Welcome to The Journey. Today we're going to talk about self-care tips for busy entrepreneurs. If you're an entrepreneur, they start their ventures for a number of reasons. It could be that you want a flexible schedule, or autonomy. You don't want to look in and have to report to someone. Or you want to actually have the challenge of starting something on your own. So reality sets in, and as an entrepreneur you realize, oh, this is actually more stressful than I thought it was going to be. And what comes up? Potential to get burned out. And burnout is caused when you're overworked, or you're just taking on too many responsibilities. And as a result, the quality of your work, as well as the motivation and interest, could also decrease. And fortunately, burnout is preventable, and here are some tips. So the first one, this is one that I definitely do at home, take frequent breaks.  And that helps me to stay fresh and also keep the quality of my work up. And we think that this could be counterintuitive, because taking so many breaks, how can you be productive? But just like Emma said, if you work too long, your actual focus begins to gradually, rapidly, actually diminish. So you definitely want to take those breaks. Yeah, and I see even when my colleagues, I go visit them in Austin, they work in the office. And when I see them eating lunch at their desk, I'm like, no, go take this as a mental break. Get out of the office or sit somewhere else that's not conditioned to work inside the office. So you're actually getting that break from what you're doing, and you'll come back more energized and have the ability to focus. Some suggest using a shorter focus period, say 25 minutes of work, a five minute break, or 52 minutes of work, and then a 17 minute break. Oh, that's like the Pomodoro technique, which got a video on that. So another self-care tip, one of my favorites, focus on health and wellness. So exercise. I know I mentioned, or dance, that's exercise. I know I mentioned taking breaks like to shower, throw in laundry. But I know also doing a little break to exercise is going to help me to release some endorphins, helps my focus, and doesn't also enlarge the hippocampus. Yes, it actually helps with memory. He remembered. And also, you think about your nutrition. For instance, for me, when I go to work, I'm milk rep. So I bring in some healthy things, because unfortunately sometimes at the office, you know, you bring in a lot of snacks and it's not so healthy. I bring in what I know my body needs to actually fuel it to do what I need it to do. And there's a lot of great foods out there. I know everything from blueberries to boost those antioxidants. Also, avocado, I added on everything. I know, so California. Avocado toast, get those good nutritious foods in your body to help you feel energized. And again, the ability to focus and overall just well-being. Also one that I can't stress enough. I really can't. Get more quality sleep. You know me, Sam. Eight, nine hours at least. Yeah, every night. If not, you know what's going to happen? You're going to be irritable. It's harder to focus.  So think about it. Self-care tip, put those qualities ease at the top of your list. Next tip, find opportunities to delegate and outsource. If you're doing too much, you can just be unmotivated, losing the passion for it. So just focus on the core competencies of your business and outsource the rest. Yeah, that was a big game changer for me. I host a webinar every week, which a lot goes into that. And I found delegating tasks for the webinar. Like the little mundane monotonous things that I don't necessarily need to be doing and I can get help with from other team members has been a game changer when it comes to that. So with these tips, you can actually decrease the opportunity of burnout and actually go back to remembering why you actually became an entrepreneur. Whether it been the autonomy. You didn't want to work for anybody else. You wanted to take control of it. Or if you just enjoyed the challenge of running a business, start to remember and focus on those things that are going on and treat them as, hey, these are growing pains.  Yes, please. Figure out that I don't want to have to clock in. I have control of my schedule. Make sure you remember these tips. All right, that's a wrap. You just learned self-care tips for busy entrepreneurs. Be sure to like this video. Comment below with your favorite tip and make sure you ring the bell so you're notified when we have fresh new content coming up. This is The Journey. See you next time.


American English versus British English. Do students need both? ITTT. It's quite weird and confusing that English is different in different places. Many students are being taught in one way, while others in another way. Sooner or later they all face some problems in real life communication. So, the question is, do they need to learn different versions of English or not? Confusion Breeds Confusion. A student from rural China grows up learning British English in his local language school. He applies to a university in the United States and gets accepted. When asking for directions to his classroom he is told to go to the second floor, but cannot find his class because he is searching one floor higher than he should. During his class, he realizes that he has forgotten his rubber and asks a fellow classmate to borrow his. When his classmate laughs and hands him a condom, he is both confused and embarrassed. The student was never taught that asking for rubber in one English is different than the other, or that in the United States the ground floor is the first floor. If a student has only learned one of the main forms of English they can run into actual problems when speaking with native speakers from either Britain or America. Working as a waiter in Auckland, New Zealand I realized that American tourists did not know what a no-bourgine was. I would often have to translate from British English to American English and explain to them that it is actually a grapefruit. Most Americans think fanny is the word for but when actually that would be bum. All differences in vocabulary like that can leave an English student quite embarrassed. A student taught only one form of English can be easily confused while traveling as well. An American English student who is told to take the fly over while asking for directions won't understand where she's supposed to go. When calling a mechanic to help a British English student won't understand to look under the hood of his car. Even in my own personal experience when asking where to find a gas station in Vietnam I was only given confused looks as I didn't know to ask for a petrol station, and the locals didn't know what a gas station was. That's strange English spelling. The difference in spelling can cause confusion and even break confidence with the students. When typing in applications like Microsoft word the English dictionary being used might tell students that their spelling is off. Being confident in your spelling of words, and then being told you're spelling them wrong, can break your confidence. Seeing a word spelled differently than you're used to can cause you to question yourself if that's the word you know or a different word entirely. This unprepared difference in spelling can cause a lot of confusion to a student who has only learned one form of English. British Grammar vs American Grammar Grammar differences can become a problem for students if they're studying advanced English. Especially if they learn one form and apply for university in the other. For example, writing an application essay for a university in the United States who would use words like will, should, gotten, or do need to. Whereas in Britain those would need to be changed to shall, got, or needn't respectively. In American English the preposition in relation to time is on and relation to place is in. Whereas in British English ad is the preposition for both. While the board or teachers reading the essays might be understanding toward the student has learned in a different form they don't have to be. When applying to higher education in a native speaking country learning the specific grammar and spelling will be imperative for all of their essays. If they work, plan to work in a field that involves tourists from both native speaking countries being able to know which vocabulary to use can make or break a sale. Because of these reasons, I believe students should learn both forms of English to avoid miscommunications, confusion, or a break in confidence. Are you excited to teach English abroad? Speak with an ITTT advisor today to put together your personal plan for teaching English abroad. Send us an email or call us toll free at 1-800-490-0531 to speak with an ITTT advisor today.


If the goal is to change your life and to have systems and to up-level your home and to have it clean and orderly and organized, you're going to want to find somebody that will help you get there. Okay, so it comes down to a series of questions that I want you to prepare, and they're going to be different for every single person because we're all humans and we all have different areas of priority. And so some people are like, hey, can you come when my kids are not taking their naps in the afternoon? And so what is important to them is not important to someone else when they want you to come in the afternoon while they're at work, right? So the rules are different for every single person, but make a list of what is important to you. Then when the house cleaner comes over, ask them questions like, share with me how this would work. How do you do this? And if this were to happen, then what happens next? And get them talking and listen for clues because you're going to be able to hear when you talk to them and you ask them questions, do they show up on time? What happens if they get to your house and the door is locked? What is their critical thinking process?


Hello guys welcome back to our channel, so today in this video we will be sharing the entire equations for experience part 2, so if you haven't followed the part 1, I would suggest you to go and follow the part 1 because in the part 1 also there are very good equations that we have already shared and this video is contributed by one of our friend, subscriber friend, his name is Santosh, so let's quickly get into the equation that we have shared. So first thing, so first section I would say, so we have divided into sections, so first thing the questions were on functional interface, why functional interfaces, can functional interfaces have default and static methods, yes we can have, why functional interface has only one method because it works with lambda expression and there are multiple expressions, multiple method, lambda's expression won't work on that, that is the reason we have only one method, so these are the three questions about functional interfaces. So the next section is of scope of lambda, so basically lambda doesn't have any, its own scope, so whatever scope it is getting enclosed, the same scope it will be having, so if at all, if you are declaring a variable, same name variable, instead of lambda scope which is present in outset scope, so at that time we will be getting an exception. On Apache Kafka, like explain about Kafka implementation in Springboard, can I use Kafka without zookeeper, so honestly we cannot use Kafka without zookeeper, we need zookeeper on top of it, Kafka was and we, you need to, like comment Kafka configuration, you need to explain about everything, like what all dependencies you have, what all classes you need to configure, like producer, consumer classes there are, so we have to talk about everything. Coming to the next section, what about acid property in microservices, like transaction, when the transaction is scaling about multiple microservices, like how do you handle, like how do you guarantee the acid properties in microservices and your transactions are scaling across services, so in that scenario, you have to explain like how, like how would you handle, so it varies upon from project to project, it's completely depending upon your project, you can answer this question. So next on REST APS, put versus patch, we have to explain the list down the differences between put versus patch or in machine address we use, put and in machine address we go to patch, how will you implement put rest doc, say put can also save data when the data is not found, so it's simple, basically ideally put was for that, so whenever the data is not found, we need to have a method like update or create, if it is not found, we will directly create, if it is found then we will update the properties of the entity and we'll save that, have you implemented delete mapping? Yes, of course, depending upon your project, if there is a scenario of deletion of entities, then we have to design delete mapping, delete not a frequent implementation of products, explain why, so basically I am also not sure on this, like why it is not frequent implementation or we can, maybe the scenario would be like soft delete, the interviewer might be asking about the soft delete, basically in the soft delete, we don't explicitly delete the record, but we will inactivate the records in the DB, so these are the questions on REST API, next about bean configuration, two beans are there in my config, I want bean be should get initialized before bean a, how to achieve it, so basically if you have in spring good, we have a annotation called a Dread Conditional Annotation, there we can mention like on which bean gets depends, so using that Dread Conditional Annotation depends, we can achieve that, so two configs a and b in spring mode, how to use config means inside config, it is simple only, first is stick locking versus optimistic locking, so basically optimistic locking is when you check if the recall was updated by someone else before you come in the transaction and come into persistent stick locking is when you take an exclusive lock so that no one else can start modifying the record, so this is about these two different types of locking, transaction management, so the question might be like what is spring, how we can do transaction management in spring there are two ways, programmatic way and declarative way and what happens under the Dread Transactional, so I have to explain how the transactional, Dread Transactional Annotation works inside, I have some code inside static block and some code inside is Dread Post Construct block, which will run first obviously static will run first then the code that is written in the post construct will run. Next question can explain OAuth 2 process, so I have to explain in detail about the OAuth 2 process, if you are not aware of it, you have to, like if at all you have used it then this question would come up, but all your project itself is not having, we are not using OAuth 2 process when no one would ask you, but if you are implementing it, you have to know each and everything, especially when you are an experienced candidate. Different API gateways why need them, so API gateways basically intercepts all the incoming requests and sends them to the API management system, which handles a variety of necessary functions, some common functions include authentication, routing, rate limiting, billing, monitoring, analytics, security, there are many things that can be done true in the API gateways, so here are the, we can set up four, like con gateway, Amazon API gateway, TYK gateway and Kraken D, so in our application we use Amazon API gateway, design patterns, so next section is design patterns, what architecture design patterns to use with containers, and the first question, every question comes through a series of checks, basically multiple if loops, like more than four to five, and these have some concrete implementations, what pattern suits this scenario, which feature in cloud do you think is best according to you and why, so these were the questions that were asked on the design pattern, so it varies again from project to project, microservices is the next section, so these were the questions that were asked as part of microservices, how will you decide if you are ready for adapting microservices architecture, monolithic SOA and microservices, basically difference between a monolithic application, SOA, architecture application and microservice architecture application, how to decompose a monolithic project, so this is the biggest challenge any developer will ever face, converting a monolithic application into a microservice application, disadvantages of microservices is there are few disadvantages, maintaining them is a big problematic and it is what I can say cost effective in terms of cost also it is, in terms of cost also we need to spend few extra dollars compared to monolithic and SOA type of application, how will you implementation communication between microservices, so we can use Saga pattern, so in my application we use Saga, so right now that is the thing that is the second moment, there is one more thing, a two-phase commit is also there, logging mechanism for microservices, sorry logging mechanism for microservices, so there are a lot of ways to my log, so it depends again upon from project to project which design best suits you, YEL test I can stop slung for logging, honestly I have no answer for this, so as far as you know both are very good, deployment of microservices, so how they get deployed, who is going to decide the cluster number of applications of all things you need to talk, mostly if I am not wrong DevOps teams will take care of this thing, importance of Springboard profile gives you scenarios where you use it, so basically Springboard profiling is very important thing like because there are scenarios where in the lower environments we may not be using few functions like functionality of like especially if you take auditing we don't want that to be logged in local or testing environments but in production we want that so in that scenario based on profile we can load auditing beans and we can audit the things whatever we want, caching mechanism like how we have implemented might be the question, do you think we can use a database for caching, so there are applications that use databases for caching, so yes we can use but again this depends upon where is from project to project, explain how deletion works honestly no answer, I don't know the answer I haven't worked in that, so these were the questions that were shared and here is the main that we have received, this we have received on 11 November 2021, so sorry my friend unfortunately we have taken a lot of time to put into video because most of us have busy in their personal life and professional life so we are not getting the time, so you can go to the questions that we have shared there were close to 34 questions that we have discussed I hope this video helps you and thank you for watching if you haven't subscribed please do subscribe and share this video and if you want to contribute to our channel you are most welcome you can send out the email to or give an email id in the description and thanks for watching


So, welcome everybody to the next panel. What are the challenges the Air Force will face in 2030 and beyond? So, here we'll have Dr. Heather Wilson, who is the 24th Secretary of the Air Force and is responsible for the affairs of the Department of the Air Force, including organizing, training, equipping, and providing for the welfare of 685,000 active duty, guard, reserve, and civilian forces and their families. She oversees the Air Force's annual budget, which is over $138 billion in direct strategy and policy development, risk management, weapons acquisition, technology investments, and human resources management across a global enterprise. She, before assuming this position, she was the President of the South Dakota School of Mines and Technology and Engineering and Science Research University. And from 1998 to 2009, she was a member of the U.S. House of Representatives, where she served in the House Armed Services Committee, the House Permanent Select Committee on Intelligence, and the House Energy and Commerce Committee. She was in the third class of female graduates from the U.S. Air Force Academy, was formerly a Rhodes Scholar, and we also have President Michael Crowe of Arizona State University. He's an educator, knowledge enterprise architect, science and technology policy scholar, and a leader. He became the 16th President of Arizona State University in July 2002, and has spearheaded ASU's rapid and groundbreaking transformative evolution into one of the world's best public metropolitan research universities. As a model, New American University, ASU simultaneously demonstrates comprehensive excellence, inclusivity, representative of ethnic and socioeconomic diversity in the United States, and consequential societal impact. Thank you for being here. My pleasure. So, why don't we start with, your story has always been interesting to me, since we first met several years ago, and this notion of coming from a family of pilots, and getting involved in aviation really early, and then going to the Air Force Academy, just as women were being first admitted, and then somehow finding your way into the Air Force, and then ultimately into politics, member of Congress, state politics in New Mexico, running a company for a while, making things happen, and then all the things that you've done, it's just so intriguing to me. So, just start with a little bit about yourself. What has been this drive for you, and now you're taking this new job in just a few months at the University of Texas at El Paso as President there, which is really a frontline institution in the United States of really significant importance. What, let's go all the way back to, you know, you first started to fly when? Oh, preschool. Preschool, right. And then you got your pilot's license? Well, my father and my grandfather would fly it, fly or so. Barnstormers, your grandfather was a barnstormer? My grandfather was a barnstormer and flew in the First World War and the Second World War, and my father was also an aviator, and so I actually don't know how old I was when I first went flying with my dad, but I do know that the door was open on the Piper Cub because we always flew with the door open, which I think of that now, I would never put my preschool children in a Piper Cub with the door open.  So the love of aviation, the love of flying, the love of all of that is from childhood forward? It is. But so I, you know, I've lived a blessed life. My entire life has been a diversion from its planned course. I was a junior in high school when they opened the Air Force Academy of Women, and while I was a good student in high school, that was not a door that was open, and I hadn't really thought of it. I don't spend too much time looking at closed doors, but when that one opened, that was intriguing. And so with my grandfather's blessing, I applied to the Air Force Academy and was accepted, which was a life changing opportunity for me because it was a full ride scholarship as well, which my family was not wealthy and nobody had ever gone to college before, so that was a big deal. Yeah, and so you're sitting over at the Air Force Academy and you did very well, and you became Vice Commander, you know, you did a lot of things while you're over there, and then something, another application comes along, you get to win a road scholarship. You don't just take the B fill or the M fill, you go for the D fill. Okay, that was all a mistake too. So actually I, so I was taking this summer's course in computer science because I had a really heavy fall course load, so I gave up my vacation to take computer science in the summer at the Academy. I had a great professor, really interesting, loved computer science. Punch cards. Punch cards, you know, the whole. I hated them all. I actually loved computer science and this says something, I suppose, but I remember my professor that summer saying something to me. He said, you know, if you weren't so busy doing all this other stuff you're involved with, you could be, you could apply for a road scholarship. I had no idea what a road scholarship was. I didn't know what it meant. I didn't know anybody who'd ever gone to graduate school. Why would you spend so much time in going to school, you know? But he said I couldn't do it, which made me at least curious about what he thought I couldn't do. And then I ended up applying and the neat thing about the roads is there were 32 Americans each year wearing a road scholarship. We all met New York to fly over to England together to go to Oxford University. The neat thing was that of the 32, 30 of us felt that we were the one mistake. And the other two were jerks. So it's something that is, it's not really something you earn. It's almost by the grace of others or a higher power. So you get over there and then your interest was clearly and then later your service in the Air Force as an officer was really about strategy and bigger and bigger complications. Right, so just talk a little bit about that. I did international relations and international law and then I served as a negotiator for the U.S. Air Force overseas, both in the U.K. and then at the U.S. Mission to NATO in Brussels, Belgium and at the arms control talks, which was fascinating and great fun. And I got to do things as a captain that I should not have been able to do. And then I left the service. I was going to go to law school and I was narrowly saved from going to law school. So I married a lawyer. Despite that he's a nice guy. But I never went to law school. I ended up coming to the National Security Council staff for the first President Bush at a time when, of course we didn't know it at the time, but I was working on NATO policy and conventional arms control in Europe at the time that the Berlin Wall fell and the Warsaw Pack collapsed. And so it was just a fascinating time. So your academic work, your staff work at NATO headquarters and among and between the Allies and then later at the National Security Council where obviously we're working on relationships and very complicated interplay between countries and so forth. And I'm going to build up to the role of the Air Force today. What did you learn about alliances and how they work and how you build them? So you studied them. You worked at the ground level making them happen. You managed them as a part of your role at the National Security Council. What is it about these alliances and then this notion that that's an important element of American strategic policy? That we are stronger together than any of us are alone. And that's true for a great power as well as for any other nation in the world. There are some countries in the world. I was just last week on Friday, I stepped Thursday and Friday I was in Warsaw and with the Poles. And we, you think about it on the first day we went into Afghanistan after 9-11. It was the United States, the United Kingdom, Australia and Poland. Very close ally but a small country in a very dangerous neighborhood of the world. And so for the Poles, having allies is vital. For us I think it's no less vital even as and it's actually a strategic advantage because there are countries who want to be alive for the United States because we stand not just for our power but for their freedom. And so it's a strategic strength of the United States of America and it has helped to keep the peace for over 70 years. So how does one maintain an alliance? Like any long-standing relationship has its ups and downs and its moments and its arguments and its disagreements and so what goes into maintaining an alliance? Taking the long view for one and secondly it's often about the little things that nobody pays attention to on the front page of the paper just as an example. Common training, commonality or interoperability of equipment. You know one of the fascinating things that I think is one of the strengths of the United States relationship with our emerging allies and partners started right after the collapse of the Warsaw Pact and the fall of the Berlin Wall. We started something called the state partnership program. Probably nobody in this room has even heard of it before. All right. I went to Poland. Okay. Then you know the Illinois National Guard is partnered with the country of Poland. It's the great thing about the guard is that the guard is usually more comparable in size to some of the emerging nations and there's longevity. If you're on the guard you're there for 30 years. These relationships can be deep and long-lasting. The Illinois Guard has F-16s. So does the Polish Air Force. When we asked Poland to come with us to Iraq they said okay we'll go but we'll only go if the Illinois Guard goes with us. Because we know them. We know them. They know us. They've helped us. There's no one of Polish descent in Chicago. Yeah. It's the second largest Polish speaking city in the world. So that depth of connection over entire careers is foundational. The head of the Polish Air Force has deployed with the United States forces in Iraq, in Afghanistan. There are really deep connections. Likewise in Italy where I was also last week the Italian Air Force trains maybe 50 pilots a year. 40 of them go through pilot training in the United States. They start out being trained in the American system of how to fly. So you can't beat that over a 20 or 30 year period. Because it creates organic connections and like-mindedness that transcends the issue of a political moment. So speaking of politics you served in Congress representing New Mexico. I was released for good behavior. Yes. Congress is an interesting thing. It gets all this flak and here it is. It's the institution that we constructed to have our arguments without killing each other. And it's worked very well. We have our arguments and we make progress. We've made a lot of progress. But what is it about Congress? What did you learn in Congress that helped you to be a better secretary of the Air Force? I actually think it helped tremendously. And I think Dave Goldfein, our chief of staff, my kind of partner in this leading the Air Force would probably agree that understanding one of the most important things that the service secretary does and the Pentagon does is secure the budget and work with the Congress on the annual authorization bills on fixing all kinds of things. The Air Force, my perception of the Air Force, and I think most people would agree with this, was the Air Force was responsive to the Congress but not proactive. So if you've got a question we'll give you the answer. That's not particularly effective to work effectively with the Congress you need to teach and engage proactively because they have to be responsive to so many different things. And so we've tried to be much more proactive and engaged and I think it's been effective. So I understand what it's like to be a member of the House particularly but a member of the Congress and the demands. If you don't have attention deficit disorder when you are elected you have to acquire it in order to survive. So many issues. So little. I actually now teach a little course for our legislative liaison on a day in the life of a member of Congress. So you can understand what their lives are like and why it is. I can say this as a former member. So I usually start out the class by saying give me some descriptors of members of Congress.   If you have to be asked in one moment about pesticide regulation for the apple crop and then about 8A housing vouchers and then about whether we're going to open Yucca Mountain Waste Repository and then the readiness of the United States Air Force you're never going to be.  Right. And that's what their lives are like. So as the Air Force we need to understand that and help them to understand what they need to know. And never ceases to amaze me the lack of that understanding. You know a man a committee of like a board of directors of 535 people for a 325 million person society and a 20 trillion dollar economy and all of the complexities that we have is just beyond belief that there's not more recognition of what we ask them to do. So you did a lot of things and then now you find yourself as a wartime secretary of the Air Force you know where we've been in continuous combat for 28 years. The Air Force is delivering lethal munitions almost every day somewhere against adversaries of various types and various configurations in various theaters operating on a global basis with unbelievable complexity political complexity social complexity cultural complexity this notion of of how we do that and how we execute that against both symmetric and asymmetric opponents and you know all these things going on at the same time. And back at the ranch so to speak here in Washington you know you're trying to oversee both the Air Force that's delivering this public policy outcome which is lethal engagement as well as attempting now to deal with all of the of the challenges and the opportunities and the threats that lie ahead of us. And so so before we talk about the details who would want that job. Yes people that fly in Piper Cubs at five years old with no door not strapped in. And so and so how do you approach it so that you feel confident that you are informed enough or able to be informed enough because you mostly make decisions to make the best possible decision at that particular moment realizing that you may have to modify that decision inch by inch by inches. So how do you approach it. Well it's not unlike what you've had to do as a leader in higher education. The first role is to recognize your job as an executive leader is not to do all the work but to find great people who can take chunks of this effort and move things forward. And the second is to set major strategic objectives start out with a plan and engage other people in the accomplishment of that plan. I don't tend to be a micro manager but I do try to look for alignment with people and have them develop for me how they're going to achieve certain objectives. And so so we knew we needed to restore the readiness of the force to win any fight any time particularly in a shift to great power competition. And so we have been working on restoration of readiness. I didn't write that plan but we got people engaged in pull together 50 people from around the Air Force to really dig deep and figure out what we needed to do and then go forward and execute and they owned the plan once they developed it. The second is implementing acquisition reform. When I was a member of Congress I talked a lot about acquisition reform. It's a heck of a lot easier to talk about than it is to do it. And so we have been focused on buying things faster and smarter and taking these new authorities that have been given to us by the Congress to strip time out of acquisition and to get capability to the warfighter faster. I think the Air Force probably more than any other entity in the federal government has been embracing this. We've now stripped in the last 10 months we set ourselves a goal take 100 years at a Air Force program plans. The neat thing to me is the number of small programs that are taking out 45 days by speeding everything up speeding everything up not taking out essential steps but taking out unessential steps. The other is working with small business. We did our first pitch day in New York. Small business innovative research grants we have to spend six hundred six hundred sixty SBIRs. That's the common right. So six hundred and sixty million dollars a year that we spend with small business required. It's in the it's in the budget. But we were taken 180 days to contract through that program. That's an eternity for a small business. We drove it down to 90 days and then we said OK what can we do in a single day. And that just broke people's heads and they got the lawyers together. They came up with a one page contract and the swipe of a government credit card to do a progress payment so that we could do not one day contracts but 15 minute contracts. We then did a pitch day our first pitch day in New York. We came. We said you know broad announcement. Some of our toughest problems. We didn't put it in the federal register. We put it on Google and LinkedIn and other places. Give us five pages in a pitch deck. We got over four hundred submissions from small businesses universities. Everyone we chose about sixty to come to New York for a day for pitch day. Fifty one companies walked out with contracts in the first progress payment. The average time to contract was 15 minutes. The fastest was three minutes which is faster than you can buy a beer in a bar in the city of New York. And thank goodness for Bank of America. There's this guy named Scott at Bank of America was on the phone with us all day because when you swipe us credit card for over ten thousand dollars it I mean it raises all their all names Scott at Bank of America with three point seven five million dollars of progress payments on a credit card that day. We're going to do the next one in Los Angeles focused on some of our space problems. We had to change the way in which we do business in order to engage America's most innovative companies and people. And we are breaking the mold and I so buying things faster and smarter. Did I come up with all those plans. No we found great people. We told them we give them top cover. We told them the first big mistake that we have. I'll buy the sheet cake as long as there's a lot of frost and I don't like cake. I like frosting so so well we'll and we enable great people to do good work. That's and the top cover mattered a lot to them. So when something got screwed up they said well who's going to be accountable for that. And Will Roper and I looked at each other and said are we OK taking responsibility for this. And we said yeah OK well then let's do it. And what are they going to say. The both of us think OK. So I didn't apply for this job anyway. I didn't anticipate coming back to federal service. Might as well do something while we're here. And so we are. So you're you're the chief executive officer and the chief political officer in the sense of governing the Air Force from a political perspective in the in the spirit of the American design which is that civilians will always ultimately be the decision makers for the military in terms of directing them and what they do. And that goes back to our our fundamental design and we're a long way from you know the old Gregory Peck 12 o'clock high army Air Corps air wing. Thank goodness we got our independence. Yes emancipated yes emancipated from the army. But so now let's so you're so you now are managing you know the the strategic air command you're managing this massive supply and logistics aspect of the Air Force. You're managing cyber command the emerging space command and space force and you know all these things that are going to the assignment for the Air Force going forward is is in some ways almost beyond belief because because you you're given this multidimensional space of basically limitless complexity. And so you know you have the possibility of space warfare and the maintenance of national security in low earth orbit and then ultimately low earth orbit won't be enough. There'll be high earth or even beyond that. Geosynchronous orbit or even other things that are in the in the works and so forth. So so as you think about now the Air Force and all of its missions and the complexity of managing it as an entity while at the same time involved in these these combat operations all at the same time. How do you build organizational learning and organizational resilience. Those two things. Yeah. First let me talk a little bit about the civil military relationship. So so because it's it's fascinating. I never worked in the Pentagon before this job. I avoided it as I mean actually in the building right. Yeah. I visited you in your office a few months ago and a friend of mine and I were there and we left the office and we somehow ended up going out the wrong exit. Very bad. Four days later we found the guy that was supposed to give us a ride. That's pretty bad. So so here's an interesting thing you mentioned about the structure of our government. The service secretary has by law pretty much all of the authority. The chief of staff has almost all of the influence. If you figure out how to work closely together. The four star. The four star. Dave Goldfine in my case. If you figure out how to work closely together to accomplish major things you can get a heck of a lot done. If you're not aligned almost nothing happens. So one of the mere blessings of this job has been Dave Goldfine serving with Dave Goldfine as the chief of staff as he is an absolute a player. And we we actually started the same day at the Air Force Academy. So we were sworn in the same day at the Air Force Academy. And and while we didn't know each other well at the Academy there's a common you know I have tremendous respect for his expertise and leadership. And one of the most important things for a civilian service secretary to do and say is what do you think chief. It is to get the best to solicit the best military advice. Because if you don't there the military will allow me to fail gracefully. You know that's it's not really but but there is another one of those secretaries exactly you know they told us what to do and it's not going to work but they didn't ask us. So so asking for advice is one of the most important qualities of a successful service secretary. And this weekend we were working two or three things over the weekend. In both cases he and I were both were aligned initially. We both said you know there's a couple of people we ought to talk to on this. We did. They changed our minds and we adapted the decision as a result. In the end we both started out together. We both changed our minds and we both ended up together. But that takes a level of communication that's apparently unusual sadly. So that now it's shifting to big challenges particularly in space which in America America is the best in the world at space and our adversaries know it and they're seeking to develop the capability to deny us the use of space in crisis or create a new point of vulnerability. Yes. Exactly. And because we're so good at it what do we do in space. Well we do miss a warning. We do communications. We do what we call position navigation and timing. MTV. Which all which for all of you means the blue dot on your phone. Provided courtesy of about 40 yearmen outside of Colorado Springs Colorado. Average age 22 which should frighten everyone that they enable an 80 billion dollar industry and provide GPS services to a billion people every day all over the world. So that's provided by the United States Air Force. So we do that's what the Air Force contributes to our space capabilities. That was all developed at a time when no one could touch us in space. And now we have to shift to the reality that space will be contested in any future fight. And that means understanding the threat developing the strategies to meet that threat and then the programs to support those strategies so that all of us know that if warfare extends into space everybody loses. Everybody loses. So we must develop the objective is to avoid that by by and develop the capabilities to deter in space in the same way we do in other domains and thereby encourage an adversary to choose wisely and deal with our diplomats and not with our war fighters. That's the nature of deterrence. So when you think about let's go back to so that there's obviously unbelievably complicated weapon systems deterrent systems information systems satellite systems. And so when you and I have talked a little bit about this in the past you know the notion of what does the airmen or the officer or all of them together as well as civilians how do you prepare your workforce for these complexities. I mean so you now are cyber offense cyber defense 25th Air Force in San Antonio all of its reserve units all over the country. People don't even know very much about these things that are going on. You've got all of your interfaces with the alphabet agencies and you know treaties and agreements and new weapons systems F 35s coming online which are unbelievably complicated in and of themselves. You know you've got you've got this whole new strategy for renewal of our nuclear deterrence and how that's going to work and then working with all the brainiacs that are developing that. And then this notion of the missile systems and anti satellite systems and all these other kinds of things. And so in 2025 or 2030 you know what does what does an airman first class need to be and what does a second lieutenant need to be. Yeah. And it's not just that airman first class and the second lieutenant. It is what are the captains major. So I'm starting with the newbies the new more than any other institution in America. I think we have an obligation to show what continuous learning throughout a professional life looks like. And the services are have always been focused on training and development of people and the Air Force more than other services is very technically oriented. But but this is going to happen in every profession throughout America and and you've faced it as a leader of American universities. The the the need for a continuous loop of learning for this generation is is is nations that do that will succeed and nations and communities that don't are going to be left behind. So for our for our generation you know we change jobs 10 times in a career. Our children are going to change professions two or three times in their lifestyles which means we need education and training on demand as well as on command. Most people don't know this but to be a senior enlisted person in the Air Force 90 percent of senior listed in the Air Force have at least one college degree. Many of them have master's degree. That's the enlisted force. You don't get promoted people have no idea about this. Yeah. You don't get promoted as an officer unless you get a master's degree beyond a certain point. But it's not just the structural kinds of degrees. And you and I have talked about this. It is the attitude developing the attitude of continuous learning that that every organization is going to have to go through the United States Air Force is going to have to do it as well. On cyber we're trying to engage American universities to look at how do we make available certificates and other kinds of things that are readily available to airmen and every small business in America to to be able for people to develop themselves in the area of cyber and and we're trying to do it across the board so that an airman it is easy for an airman to do choose to get you know develop their understanding of poshtune with an app on their phone and also to figure out and get the training they need an augmented reality or off their phone or wherever to fix the next generation engine to figure out OK. And we talked about augmented reality for our maintainers. It's it is rapidly changing and we either embrace it or we're going to be left behind. So before we turn to questions I want to talk about this discussion that's gone on the last couple of years about the expansion of the role of the Air Force in space. There was a lot of debate and discussion going on here both within the administration and within Congress on Space Command versus Space Force versus this versus that. I was kind of hopeful that they just say we'll just call it all Starfleet and move on. And so but they didn't. And so and so where where is where is that ending up what sort of phase are we at. And where do you think all that's going first. We have reestablished and the commanders up for confirmation. Jay Raymond is up for confirmation to be the head of Space Command. So a war fighting command for space which we had before 9 11 and has been reestablished. The Congress decided that last year it's moving forward and getting implemented and getting established. Second the president has put forward a proposal to the Congress which they are considering now to establish a separate Space Force under the Air Force. And the argument is but first of all I think we have to give the president credit for making space a kitchen table kind of discussion when it's a fairly small part of the military but it is a key enabler for all kinds of things. And so elevating the understanding of space and increasing the budgets for space over the last three years. So we've had double digit percentage increases in the space budget in the Air Force over the last three years to get after this war fighting domain. This the organizational structure will be sorted out by Congress there. They've looked at the proposal from the administration. I think in May they're doing their markups to say OK what do they think of that and then what are they how do they want to move forward. So a lot of that's happening real time. So and all of this will help then set up this deterrence environment for at least the near earth objects. For us it's from low earth orbit out to geospatial orbit. So you get to low earth orbit in about three minutes with a surface to surface to orbit missile. It takes maybe five hours to get out to geospatial. So that's a huge area. We have to prevail in space and develop this deterrent capability no matter what the org chart is. But there's the debate on the org chart of what will make us more lethal and more lasting over time. And that debate is playing out now. OK. I think we have a sense of the secretary and her assignment and at least a little bit of a glimpse of its complexity. Again I mean you're not talking about three dimensional complexity here talking about multiple three dimensional forms of complexity. So let's open it up for questions from anybody. And if you could identify yourself there's one in the back I see back there. Hi I'm Jillian rich with investors business daily and I had a budget related question said that the budget would include one hundred thirty five billion across the joint team for penetration projects. Can you go a little bit about the capability and why that's important now with great power competition. Sure. We think the way we try to think about this is two sets of problems penetrating and standoff. And for us penetrating would include things like the B 21 bomber for example. So designed to know country. People think about air defense and things like you know putting a block of wood over some country to keep us out. Nobody can really do that. The best they can do is Swiss cheese. And our job is to find the holes and get in and go after targets if we're assigned to do so. And actually it's not even Swiss cheese is more like fondue because the bubbles move. So so so penetrating is for us it's things like the B 21. I don't know what exactly included in the number that you cite but other things like hypersonic weapons research which is one of the keys for us going forward speed matters. And particularly if you're trying to strike a moving target you need to be able to launch and get there fast. So a small hypersonic weapon would be a penetrating weapon as would some other non man stealthy platforms. We have one called the the RQ 170. So those kind of those kind of things would be penetrating weapons for the Air Force. OK. Other questions as one over here. Ma'am John Herman. I'm a former Air Force guy myself. As you all know there's long been a tension between training and education versus operations. And there was a certain stigma associated with being too academic to ivory tower and that being a negative for things like promotion potential or selection for certain things. As we move to a necessity of a growth education and training mindset shifting culture is harder than shifting technology. What steps is the Air Force taking to counter that culture and to beat down the idea of pursuing education or training is somehow against operations as opposed to supporting it. It's a great question. I did not set this up but but I but I I love the I love the softball of the plate here. The Chief and I just signed out several pieces of guidance that we hope will help to change the culture over the time. One is that for instructor duty that will now be part of the consideration for promotion. So you will be boarded for instructor duty very historically and this gets back to not value valuing education. We also didn't value instructor duty. So if you taught at Lackland or at the Air Force Academy or at ROTC or at any of our service schools for maintainers or anything else that was kind of well because you couldn't get another better position and it's kind of a dead end. There's those that teach and then there's those that do. Right. So we have now flipped that much like joint service used to be required for once once that was required for promotion and we made that clear that it is a responsibility of every officer to make the unit better. And that means the unit as a whole and that means developing the next generation of airmen. So we want our best role models and best people in those positions. That means all of you high need achievers are going to have to serve in that way. The Marine Corps does this now. It's almost no officer, senior officer in the Marine Corps that hasn't done time in the recruiting service. It gives them a different perception of what developing the future force means. So we are now boarding and recommending people for instructor duty and you're not going to be able to get it unless you're the best of the best and that will also be a consideration for promotion. That will help change things. The other thing is we've now set up a PhD management office so that if you have a PhD in the air force your assignments will be managed like general officer assignments. So they will be basically hand done so that we are managing and developing and storing that talent. There's too often in the service if you come forward and say you know I'd really like to get my PhD in electrical engineering and cyber security. The answer is well you know that'd be a dead end for your career. We can't be, we can't do that. And so we have set up a PhD management office. The final thing that we'll be rolling out this month, we've been working on it for 18 months is a change to the promotion categories. The air force, the Navy has much more stratification for surface fleet submarines and so forth. The air force has had other than lawyers and doctors, pretty much everybody is line of the air force and they all compete against each other. Well how we want to develop you as an acquisition officer is probably different than how we want to develop you as a maintenance officer. Yet we throw you all into the same mix for promotion and then just hope that this big system results in enough talent being through pulled through in different areas. We're finding ourselves to be very short on senior level expertise in space, in research and development, in logistics, because we're not promoting properly and developing people. We will be shifting to six sub categories. One will be for the future force, research, development, test, evaluation, acquisition. One will be for space. One will be for operations and special operations. And within those large categories we will develop people for leadership along the way of their career and you will promote and compete against other people in your category so we can promote to need. Those things won't have an effect really this year, I mean obviously they start this year. Real effect will be seen 10 years from now when we actually have more PhD scientists and engineers who are able to stay in for a long meaningful career. Maybe one more question. There's one back here. Commander Armand Lanchand, French War College. At the end of last year the president, French president Macron announced his wish to have an European forces. From your perspective, how do you consider this under US on NATO point of view? The separate European force? Joint European, so this is the joint European force separate from NATO? Yes. Merci beaucoup. The United States, so anything that Europe does to increase the percentage of its GDP that goes to defense is a good thing. The goal is 2% minimum. I think five NATO countries are on the track to meet that goal so increasing the contribution to defense, interoperability of those forces, but I think the most important thing for Europe to consider and NATO has always thought this way is that it is vital for the security of Europe to maintain the close connection with Canada and the United States. There's common values and if a European force appears to be disconnected from the security responsibilities and the umbrella and the connection to Canada and the United States that that will weaken us all. And so I think that is the only area of concern is to make sure that the NATO alliance stays strong. I would also say that I remind some of our American citizens about this that Article 5 of the NATO treaty which says an attack on one shall be considered to be an attack on us all. So it is the foundation of the NATO mutual security guarantee. That article has only come into force one time and that was in the United States was attacked on 9-11 and our allies came to our defense. No one ever expected that. It was always about the American security guarantee to Europe but we should always remember as Americans that it is a mutual security pact and the only one who has ever really benefited for it in active combat is the United States of America. And then the NATO allies responded and when the combat immediately in Afghanistan. Our allies were there. Merci bien. Well let's thank Secretary Wilson.