communicate to other people on my development team that I'm going to be able to communicate to The stakeholders in the project How do I get there in a way that? Everyone is going to look at and think yeah okay, I get this and In a way that's going to make us feel That's not just because feel in fact actually it's one of Alexander's points That's going to connect us to one another There are an awful lot of people in this industry who are in this industry because they don't particularly want to feel connected to other people Well, I got some news for you guys You're gonna be connected to somebody at some point that's part of the human experience That's part of the experience that we have from machines for that matter because the time is not long in coming we're gonna be feeling more connected to them too and Quite frankly They're going to have the ability to tell us that they don't feel particularly connected to us They already do if we have the ear to listen. I mean have you ever thought? What it's like in your Java programs or your Python programs or any of a number of other languages when you hit an exception and Suddenly the things unraveling a thousand deep stack trace What do you think that feels like how does that cognate to the machine would you do that to a person? Would you send them that far down the wrong path? Probably not but they're gonna come back and be Well, if you're lucky the person you sent down the wrong path a thousand deep is gonna come back Can you say what? Well, that's what the programs are doing too. So that sense of connectedness to a great extent applies to them as well But if we have living systems if we have systems that are unfolded if we have systems That we built through structure preserving transformations. We can take different paths for different platforms we can have a strong core and Nonetheless a unique deployment We can build things if we're paying attention If we're feeling our way through we're saying hey, which of these which of these courses of action that I can take as I'm building this code Is going to make things better For everybody which one makes me feel more connected to my future self to my co-workers to the stakeholders So with transformations same basic idea It's still an idea of Adding or in some cases removing centers because some of the things some of the transformations involved Have to do with increasing the simplicity of a system or saying hey, let's go for a little bit of calm here okay Sequences are how we get there as the steps we take which transformations do we choose in which order? They iterate they iteratively apply some of them involve removing but each Transformation this is the key point each transformation Strengthens existing centers and increases the life of the whole This is an example from book to the process of creating life in physical architecture Where Alexander is demonstrating the sequence involved in building? I believe this is a West no an east Turkish minaret that he gives an example of start with a basic form Add boundaries to it In this case add a cap Second one. I think is added if I remember the text correctly is out of base. That's another boundary transformation Then we start doing a little bit of deep interlock where we take some of that Top section away or perhaps add a little bit more of a border to it Then we add additional borders in alternating repetition then we start doing even more embellishment where we start to Strengthen each of the centers of the column by adding arches and decorations and Each of those is a clearly defined transformation So in development. Yeah, all of that keep the wholeness in mind Your project is done stop when nothing else can be strengthened and Transform deliberately in the sense of no, why you are doing what you are doing I mean, we have legends about this We have stories about people who don't know what they are actually doing in code They just copy in a piece of code that somebody else gave them or that someone else in the company scratched down on Note paper in the days before people kept records on computers Well, that was what worked. So that's what I'm going to use. No transform Deliberately look at what you've done and say does this increase the life of This part of the project doesn't increase the life of the wholeness of the project To say that this requires further work is an understatement as I pointed out. I've done a number of literature searches and I got nothing This idea that composition maps on to the stuff that Alexander wrote after patterns There's a little bit In a few corners Like I say look up the work of Richard Gabriel but not at the level that it really needs to be applied because There isn't only one view. There's multiple spaces where this kind of thing works As we said, there's code. There's deployment. There's Requirements and all the facets of development have their own viewpoint their own perspective into this kind of thing Our structure preserving transformations really in a mathematical sense function or monad like compositions And what do we do when the transformations aren't obvious? How do we search for them? How do we find what those transformations are going to be and are there other kinds of transformations or properties beyond the 15 That Alexander describes for physical space the answer by the way is yes because in book 4 He describes 11 more that have to do with manipulation of color spaces. Just so you know But why do we want to do this? The short answer is because we want to build a living world because we are the people who are building the next generation of Everything we live in a world where your hotel room has more intelligence Excuse me where the doorknob on your hotel room Has more intelligence than most of the computers that sent us to the moon We here Software developers are having more of an impact on what's coming down the pipe next I think then any other single group of people including the people who come up with things like political ideologies Because we're the ones who actually have to implement it We're the ones who actually have to make it happen We're the ones who are working in a space where? For a lot of physical things it takes time because they have to manipulate the physical world We're working up here. We can do new things as fast as we can think about them We can try a million experiments in the kind of time that a physicist might try 10 We are working our way into a new world at lightning speed and it's time. We understood the level of impact We are having and it is time. We understood Well, what was the last talk about one facet of in essence the social responsibility that goes along with Developing things with building things the trade-offs that we have in what we're actually doing how we're doing it I know sometimes some of these are income that some of these things are uncomfortable topics We don't necessarily want to think about how we fit into the larger picture. We don't have a choice This is the world we live in and I'd like to see it have more life I'd like us to take the next steps Into making it a better more coherent more connected living world Thank you You still aside. I'll go over here. Thank you There's a load of questions, but we're very short on time, so I'm just going to pick one And the one I'm going to pick is Is there a tension between imbuing code with life and connectivity and achieving abstraction and reuse one embraces specific context and the other steps back from it Yeah, okay That's actually a comment That actually expects thing I mentioned briefly earlier where there are people who of the opinion that if you're using patterns That's inherently violating the principle of don't repeat yourself Mm-hmm, and that's true but in which the same way that Every house is different Every software project is different Yes, there are things that you can reuse if you look at it from the perspective again a physical architecture I've wrestled with this for a while until I realized what the analogy really was Okay, if you look at physical architecture and physical construction, you still have things like bags of concrete or bricks That are commodity properties. Those are things that you weren't necessarily Customizing but that you are using to customize what you were doing and There's still going to be a pile of things in every one of our bag of tricks that we're going to reuse Okay, we don't have to use a completely new bred first nest algorithm or bred first nest expression every time we want to do a different kind of thing be it a search or a Concatenation or just a traversal of some kind because we already know how to do that We might want to tweak it for the particular platform that we're working on or we might want to at least acknowledge The compiler is going to tweak it for the platform. We're running it on but it's not necessarily something We have to do ourselves any more than we have to figure out how to compound our own concrete if we're building a house because those things are known and Those are things that we can reuse but the idea is to reuse them in ways where the wholeness In ways where the things that we're building with those components come out uniquely suited for their environment Thank you very much


Good morning, everyone. I'm Dr. Apoora Riddhidhawar from MediCity Institute of Medical Sciences, Mitchell. I'm going to present a rare case of lateral numbar meningo seal in a patient with neurofibromatosis. The objective is to present a rare case of lateral numbar meningo seal and establish imaging features. Introduction. Meningo seal is a secular protrusion of meninges through the intervertebral foramina or eroded vertebrae. Numbar meningo seals are part of the complex manifestation of neurofibromatosis. Although Osh's abnormalities are one of the seven diagnostic criteria for NF1, neurofibromatosis type 1 consists of most prevalent phycomatosis, which are neurocutaneous syndromes of neural crest origin with low emphasis on Osh's abnormalities. Meningeal protrusions most commonly occur in the thoracic region, but they can also develop in cervical lumbar or sacral regions. In this case, a lateral lumbar meningo seal was discovered, which is rare in the literature. Case history. It was a 45-year-old female who presented with chronic lower back pain. The pain was not associated with postural alteration of the truncus. Neurological examination revealed no deficit. Ladder and bowel functions were normal. On clinical examination, there was widespread cafeolate spots, cutaneous neurofibromas and reddish-brown spots on the iris. They were noted consistent with diagnosis of neurofibromatosis. Here we can see widely spread cafeolate spots, maging features. On abdominal ultrasound, a large cyst was noted in the retroperitonium that was interpreted as the right para-renal cyst. CECT confirmed the presence of retroperitonium cystic lesion, displacing the right kidney superiorly. The lesion was extending into the right neural foramina of L3 and L4 vertebrae into the spinal canal. Diagnosis of lateral lumbar meningo seal was made. MRA confirmed the above findings and the lesion was described as a well-defined large, lobulated CSF intense areas extending from the spinal canal at L3 and L4 level through the foraminal region into the right paravertebral region, causing scalloping of vertebral bodies. Few traversing nerve roots were noted inside the lesion. Hence, diagnosis of the lateral lumbar meningo seal was confirmed. These are the images of CECT plane arterial phase and venous phase showing a retroperitonium cystic lesion, displacing the right kidney superiorly. The lesion was extending into the right neural foramina of L3 and L4 vertebrae into the spinal canal. This is a MRI spine scout. Here we can see the meningo seal. This is a T1 weighted MRI image which was described as a well-defined, large, lobulated lesion. This is a spinal sagittal T2 weighted MRI image. Here we can see the meningo seal.  Neurofibromatosis is a congenital and hereditary dysplasia that is inherited as an autosomal dominant trait It involves mesodermal and neuroectodermal tissues with manifestations in the central nervous system and musculoskeletal system. Skeletal manifestations include vertebral dysplasia with kyphoscoleosis, spinal cord lesions, extradiural masses, erosions of intervertebral foramina due to the dumbbell neurofibromas, neural ectasia and lateral meningo seals. Meningo seals manifestations in neurofibromatosis are commonly associated with neural ectasia and herniation of the tica sacs through a defect in the lateral aspect of the vertebrae or through the wide intervertebral foramina. And when present are usually intrathoracic. The rarity of this reported case is due to the location and size of the meningo seal. Conclusion in this particular case we report the emerging features of uncommon spinal manifestations of neurofibromatosis and also including the widening of intervertebral foramina due to lateral meningo seal. These are the references. Thank you.


Hi, my name is Shreya Khullar and I am the Product Marketing Manager for ST60 in Americas. Today, I am excited to share two interesting demos using ST's latest 60 GHz RF product. ST60 is a brand new product family from ST Microelectronics intended to rethink contactless connectivity. It is used to create 60 GHz point-to-point ultra low-power contactless links. ST60 A2 is the first in the family. You would need a pair of these devices to create a half-to-plex link between two digital systems at a very short distance. It picks up any serial data stream from one side, converts it into 60 GHz RF and recreates the data on the other side, essentially working as a RF buffer. The design philosophy here is to replace cables and connectors while retaining wire-like characteristics. This tiny device can offer a raw bandwidth of up to 6 gbps in less than 5 mm square of footprint area. It is extremely power efficient with a total power budget of about 65 mW for the full link. We support both consumer and industrial temperature ranges with these devices. Engineers often ask me, what is the benefit of 60 GHz? Well, firstly, 60 GHz is an unlicensed band in most regions across the world. It also gets quickly absorbed in air so it doesn't travel too far off a distance, making it secure by nature. For full context, let us look at how ST60 compares with other wireless technologies in the market. The chart shows ST60 has a similar power profile as an NFC or a Bluetooth, but the key differentiator is the high data rates of up to 6 gbps. The chart on the right compares the range of ST60 device. You can get a range of few millimetres or up to 10 cm with small passive antennas. You can see the range is very similar to an NFC but the speeds are much higher. Bluetooth has a longer reach but lower speeds. Wi-Fi, Wi-Gig are power hungry equivalents but offers much longer range as well. The main takeaway from this slide is that ST60 with its differentiated value can open up a new market with new product form factors. Our customers are using ST60 in several diverse applications. Let me share a few. In a smart factory, the rotating joints hinges in a robot can become completely contactless, improving freedom of motion and reliability. A 360 degree camera, a spinning lidar, can upgrade from traditional slip ring designs to a low noise high bandwidth connection. Video walls are another popular use cases. These are usually comprised of small LED tiles. With ST60, these tiles can become completely contactless, making installation or replacement of a broken tile just like you would do in a LEGO block setting. Factory automation is probably the number one use case we are seeing. If you have devices manufactured at mass scales, on an assembly line each device is physically plugged in, you download the firmware, you run diagnostics, unplug it and you pass it on the assembly line. A contactless link with ST60 can greatly improve the throughput of the assembly line and boost reliability. ST60 can enable fast data sharing across devices where frequent docking and undocking is involved. Examples include firmware download and field or extending displays of small devices. Another emerging trend is in industrial safety. A galvanically isolated RF link provides immunity in intrinsically safe applications such as fire and safety, oil and gas. Miniaturization of personal electronics continue and you can imagine there's not enough space for open cavity physical connectors. Foldable screens, detachable screens and tablets are another major trend we are seeing. With that, it is time to look at the two demos. The key ingredient of this demo is the USB 2 Discovery Kit. You must use a pair of these for remote and local device to talk to each other. It comes in both type A and type C USB connector. For this demo, we will use the type A version. A closer look will show you an STM32 microcontroller for setup of the board. An embedded USB 2 repeater chip which converts 3V3 voltage levels to 1V2. At the extreme of the board we have an ST60 chip and a low cost PCB antenna that can easily be printed on common FR4 materials. Here is the full setup showing a camera freely rotating on a plexiglass disc and exchanging video to a stationary disc below. I must say there is no physical cable tethered to the camera. Both the data and power are wirelessly derived. But what problem does this solve? Currently many applications such as 360 degree video camera, a robot with a free rotating arm, a splitting lidar, a drone camera all use mechanical slip rings for data exchange. Slip rings are known to have poor performance when higher bandwidth and higher reliability are a must. Contacts can get worn out over time resulting in product failure in the field. With ST60 having no galvanic connection provides natural protection to mechanical stress and immunity to high EMI environments. On the remote side a UHD camera is connected to the ST60 USB 2 discovery kit through a plain USB cable. Both camera and the board are powered by an off the shelf wireless power RX coil and an RX IC. The local side has a wireless power TX coil and IC and ST60 discovery kit. The whole setup is deriving power and data from the USB port of the laptop. When we hook up the USB board to the laptop the USB contactless camera is automatically detected without worrying about additional drivers. In the live streaming app we just switch from the built-in camera stream to the contactless USB camera stream. In a sense the ST60 devices are completely transparent to both the remote and local side of the USB port. So what materials can this device work with? The ST60 GHz RF works very well with most non-conductive materials such as glass, wood, cardboard or plastic. As you can see inserting a piece of plastic between the RF link does not interrupt the live stream. Thank you for watching. Let me show you another demo. This demo is based on an Ethernet eval board built by a partner company EPS. The board supports a maximum of 1 gbps Ethernet speed. You will need a pair of these to create a full duplex Ethernet connection. Each board comes with an RJ45 connector, an SGMi 5, two ST60 ICs and two horn antennas. The horn antennas are specifically designed for 60 GHz RF of ST60 device by a partner company Radial. So what problem are we solving? Here is a PoE camera live streaming wire, a wired Ethernet connection to a PoE switch. PoE means power over Ethernet standard which defines power and data delivery on a single Ethernet cable. It has gained popularity in smart building and smart factory infrastructure. Say if you need to install a PoE camera on a glass exterior of a building you will need to drill a hole. Which you can imagine is not a good solution especially when the number of PoE devices scale up in a building. Let me show you how ST60 can create a no drill connection for your camera connectivity. In this demo we are live streaming a remote PoE camera through the glass wall onto a cloud streaming app on a smartphone. There is no physical cable across the glass wall, both the data and power are sent across wirelessly. Let us take a closer look at the local side of the link. The PoE switch is representing the power source equipment in any smart building application. First we split the PoE signal into native Ethernet data and DC power using an off the shelf PoE splitter. This is the Ethernet module which we saw earlier sending across the Ethernet data via 60 GHz RF. The power transfer is managed by another ST solution composed of wireless power coil and a TX IC. On the remote side of the link we have the same Ethernet module to reproduce the Ethernet data. Complementary wireless power RX IC and an inductive coil completes the power delivery. In total the bandwidth of the whole setup is set at 100 megabits per second for data and about 5 watts of power. As you can see 60 GHz RF signal has no problem coexisting with the magnetic radiation. So how does contactless Ethernet compare with the wired Ethernet? In the lab we ran several latency measurements and found out that ST60 contactless Ethernet has very similar characteristics as what you would get in an Ethernet wired line. Here we are doing a real time panning of the camera in an app and you can see the display changing without any lag. Once all the individual pieces of data and power come together in a product the contactless PoE concept will only require you to snap a camera onto a glass wall. Thank you for watching. You just saw how to use ST60 in combination with a standard wireless charging solution to create a truly contactless link. USB 2 Discovery Kit and Ethernet dongles are a great way to build prototype with ST60. You can also run a full evaluation of the technology with a fully equipped eval board we have. To get started with ST60 please reach out to your local ST sales contact.


Mr. Johnson, hi. I'm Raymond. Thank you very much for your time and to see me. Just allow me to start right away. Currently we have some challenges for our team. We have some big reorganizations coming up. Joe Biden's many challenges at work. Competitors and all that, and markets and all that. We might need some help for that. So what's this applied improvisation I'd be a very know about? Yeah, applied improvisation is really cool. Because of spontaneity you really connect with people and it's much easier to get more effective and all that. Because of the activities there's a lot of safety. Tell one of those activities? Just imagine you stand in this circle, right?  And also you can also do boring stuff. So Joe is really his own rhythm. He's serious about stuff. He wants to make things dumb. He's judgmental and all that. And in our world we're connected. We're playful. We know the value of play. We feel it and all that. So I think one of our biggest challenges right now is to bridge that. And that's our clients who really sometimes need to be playful to let them experience that. And let's do that. And one of the angles I've found that there are many is talking about playfulness. And with playfulness you need to talk about the why. It's really very nicely put by my Nancy just now. So it's much easier to do the why. And also what remains is the how. How do we explain why we believe that this all works? That the fighting position is the way to get playful and that's a good idea. So why playfulness? Twenty years ago when I would tell my clients that my training would be fun. It would be something like, yeah, we need also to work. And that changed. That really really changed. And we have all this interesting technique. And we have all this research backing us up right now. So I think it's about 11 years ago that we know the value of happiness. That employee well-being drives profits. And we know that and we can make that clear for our strategies. We're dealing better with trade with change. We have more creative strategies. It proves collaboration. It creates energy and much more. So what's left is how do we help people to be playful with itself? So how do we help them with that? First one is courage. If you're playful you need courage because you'll stand out. You'll do things differently than others. So it's courage. The other one is permission. Right, you need to have permission from yourself to play. You need to have a reason. And also you need permission from others. It's really easy to play with a child because you can say like doing it for him or her. And it's also your culture. If your organization allows you to play, it's much easier. And many organizations do that now. We all know the 20% rule of Google. We all know that companies and organizations, they are spending time, the investing time and money to to live their employees playing more. So the third factor which is important for play is having the skills and mindset to play. And that's where improvisation comes in. One of the angles. So one of these things, so I've been thinking a lot about how to explain improvisation to other people. How to explain improvisation to people who never heard of that before. And on a rainy Sunday morning I invented the playing model. And it really really helps to grow my business. Because it really resonates with my clients. It really makes it much easier for me in a very basic elementary way to explain what improvisation is. And what it connects to in my clients' challenges. So playing model is an acronym. It stands for presence, being in a moment, being aware, being connected. Being aware, connected to your clients, to your partners, to your market. At the University of Maschift, the Center for Entrepreneurship, we teach our students to first go into the market, make their mistakes, find out what their future clients need, and only then start writing the business proposals. Instead of writing this brilliant, this proposal that someone needs it. So the other one is leaping into it. If you leap into making mistakes, leap and try out things. And be an explorer. And it also distings two people, two kinds of people. People who are good in error recovery. And people who are good in failure evasion. And I think we as improvisers, we teach, we train ourselves to be good in error recovery. Take a step and see what happens. Plan, do, check, action at the same time. And then there's adaptiveness. This is about allowing yourself to be changed unconditionally. Come in, see what happens, see what works. First accept it and then process it. Fourth one in this acronym is yes and. Yes and is not about words. It's what is represented by it. There's a confusion there because yes is not about agreement. Yes is about acknowledgement and appreciation. They can be outside in. And the end is about addition. It's about contributing. It's about taking the story forward. It's about taking the inside out. And it's a core of improvisation. It's why I'm able to stand on the stage for an audience. Because I know that everything I do will be picked up by my fellow improvisers. And will be amplified. Making me look good. Right? And the last one is impact. Having impact. Being passionate about how you do things. It's about protecting your ideas. It's about being great and leading or following. And this really, really helped me to grow my business. To help my clients. To let them realize a little bit on why improvisation is important. And also what helps is that it's such basic, such elementary that all the other principles may not come out of that. So making me look good. Being average. Building the story forward. That's all based on this. So let's play. Any questions, sir? My God, that was brilliant. You're hired to write.


Hello everyone, wherever you are. Thank you so much for joining us. Welcome to another fireside chat. Today I'm joined with Nitin, who is the VP of product at Smartsheet. Nitin, thank you so much for joining me today. Hello, Alan. Thank you so much for your time and I'm excited to talk at this time. So we were chatting about this a little bit before we went online, but you are a long-serving member of the product school community.  You've done chats for us. You've been an instructor. You've done it all. But I'd love to know more about your personal story in product management. How did you get started in product? Yeah, thank you so much, Alan. Calling me a veteran sounds me old, but I'm really young. I'm really young at heart. So yeah, I can tell you about my personal story. My educational background is I have my undergrad. I did my engineering in computer science and got my MBA, as well as enrolled into another master's degree.   What I enjoyed the most was I'm an extrovert. I enjoyed a lot of this driving business results, conversations with customers, problem solving when I was a developer during my first two, three jobs. And these experiences or these skills really led me to moving into a formal role at Microsoft into a PM. And the best part about being a PM at Microsoft was the role was multifaceted. It had aspects of deep technology expertise. I was working on the operating system, the cloud systems at those point of time, defining user designs, understanding a very deep understanding of market economics, competitive landscape, customer needs. So I think that really helped me change my career from a software engineer, software dev manager into product management. So that's really the beginning of how I started my career in product management. And now you've climbed the ladder up to VP of product. What does it mean to you to be a VP of product? Because these titles, they fluctuate across companies, across industries. So in your mind, what does it mean to you to be a VP of product? Yeah, I think that's a great question. And it also, I think that the question is also relevant at what stage your company is, whether your company is a private company, which is not listed on any of the stock exchanges, your company, a public company. So a company at a small, if you're a VP at a small startup, your roles, responsibilities and the work you do is way different than what you would do as a VP when you are at a public company. So I think that is one big difference. But before I come to being what a VP really does, I want to give everyone a listener, people who are tuned in, an aspect of what product management is. Because I think it's very important to understand at a macro level what product management is. In my belief and a practitioner of product management for so many years, it is a mix of art. It's a mix of science, technology, insights, data, economics. All of this together is product management. There is just no one aspect of it. It's a combination of all this. And when I think about being a product manager, a VP of product management specifically, it's almost like you have to be strong in multiple aspects on a time axis, that you have to be forward thinking. That means you're really good at strategic thinking.  You can see the future. Second piece is you're great at execution. You are great at doing what is currently getting done in your company. And the third piece is learning from the past. Whatever has happened, whatever your teams have done, that are you learning from it to build a better team? So that is one aspect of what does it mean to be a product manager? A VP of product management is this axis of time that forward looking, current looking and learning from the past. And if I take it to another framework, big fan of frameworks, it is as a VP, you are responsible for multiple things in your core role. You're responsible for driving the vision. You're responsible for defining the strategy. What is going to support that vision? That for example, my vision is I want my company to make $5 billion in ARR. So that is the vision. What is the strategy behind in order to supplement that particular vision? Had a really strong sense of defining the design. It could be user design, customer design, all aspects of design, and the last particular pieces on execution. That how do you really help these particular things come up? So there is an axis, there is a portion of this time. There is this portion of these core skills. And at the end, this is a multi-dimensional role. It's not trivial. What you really want your VP or leader to do in your company is be a very strong collaborator, ability to see how your product fits in into not only your space, but also your peer space, as well as the overall strategy. And the last one is really helping the overall company as well as the industry evolve the existing product and capabilities. So I think that is a really good sense of what a vice president of product management does at a public company. And well, across the board, no matter what company you're in or what level you're at, one of the things we talk about a lot in product management is being obsessed with the problem and not with the solution. What are some of the problems that you're obsessed with at the moment? What problems are you the most passionate about? Yeah, I think that's a great question. If I have to articulate what are the problems I'm really excited about is number one is the first one is making people efficient, making people productive. That whether it is a B2B, B2C, any kind of segment there, I think this whole aspect of helping people save time and becoming more productive. The second piece is around making businesses more efficient. And the third aspect really is empowering people, that people are able to see data which is exposed through really transparent and scalable systems. These systems are inclusive. They don't have any kind of bias in those systems. Scalable have a deep sense of technology across domains and verticals. I think that is the first piece which I am super excited about and which help the human race become better. And this is my philosophy not only in terms of where I work but also what I do, Alan, is I advise companies, I'm on board of three companies right now. All the three companies, their mission is how do we become better? How do we become help businesses become better? How do we help people become better with productivity and things like that? So that is the first part on what I'm passionate about. And I think you had another question there which was around expertise, that how do you build expertise? Is that right? No, not quite yet but I'll get to that in a second. Yeah, so I'm super excited about. Yeah, awesome. So well, I'd love to chat about expertise a little bit. One of the things that I was wanting to ask you about is as you've stepped into a leadership role, that comes with not a different skill set to that of product management because all product managers are leaders in a way. But what additional skills have you had to develop or learn as you've moved sort of higher up the ladder? As you've moved into a position of authority, has that kind of changed the skills that you use in your day to day? Oh, that's a great question. And what I understand when you say position of authority, I think you mean someone like VP at a public company or someone, but yeah, I get it. On a day to day basis, a lot of things don't change. That you are still expected to make data-driven decisions. You're expected to be focused on your mission. You're expected to lead from the front with empathy, have very strong clarity. But what changes is the quantum of it and also the judgment call? That when you are relatively junior to your career, I think you make a lot of decisions with 100% of data. And as you step higher, the amount of data which is available to you may not be 100% available or may not be 100% accurate. And that's where the sense of judgment that for example right now, I'll give you a very specific example, crypto. Is crypto going to be the next big financial instrument or not? It's not very clear. There is no guideline. There are guidelines. Obviously, I shouldn't say there is no guideline. There are guidelines, but it's very ambiguous. It's very amorphous. And that's where as a leader, the ability to make decisions with very incomplete data is a super skill you need to build when you get into these leadership roles. The second thing is as I have gotten and risen up through the ranks, I have learned a lot of new different skills. My primary role was I was an engineering leader, a product leader. But specifically in the last four, five years, I have gained skills in semantics and syntax of merger and acquisitions, corporate development. So that is an area I had never worked in and I did a bunch of these big level acquisitions and also during my time at my current employer and my past employer. The second one is also that when you are working at a public company, there are certain rituals or certain things you do. Like for example, the quarterly earnings call that every three months, you get in front of the Wall Street, you share your numbers publicly saying, hey, this is how what our balance sheet looks like. I think the learning, the details of how the market works, how the analyst relations are, how do you prep for these quarterly earnings call is a fantastic opportunity for anyone who's getting into this level or this scale. And then other couple of examples are crafting the product strategy for the entire company, not just your particular area because you're just not looking at your own area. You're looking at how does this fit into the overall company strategy, product strategy, how does it really help me get to the one year, three or five year vision, how does it move the needle and also newer skills around marketing, product marketing, monetization, financial projections, go-to-market strategies, global expansion. And I think all these six, seven things which I've talked about, I have really gotten a lot of opportunities and experiences, thankful to all the employers where I've worked and also my own startup which I did during the last five years that these were skills I didn't have exposure to almost five, six years back. So I think these are the kind of skills and experiences I have gained especially coming into moving more into leadership level in the companies. And another really important aspect of leadership, it's not just the impact that you have on your company or on your product, it's also the immeasurable impact you have on the people who you're actually leading, the teams that you're influencing every day. What would you say are some of the marks of great leadership when it comes to being a mentor for the next generation? How can product leaders stand out as great leaders for the next generation? Oh, that's a great insightful question. Let me just think about what are the most essential ones. If I think the biggest one, the biggest one which comes to my mind is building a culture of trust and collaboration across the company and from top to bottom, bottom up, laterally, whatever direction you go, that is the biggest, biggest marks of great leadership. That it's almost, you are people together. Almost it's almost, there's a lot of camaraderie in the company with trying to get to a particular mission, having a culture of trust and collaboration. And when you have that, you can do magic. You can really do magic, that you can grow your sales, you can grow your revenue. There is nothing which is unsurmountable. And one of the biggest, biggest reasons companies fail is not because they don't have smart people, is because the culture is not conducive to get the best out of people. I think that's the biggest one in my mind. So the culture of trust and collaboration and accountability. So that is the number one, I would say. I will just kind of share as I'm thinking through this. The second one, I would say, is having a culture where you measure people by the impact they create, obviously the positive impact they create, the value they bring, and how they're able to influence others. I think that would be the second thing, which is very quantifiable. That you can really measure how people are influencing, how are they building impact, and how they actually create value. The third one, which again is a really big skill in my mind from leadership perspective, is being unflappable. You will always have crisis. You will always have failures. In those times, how you manage to keep your cool, how you lead from front with empathy, and not try to do a post-mortem at that point of time, but try to solve the problem and take people into confidence while that crisis is happening. I think that is really, again, a hallmark of a great leader, that being unflappable. And I'll give you one specific example, not trying to be political. I'm not a Republican or a Democrat. That's something like President Obama, that even if when the greatest crisis in the country were going on, but when you saw him on television or whenever you saw him in a public domain, he was unflappable, cool, and not really responding to the crisis because that gave a lot of confidence to the 330 million citizens in the country. And again, I'm not trying to make a political statement, but I'm just giving that as an example that how can you see someone who is unflappable in crisis. And then again, other things, you asked about marks of great leadership. How are you actually building your team? It's just not about your personal contributions, but how are you getting the best and the brightest of the talent to come and work for you and getting the best of them? How are you creating this? How are you creating a team with a diverse set of experiences, not only diversity in terms of the classic diversity, but diversity in terms of thought process, diversity in terms of leadership, diversity in terms of experiences, skill set, and how are you retaining those people? Because especially when you are at a leadership level, it's not just about the problem solving. It's also taking people along and creating a structure and a framework within which you solve the problems. And last other, last, last ones here would be also to think about how do you build quality? How are you in communication with your teams, with your press, with the analysts, Wall Street, everybody? I think that's a very important aspect of communication and ensuring accountability through scalable models, whether your team is a team of five, whether it's a team of 180, whether it's a team of 18,000 or 280,000, which may be in one country, one geography, five continents, it really doesn't matter. At the end, you have to build that kind of scalability in your team through this accountability and the kind of frameworks. Again, a long answer to your short question, I can go on on for hours, what I think great leadership should be, but these are the top characteristics which come to my mind as I think about them right now. A long answer, but all great stuff, so I think we're good. One of the things that I just picked up on in your answer there was about the importance of having diversity of thought in product teams and about how we should consciously be building teams that bring a different perspective, not just a room full of engineers who have become managers, because then they're all going to have that engineer's mindset. One of the things that we've actually had as sort of an ongoing conversation within the community the last couple of weeks is the act of hiring people into your team that don't come from specifically a product management background. Maybe they were in marketing previously or they were a UX designer. As a leader giving advice to other leaders, what should you look for in a candidate who maybe doesn't have product management experience but has other skills that they can bring to the table so that you can bulk out your team with that diverse perspective? Again, Alan, I'm so grateful to you for asking this question. I will, before I answer this question, I also want to give a context to the people who are listening in. I'm also a professor at University of Washington. I teach, been teaching there for many, many years. I've been teaching at private school and other areas, non-conventional schools. This matters to me a lot. Because what happens is when people are looking to fill a certain role, they have a certain fixed mindset that, hey, this is what I want. The way to look at it is that there are a lot of these skills you can teach people. I'll give you a very specific example before I get into what are the kind of skills you know, have you hired that I was actually teaching a cohort almost three, four years back. I had someone who was a US military veteran, a Marine actually, had just gotten like, had retired from the military after 10 years of service, had done deployments and was trying to get into product management. And you'll all be great to know I, unfortunately, cannot share his name, but he's a senior product manager at Gartner. And the reason, the way how he approached his career and while working with me was there are a lot of these leadership skills he had as part of his experience being a Marine. Leadership skills, ability to handle ambiguity.  So lot of that skill on people management, on time management, dealing with ambiguity, problem solving, it's just not product. They have solved this at a much bigger scale. So the ability for him to take those skills what he had and put that in context of product management was a great experience for him to sell his candidacy for another role. So the first thing I always tell people is it is not essential. You need to have a computer science degree to be a product management. Absolutely not. What you need is a skill where you can simplify experiences for users. You can explain why you're building a product. Who is it going to serve? What are the advantages of using the product? It is not about what particular, yes you might have an understanding of how to build it from a technology perspective but the what, the why and the when is the more important factor when you are defining product management. So again I'll get to answering your questions specifically on diversity is that don't just hire people from a computer science background and I have nothing against people from computer science background. I am from computer science background but when you think of product and that's the reason initially when I was talking about what product management is it's a mix of multiple things. It's an art and science. It is technology. It's economics. It is market dynamics. It's data and if you don't have people from those kind of backgrounds and a lot of times it's also that if you're not able to see the big picture you will not be a successful product manager. So that is very essential when you are building your own product teams or any kind of team that you are picking people with diverse set of experiences diverse set of schools of thought how to build product whether it's B2B is completely different than B2C. So I think the more diversity you have the more beefier and deeper experiences you will build in the product and at the end your team should represent your customers. Our customers are don't you know they are not the same right. They have different aspirations different line of thinking different schools of thought and your team should represent that as well. So I think that is a very simple analogy that your team should kind of represent your customers. Your customers are worldwide they are from everywhere in the world. Your team should reflect that because at the end product managers are also the representatives of the customers in the teams in the company. So that's that's how I see it. Again long answer long winded answer to your short question but as you can see I'm really passionate about this area. So yeah. I love the long winded answer so you're safe. I can imagine the the marine you mentioned I imagine being unflappable was probably one of his major skills as he moved into product leadership. Someone comes to him saying oh my god V1 has a bug and he goes this is nothing compared to what I've seen. Like we've got this don't worry. So another of the things I wanted to ask you is that product people in general love learning big lifelong learners all of us. What are some of the things that you're learning about at the moment or some of the things that are on your list of things you want to learn about. Oh wow. Yeah actually that's also one of the things I would like to share that that's a great question that the learning should never stop just because you did your undergrad or your master's doesn't mean the learning has to stop. And the people who are super successful in life I have seen are always always learning and it doesn't always have to be related to what you're doing for work but I think if you're intellectually curious and you have a mindset that you want to learn think a lot of these experiences help you build what you want to. What I am I learning these days there are two three things I am trying to learn and become good at. The number one is area I think I had done a talk also about this with product school plugin for product school. So there is a talk I had done almost two years back about reducing bias in AI and reducing bias in product. I think this particular piece of explainable AI that where your algorithms are explainable or not explainable and how do they factor you know algorithms and experiences I think that is that is one area I'm super curious about I read a lot of papers from the university and like research on that what is happening in the explainable AI part of the world. The second piece which I'm learning is on more on the business side of things that how do you have build a flywheel which helps you build a multi-billion dollar ARR business and helps you sustain and become beefier because as you see if you have a run rate of millions of dollars three digit millions of dollars or one digit or two digit billions of dollars in ARR building that over a period of time on a sustained basis and quarter to quarter is a very hard and in one sense unsurmountable at times. So ability to do that constantly I think that is you know that's the second thing I'm learning and what I also do is I read a lot I read books I read blogs I listen to a lot of podcasts so I think that's that's how I gather all this information and one of the things I can share with the team very quickly people listening in is I don't watch a lot of TV I've cut down my on my television time a lot in the I'm not saying you should not you know binge watch you should absolutely but television was something I thought was taking so much of my time once I cut down television it really helped me evolve as a person and learn so if you can try to read more and cut down on TV Excellent advice there so I'm conscious that we're running out of time and the events team will smack me on the wrist but I am going to sneak in just one last question what's some advice that you would love to go back in time and give your younger self as you were embarking on a career in product Yeah that's a great question again great finish it's a marathon it's not a sprint so pace yourself well you have a career of 30 40 years so don't get intimidated by failure so that is the first one it's a marathon not a small sprint and play the infinite game that when I think there's a book I can recommend it's infinite finite play I don't remember the exact name but I think that's a brilliant book that play the infinite play where you are playing constantly not really worrying about the short term results but playing in the game so that you you're there to learn and explore be patient with yourself success is never overnight it takes years and years I'm still trying to be successful I have been in the industry for 18 years now and I'm still trying to find my path so it's okay so you don't you're not defined by a timeline and things so be patient with yourself and the last one is success is a lousy teacher failure will teach you more as compared to success so be comfortable with failure I actually just had done a post on my LinkedIn around a year like a month back on that and I really believe in that that failure will teach you much more things as compared to success so that's my four you know things to myself if I can do that travel back in time and tell myself absolutely I especially love the point about failure being a great teacher every time I screw something up I think to myself well this is a good time this is a good thing that I'll be able to talk about in future interviews when they ask me so when was the time that you learned from failure and like I'm logging it I know I'll have it I'll have it ready so that's all the time we have unfortunately Nitin thank you so much for joining me it's been an absolute pleasure to chat with you today thank you so much Alan and my shout out to folks at Product School Alan, Carlos, Alejandra everyone who I work with you guys are doing so much for the community and I really appreciate what you are doing and a lot of us who are with Product School think it's an amazing amazing platform for people to come in and learn so my best wishes to the whole team and all of you are listening in well thank you so much Nitin and I didn't even tell him to say that he said it by himself is that amazing


We were just walking past a house where I could tell all summer long they have been working on their yard. They took out the old grass that was all nasty. They rolled in new sod and they've been watering it regularly.  And I shouted out that the grass was looking fantastic. And the boy looked over at his mom and he was beaming from ear to ear and she said, yeah, I got a good boy.


So most people would consider money one of the most important things in their lives. But how many people actually understand what money is and how it works? We're at Jekyll Island, Georgia, and something happened here in 1910, which you know they say that truth is stranger than fiction. This would make one of the great detective novels of all time. In 1910, some of the world's most powerful men, it's estimated that they actually represented one-sixth of the world's wealth. Men's Secret in Hoboken, New Jersey and took a train to this beautiful place here in Jekyll Island, Georgia, which was the private club of J.P. Morgan. J.P. Morgan recognized from the name of his company, which is now J.P. Morgan and Chase. It's one of the biggest bankers in the world. This was a real-life conspiracy and these gentlemen came together and they fundamentally altered the banking and monetary system of America. And in my opinion, they actually fundamentally altered the character of America. For instance, did you know that the money in your wallet, we say that the dollars is good as gold? Did you know it's not actually backed by gold? In fact, it's not backed by anything at all. It's actually backed by debt and if the government were to pay off all of its debt, there would be no money. Did you know that when the Federal Reserve stimulates the economy by giving the government a bunch of money they can spend, that it actually hurts you by reducing the purchasing power of your money? All that stuff is due to what happened here in this place in 1910 when the plans for the Federal Reserve system were formulated. So if you wanna read about a real-life detective story and about a conspiracy that still resounding to the world today, I would encourage you to learn about Jekyll Island, Georgia, learn about what happened here and learn about the Federal Reserve system because I think that's one of the most important issues that we face in America today.


HPE Discover 2023 edge-to-cloud is coming to Las Vegas and the Cube will be there. Join John Furrier, Dave Vellante and Lisa Martin as they dive into the future of technology where the power of the edge and the limitless power of the cloud come together. And industry experts and thought leaders will share their insights in leveraging AI. Coverage of HPE Discover 2023 begins Tuesday, June 20, only on The Cube. But first of all, as always, I love The Cube to cover HPE Discover. The leader in live and emerging high-tech coverage.