I used to write to states and have them send me the maps from their states and then hang them on my walls. And I would picture people inside the maps and I would picture these elaborate cities. So I probably was slightly delusional when I shared this with my friends that I wanted to do this. So when I finally saw the movie The Sixth Sense, I realized I had something I could relate to when it came to Colesier. Because I also saw things that didn't exist, but in this case it wasn't dead people. It was data, either imagined or real, but it was data that was very important to me. My journey started with my doctor four years ago who forgot my test results and I kind of got upset. So I started feverishly logging everything I did when I went to see him. Finally today when I go to see him, he's just like, why are you even here? You can just tell me what's wrong with yourself. Two years ago I started incorporating as many devices, sensors, applications and services as I could into my life. Currently I have over 300 systems that simultaneously monitor everything I do, whether it be my home, my work or my play. I realized that all of a sudden all of this data was taking on a very unique pattern. It was starting to overlay each other, much like a topographical map. So pictures became not just photographs, but they became data experiences. And I realized that my life's journey was actually being measured. It was when I saw Amber Case at South by Southwest in 2012 that I realized what I was kind of serendipitously doing was something called Sue's Valence. So I was observing the observer and collecting as much data as I could, but it was getting to be quite exhausting doing this. Because if I looked at the services I was using, there were hundreds of them and nobody should have to go through this many screens to figure out what's important to you. This is a form of slavery that we need to figure out how to get out of. So I wanted to fix that. I wanted to move away from this very old system. And then I saw Aaron P.K. present at Cyborg Camp last November and he introduced me to the concept of low friction data collection. And I thought, oh my gosh, I have a word for it. I'm not, okay, I am crazy, but I have a word for it. So I started looking at all these systems.  So it gets locked away in a web-based system in a text format. So it doesn't matter if it's the lights or the dogs or the truck, it gets locked away and protected so that I can search it and find information later on. The next thing I do is every piece of data, again, whether it's the food I'm eating or the exercise, all goes into spreadsheets. So simultaneously I collect it and then I reflect it back into a spreadsheet so I can do charts and graphs on it. Probably the most compelling thing that people know me for is I then wanted to visualize it. So my entire day is monitored in my Google Calendar. The colors represent the different types of lifestreams that actually happen with any given day. So like I said, at any given time, three or four hundred different things are happening to me simultaneously and they're low frictionally logged in the back. So I created a data mazo hierarchy of needs so I could toggle my calendar on and off to see where I was actually doing well in my life and where my life was actually struggling. And I could start to focus goals on those areas by using the visual representation and the calendaring. But then just like Cole, I needed some more help. So I didn't have a doctor who was also slightly crazy, but I did have other tools. And one of those tools were going back to my childhood and realizing what maps meant to me. Because if I looked at maps, I noticed that they had layers of information. So I broke down my types of services I was using, every single application, every single service, every single device, every single sensor, and looked for ways that I could get the information out of them as easily as possible, which was no easy feat. Everything from Yahoo Pipes to RSS feeds to fake Twitter accounts that share stuff to bogus accounts that can be picked up to APIs if desired here.  So I just can't get enough of this stuff and I think it's a shame that we don't make it more available to ourselves and each other. What was really profound for me was I realized that all of these data points actually created a platform for existence. So I could actually use almost a tic-tac-doe board to make things trigger in my life in response to the data around me. So my world became very interesting when I started doing that. I started using things like do-it-yourself recipes, ambient light recipes, noise recipes by bio beats to create music for my data, and even professional lighting recipes. So the more information I could get, the better. But just like in the movie The Sixth Sense, whenever you see the color red, you know that you're having a brush with the undead world. I also noticed that there were signals when I was having brushes with profound data moments in my personal life. The part of the most profound data moment I had was when I realized that I could manipulate the environment around me based on the data that I was generating. Because I think this is the way that we can solve one of the major economic problems we're about to face, and that's the tremendous amount of people my age who are underemployed or unemployed. The next thing I found was by layering these pieces of data together, as Aaron said, my food plus my activity isn't enough. I need my food, my activity, and my spending all in one picture. So I need to see that together so that I can understand those patterns. It's really the cheaper food that makes me fat, not how much of it that I eat. Then I noticed really crazy things. So watching Project Runway, two episodes in a row actually makes me eat worse the second or third day. Air quality sensors in my home actually trigger really bad sleepless nights when my cleaning people come. I've lost 70 pounds, not 65, thank you for the extra five pounds this week. But that's really come from behaviors not in food or exercise, but environmental conditioning using the data from my life. If my house is a certain temperature and humidity, I actually drive my truck much worse. So I accelerate faster and break faster. So again, having the data available to you so that you can see them together makes a huge difference, and I'm hoping we can do this. Probably the most profound thing I think is my data being collected as one thing, but my data having a relationship with itself as another. So the systems within my life start to speak to each other, and I can now pick up those systems as they start to have conversations, which kind of moves this kind of weird theory in my mind. The other thing I learned was over the last nine months after I kind of came out of my data closet at Cyborg Camp, people are profoundly interested in this, everybody wants to talk to me, and all I really did was exploit the world around me and make use of it in some tangible way. The dark side of all this is I'm fortunate, so I have tremendous resources when it comes to time and financial and just brain power and I know smart people. And I'm afraid that we're entering an age of almost a data illicium, where if we're not very careful, we're going to end up with the haves and have nots. And for me, that's really important that we avoid this kind of alternate reality where only special people get access to data and only special people can understand data, because I'm not special, I'm just like you.  Rocco is someone I love and care for very much. And being able to see that my Rocco and my home and my truck and my, and the devices in my home and even, you know, things around my house all have a relationship with each other gave me a profound awakening that I have never experienced on any level of spirituality and anything I've explored. I understand now that I am connected to everything and everything is connected to me. It just needs to be collected. It means a lot for me to be here last year. I sat in the audience and I was just overwhelmed by everyone that I met. And all the experiences I've had since then have led to this day. And I just really, I don't have anything really profound to say it and but thank you so much for this community. Thank you to Gary and the conference without you. I wouldn't have been able to have a relationship with myself. Thank you. I noticed two pretty novel results in your talk. And I wanted you to talk about them more. You said that watching Project Runway two days, you said, what you said was watching Project Runway two days in a row made your weight go down. And what your slide said was it made it go up. So did it make it go up or down? It makes it go up. It's sorry about the difference. I'm just trying to keep up with this momentum. Yeah, yeah. Yeah, actually what I found was my movement and my food and what I was consuming had a lot to do with my weight fluctuations but actually what I consumed by audio or video actually had more of a relationship to how poor they ate the next day. So why do you think? What did you think about? Well, I think Heidi Klum is really dangerous. I think you should avoid her. But there's something about time shifting media. So when you time shift media, if you travel or you don't have a lot to watch your favorite show, if you time shift media, there's something about watching a lot of the same type of junk. So it's a massive amount of junk in the brain and I think that just chemically does something to me. It's the actual watching the media. In your hypothesis is it's the kind of media binge, not the actual content. That just happens to be your favorite show. Well, no, Heidi, it's just that particular show is the worst. It doesn't happen on CNN or Anderson Cooper. That's interesting. I mean, I find that interesting.  So say something about that. That's a very novel result. I'm sure that's never been reported in any QS. Yeah, so basically as soon as I got my automatic, I plugged it in my truck and it keeps track of heartbreaks and accelerations and all sorts of things. And I'm always driving with the dogs. I didn't want the dogs to freak out. So I really wanted to be able to measure what the truck was doing and how I was doing. But what I noticed was there were times when the dogs weren't with me when I was driving just really aggressively and I couldn't figure out what it was. But because we also tracked the temperature in the house with our Nest device and the humidity, I thought, is there a correlation to it? And the weather's been crazy in Denver the past three months. So basically I started saying, and my partner loves to adjust the thermometer. So I was saying, is there a relationship with this? And sure enough, whenever he would turn the temperature up to 72, I always drove worse on days with the temperature. Is that because you're mad? No, it's not uncomfortable, but it's a very subtle difference. I can't pin it to TV or food or anything else, but the temperature in the house affects my driving more than actually being on a bad phone call. Interesting. Okay, so let's have... We have time for a few questions if you have some. Yes. Yeah, so what I've actually practiced environmental conditioning. So now what I need to do is it's something I have to create on a specific timeframe. I actually precondition the house, the music, the lighting, and the temperature to actually get the work done because I know what environmental settings optimize my routines.  Yes. Braco and the orders are also tracked. So I actually use lighting and sound to make sure they stay active. Yeah. Okay, are there any other questions for Chris? That's just really a fantastic talk, Chris. Thank you so much. Thank you so much. Yeah.


Live from the Sands Convention Center, Las Vegas, Nevada. Extracting the signal from the noise. It's theCUBE, covering HP Discover 2015. Brought to you by HP. And now your hosts, Dave Vellante and Jeff Frick. Hi everybody, welcome back to HP Discover. I'm Dave Vellante and this is theCUBE. theCUBE is our live mobile studio. We go out to the events, we extract the signal from the noise. We've done something special for this HP Discover. Check out HP Discover.Social. It brings together all the social media streams, all the video, a lot of content, all access. So please check that out. Sylvia Hooks is here. She's the Senior Director of America's Marketing at HP. And Alex Munro, a CUBE alum, is the Assistant Vice President of Corporate IT and Enterprise Technologies at Pacific Life. Folks, welcome to theCUBE. Thanks so much. It's great to be here. So Sylvia, you're new to theCUBE. Yes, my first time. So welcome. Thank you. So let's start with you. I'm really excited about the transformation, not only in the industry but of HP. We heard Meg talk about HP Enterprise. We heard Dominic talk about Ruby stole the show yesterday. So how do you feel? I feel awesome. So I can really say for all of Aruba that this acquisition is hugely exciting. We've been a little island fighting against big competitors and the idea of being part of a successful big company that can really take us to the next level makes everybody excited. And the people that we've been meeting and the customers that we've been talking to feel the same way. And it's great to get a warm reception. We really feel welcome with open arms. Yeah, so Alex, I wonder, I mean, from your standpoint, HP was very quiet on the acquisition front because it was paying down some debt and cleaning up its balance sheet. And now it's been much more acquisitive. Is that important to you from a customer standpoint? Do you pay attention to those types of things? Regarding the acquisition? Yeah. Yeah, for us it was a surprise, but it was a pleasant surprise. So we had been an Aruba customer for years and it really invested in our wireless infrastructure.   And so the announcement literally happened right at the perfect time for us. And we've leveraging tools, you know, both from Aruba and HP and it's just been a good, good experience. Do you think Pacific Life, I mean, I was talking off camera about all this discussion about the digital economy, Meg talking about the idea economy. It's a real theme now. Everybody looks at Uber and Airbnb in ways as examples of disruption and, but air specific life.   So the imperative to change is not necessarily, you know, right there.  But is it difficult to get change in a successful company like that that has a lot of entrenched, you know, beliefs? Yeah, I think there's two challenges. One is regulation, compliance, audit security. And you sort of have to jump over those hurdles and make sure when you're enabling employees to be more productive or work from anywhere or, you know, giving them mobile devices and you want them to be productive from home, you know, from the airport or when they're in the building, maybe not at their desk, but in a meeting room. How do you have that seamless work experience that can be productive? But how do you make sure you're still protecting, you know, the company assets and what we do? And to your point, you know, Pacific Life is a very established company. We have a very premium brand.  Yeah, as an IT executive, we always have to balance the, I call that, liabilities and assets, you know, data risk and data value.  So how do you deal with that? You just find the sort of leading adopters, the open-minded customer. Well, so it turns out we're not actually usually convincing them, right? They're coming to us. They're dragging you into it. Yeah, right, so the user is, I mean, the generational shift and the technology that's come with us from back when we used to work only in offices to where now, we want to be connected all the time from every place, it puts a burden on IT. And so IT's coming to us saying, my users are demanding this, how do I satisfy it? And there's a lot of ways you can do that to be compliant, you know, how much openness do you offer? Gartner has laid out a methodology where, you know, the more trust you have of a device, the more access you give them. And I know that's what Pacific Life is doing, that they give access for devices that they manage. So you kind of have to look at with each customer, what are they trying to achieve? But we never are in a position of having to convince them because their users are doing that for them. Their users are dragging in all these consumer devices. And then how the customer chooses to adopt that BYOD policy or how they choose to open up their networks depends on how much security concerns they have or how much regulation of the data. So that's interesting. I want to unpack that a little bit. But Alex, let's back up. So last time your arm was a year ago. What's been the big change in the past 12 months within your organization? From a networking and from a wireless perspective, probably the biggest, I'll call it a little bit of a surprise is the adoption of link and real time voice video collaboration. And once people got used to joining a meeting via IP, just clicking on a link and coming in via a web browser but also having voice and video capability, sometimes high depth video, the bar was up significantly from a latency perspective and from a performance perspective. And people wanted this not only in rooms but walking from room to room and getting in the elevator and going between floors. People expected all of a sudden to stay connected into these real time collaborative sessions. And that was something that took us by surprise a little bit and when it works well, it's a great experience when it doesn't, sometimes you hear about it. So we've spent a lot of energy in that area. Just making employees, the other thing I want to bring up with Aruba that we love, we rolled out certificate servers, we rolled out a product called ClearPass they make for authentication and we do provide most of our employees with a company-owned device but it allows us to give them that seamless joining of the network as soon as they enter the building and they can access their data, they can access their file shares, they can access information they need to collaborate without having to go through a multiple hoop process to get onto the wireless network. So it's not a BYOD model at Pacific Life? We have BYOD but more for guest networks. So we have a contractor network, we have a guest network and then we have the company network. Then the nice thing again about Aruba is we can manage all that off of one set of infrastructure but it's different trust policies and it's different level of access based on whether you're on a company device or whether you're on a personal device. And so does employee have a choice to bring his or her personal device in and they just get the less open network? Yeah, you get the less open. So in general, all executives, management, et cetera, or knowledge workers, we give them a device. We just consider part of a tool that that person needs to work. Where you get into gray areas is with hourly employees and lower level employees and there's different reasons why you may not want to give all of those employees a mobile device. The ROI might not be there. The ROI might not be there and you may want them at their desk, answering the phone or doing work. And so for that employee, we actually have something called CafeNet when they go into the lunch cafeteria or the cafe. It's a wide open personal network and then they can talk to their friends, they can go to Facebook, they can see their pets and their kids at home via video. And but they're doing all that on a guest network and it's not part of the company network. Well, a lot of companies, I remember maybe in the last three or four years have just taken away, you know, company sponsored smartphones, for example. It kind of short-sighted, right?  Yeah, there's just economies of scale with essentially managed cell phone contracts and then also just lost devices. You know, we want the ability to be able to wipe the device. Yeah, of course. We want to have control of what's on that device. We need a certain amount of ability to manage that device. So we've made a decision that it's really not worth that savings to have all these different types of devices brought in. What do you see with other customers? Yeah, so it's across the board. I mean, I think some companies have decided, hey, you know what, if our users want to bring their own devices, they can do that, but they're responsible for them. So then you're in a position of, well, your help, this doesn't really support those anymore. So maybe those people aren't quite as productive as they might be. So Pacific Life doesn't want to use that model. They want to support their users, make sure they have the right tools. But, you know, each business is different. And I think the point that you made earlier about our infrastructure will allow those choices and you can even change your mind. So with our controllers and with ClearPass, you can set the policy you want for the scenario. It may be different classes of employees like the hourly employees can BYOD. They just get on the guest network and have internet access. But the more knowledge worker types get the full access and it's a company-owned device. So I think the flexibility of the infrastructure is important in this idea economy because it is so, it changes a lot. The scenarios, every company has multiple scenarios. So you're in a highly regulated business, financial services, insurance, so you kind of control freaks, sort of have to be. So what I'm hearing is that the Aruba technology allows you to sort of dial up, dial down, it gives you that flexibility. Can you just add some color to that? Well, the other thing I want to point out, so the Surface 3 and laptops.  So now I all of a sudden want my Active Directory credentials and I want my authentication into applications. I want to have that desktop experience but now I want to have it in a meeting room and I may also be on a video or a link call or dialed into a bridge all via my laptop. And so there's just again, multiple scenarios. We call it the right tool for the right job but it's really about what is the employee most comfortable using and then how can they be most productive anytime, anywhere. Whether they're at home, whether they're in transit in an airport or whether they're in our buildings or in a conference room. And the big catalyst, of course, is mobile devices. I mean, it was interesting to hear Dom yesterday talk about when they started Aruba, it was Intel Centrino. And I remember when Centrino came out, I was like, nah, you know, it didn't really excite me that much. Intel was pushing the ads out and they go, okay, whatever. But then all of a sudden, you know, the wireless trend with smartphones comes out and a huge tailwind for organizations, technology companies. And a big, most IT practitioners I talked to sort of had a love hate with it. It's like they love it because they get it and they're users but on the other hand they got to deal with all this stuff and then you have a story. You enabled about a thousand users with iPads. Yeah, we decided to provide everybody with director and above with an iPad as a productivity device. And unfortunately we did not do full wireless surveys in advance and we discovered the hard way that a lot of our corner offices and in some of our important meeting rooms did not have adequate coverage. And so we had to sort of do an emergency wireless assessment, I had to bring in a specialist and walk all the buildings, go into every office, actually sit down in chairs, go into every conference room even with multiple people. And some of our conference rooms hold upwards of 200 people and we would have people all of a sudden bringing in 100 iPads. They did a bankers convention and they literally, all of them wanted Wi-Fi access, you know. So we learned, you know, the hard way that we had to build out the network infrastructure with the capacity and the security so that people could have that seamless experience. And so can you describe sort of your network, it's a campus sort of set up? Yeah, so the one benefit that Pacific Life has is we own most of our main buildings. So we aren't afraid to invest a little bit in the infrastructure of that building because we know that we're going to be there for a while. And that does change the game a little bit because we have distributed antenna systems for wireless and then we have extensive Wi-Fi investments in those buildings to make sure that people have the right experience not only in the building they normally work in but we have buildings that are across the street in a campus and we want to have the exact same experience when somebody walks across the street that they have when they're sitting in their own building or in their own office. So you had mentioned approximately a year ago when you were on it, you were relatively new HP networking customer at the time. What was the catalyst to go to HP networking? We had an aging network infrastructure with sort of a legacy, you know, provider that was literally seven, eight, nine years old in certain locations and we just started to experience issues, we had a couple outages and we just decided it was time to upgrade, you know, the entire network infrastructure. And we did a formal RFP, I talked about it in a presentation yesterday and in a panel that I was on but we went out and really did a competitive RFP, narrowed it down to two of the big vendors and everybody knows who the biggest vendor is but HP was the second finalist and when we brought everything in the lab and we did our full side-by-side integration tests and we got on the equipment and did failover testing, we realized that HP met all of our requirements and, you know, at the end of the day we saved a little bit of money and we were an HP server customer, we're also a HP desktop customer. So for us, there was some synergies between server infrastructure and the network and now we're even looking at some of the three parts as well. So you guys have begun to talk about this sort of, you know, the mobile generation, the wireless, you know, first approach. Maybe describe that a little bit. Sure, I mean, I think we've been touching on it so we started off with Centrino kind of experience where you had your laptop, right? And then we moved to this world where you have tablets and smartphones and as generation, and I don't think it has to be an age generation, I would like to imagine myself as part of what we call Gen Mobile, it's more how you behave. We're cool. Right, yeah, we're hip with that. So we're really wanting to use the devices everywhere, be productive all the time. They're not devices that were designed, or I should put it this way, they're consumer devices. So the experience that we're used to having on a laptop that has a little bit more robust antenna and wireless capabilities, our networks, the aging networks were not designed to handle these kind of low power devices. So when you start bringing them all into a big conference room, they don't have great reception. They're not that powerful, right? Yeah, we love them. So the network has to kind of adapt to these new style of devices. So I think the experience that Pacific Life went through is what we've seen in a lot of customers is, help, I have this network that was designed for more stationary users in one place with a big laptop. Now they have all these devices running around. How do we adapt our network, adapt our apps, adapt our IT to really go after this generation that wants to use these devices this way? So we really feel like wireless has become front and center because of user experience concerns. And we're watching our customers and helping our customers really transform and that works for that. So this new, we call it GenMobile, and it's this generation that wants to work from anywhere all the time, switching back and forth between personal and professional life. And Aruba just feels like it's here to stay. Our customers are dragging us in there. So give us a practitioner perspective on that. So that sounds great. I have a buy into it, who wouldn't? But you have this installed infrastructure that you have to deal with. So how do you go from where you've been historically to this sort of GenMobile vision? So we do it with the same networking team, but we have mobile specialists now and we have data center infrastructure specialists. And the two systems are different, there's different technologies and they all sort of join on the back end and they all have to work together on the back end. And so we have architecture groups and we have business user groups. We do business case scenarios. And then we talk about the experience. The big thing for us is user experience and what type of user experience are we trying to deliver?  And the average user now has two or three devices. So we have 3,000 employees, we have about 10,000 devices that we manage. So it's not one device, it's not two, it's often three devices that an individual employee will have. So I'm curious as to the sort of justification model because so many things in IT we have to run through, you know, do the ROI and you're flexible. Is this more like, remember when the land, the land's first come out, we need a land. Okay, great, was it more like that or do you have to go through sort of a formal RR? You know, we realized when we ran the numbers, I think last year that we were spending more money on mobile devices than on laptops. So we crossed that barrier. And we sort of managed, I'll call it in bulk, which is we know we're going to spend a certain amount of money every year on about a three year refresh cycle on laptops, maybe four years on desktops, usually about three years. Mobile devices tend to be on a two year cycle for a couple reasons. They're tied to contracts and there's a two year refresh. And they also just tend to wear out and then everybody, of course, wants the newest, greatest thing. So we tell employees, you cannot upgrade for two years. After two years, talk to your manager and you may have to wait till three years, depending on budgeting and how we're doing. But somewhere between two and three years, you will be eligible for a new device. And that's kind of our, you know, we're not draconian about it, but we also try not to have upgrades. Yeah, some structure in policy. There's got to be some guidelines. But I also want to make the point that I think Delman and Corn made this point and is key note that to some extent your old infrastructure is keeping you back from your new infrastructure because there's still all these support investments and software licensing investments. So even if you're not using that desk phone, you're paying for the license and the IPVVX. I personally don't even know the password to my old desk phone that we ripped out. So I think if you can free yourself from the legacy investments that aren't even really getting used, it does free up some money to then invest into the new infrastructure. So the ROI gets a little bit easier when you look at it that way. Well, and the landline's a good example, right? That's easy. I think I even have on my phone message, don't leave a message here, because I don't check it ever. People still leave a message there. All right, Alex, I'll give you the last word again. We love the practitioner perspective. So you've gone through this transformation. Obviously, you know, you got the, had the surprise with the thousand iPads, but other than that, what other advice would you give to your peers around, people looking to sort of move into that mobile generation wireless first? So a couple things, don't ignore the compliance legal HR front. So you do need to pay attention to security. We hire external PEN test vendors and we do wireless surveys. And the one thing we didn't talk about, Aruba has a very nice, two nice products, Airway, which allows you to see the user, the user experience by user and where they are in the building and what access point they're attached to. They also have some really nice detection software that detects rogue access points. So if somebody brings in a links this home router or sets up an unauthorized access point, it can detect it right away and notify you. So you want to really pay attention, depending on what type of business you're in, to those aspects of wireless. Then the second part is, again, the user experience. What are you trying to accomplish from a user experience? And then once you decided that, then you have to assemble a team, a cross-functional team, and say, how are we going to build it? How are we going to support it? And how are we going to manage it? And that's really, it's just like any other big project, but wireless has its own unique challenges and its own unique flavors, but it's here to stay. My kids now, we travel everywhere, even in Europe, and the first question when we check into a hotel, what's a Wi-Fi password? And they just expect it, you know? And so we're in that world and I don't think it's going away. Excellent, hi. Well, the industry's transforming, HP's transforming, at the heart of that transformation, HP's networking group with the acquisition of Aruba, Alex and Sylvia, thanks very much for coming to theCUBE. It's really a pleasure having you. Thank you, David. All right, keep it right there. This is theCUBE, we'll be right back after this short break.


But if good dude disappoints me, a good dude lets me know that I'm not really adding anything to his life. That is a shot to my ego, my heart, my chest, my lungs. You know, I talked about that last time and that's one of the clips and they were like, what did you do when you figured out you were the problem? Did you apologize? I did many times. But I can say something that I learned the two men and it's been two, don't y'all bash me. I fumbled two good men. I know that in my, in my lifetime, in my journey, both of them challenged me as a woman. They based, put a mirror in my face and said, you need to fix that. Why would you do that? Why do you act like that? Why do you talk like that?  But the fact that the matter was, it was like, okay, you won't get it right. Deuces, you know, I'm out. And there I was to sit in that the first time it didn't click, but the second time it did. But there I was now as 40, 40 year old woman trying to figure that out. So you know, I hear the conversation a lot in reference to how a woman project with a real man should be. I hear like a real, if you're a real man and they'll follow up with something like you'll do this, that and the third. They don't know. That has to do with contribution to her lifestyle. No, if you're a good trick, that's what she's saying. Yeah, that's exactly because, but the essence of a real man is one who's willing to work through your trauma with you, help you elevate and alleviate. That's what a real man is.  He's providing what you need. And that one piece of that desire that I was talking about earlier that you didn't know that you needed what you need. Yeah. And you can tell the difference of a man and a woman, because woman, no woman, if they know woman, they know the woman's past. And if she get what a man that has took her and descended her, no woman know, because they paying attention. They like he did that. But when she don't recognize that, when she get boastful and big headed, then she loses the respect for that man that helped her. And that happens in a lot of cases.  You know, but now you like that. And it's like, Oh, now there's a sense of I would have, I would have gotten like that eventually. You know what I'm saying? Yeah. But this I have a non popular opinion. I going back to the whole water analogy. It is funny. Look at that. I think I think women are the embodiment of chaos. And what I mean by that, I mean, in the best way possible, you know, creation happens in chaos, you know, biblically, scientifically, even childbirth, chaotic process. Beauty comes out of chaos. So I don't necessarily mean it in a bad way, but I also mean it in a bad way. And I say that to say, women just left to y'all's devices are chaotic. Let's be real, you bleed once a month. I don't know how you remain a normal person when blood comes out of your generals once a month, and that's normal. Right. But with that being said, I think men are in a sense supposed to be a river, a river bed, right? We're supposed to guide that chaotic energy, right?   And I think, you know, when we look at it, the male-female essence was created or is intended to guide children. And now I think that's why you're having so many men with that chaotic female energy. And we call them gangsters. But they're women. If you're being real, they're triggered easily. You know, they're ready to crash out. Now they're women with muscles, which is dangerous and testosterone, but they're women nonetheless. So how can we get back to that symbiotic relationship of river and river bed? I don't know. I saw a post. I think I might have sent that to you too. It was talking about how men match energy with women now. Women like women, women are something like, we don't want a man that matches our energy. Because y'all know it's chaotic.  And it was like, first of all, it was men matching women and women's energy and women like, well, this is what we talking about, blah, blah, blah. But for me, all I kept thinking about was what the hell kind of energy are they matching from you that makes you not want them? Because why wouldn't you want your partner to match your energy? Why wouldn't you want somebody that's going to match whatever you're bringing?  And then, and if he bucks up back at you, it's a problem. So you get to be chaos and he has to be peace and calm all those times that might, like, how do you expect to find who you need and who you want when you want to basically be a bitch?  Like, I can't make that make sense. So we said that men are a reflection of woman toxicity. Then they said, we toxic. So we just a reflection of that. How do we explain that? And I think it kind of coincides with the River River bed analogy, because the river can widen the river bed, but the river bed guides the river, right? So it's a symbiotic relationship. Like a woman can change a man, right? Now, I don't want you to go in there thinking you're going to change a plumber into a damn CEO, but you can expand the man. You can make a man. Like I said, if you if you see him as a bigger, better version of himself, a man will live up to a man will live up to your expectations, right? So a woman has power in that sense. However, just like Bruce Lee talks about like water, if you put water in a cup, it becomes the cup. You're meant to conform to me, not the other way around, right? And once you conform to me, you can expand me from the inside.   That's crazy. That's that's like was one of the most ridiculous things that I like seen on the internet recently, you know, with that list, but yeah, it's crazy because bro, you can take me to McDonald's when I'm craving some nuggets and fries and I'm cool with it. You can take me to the grocery store and walk down the aisle. We are we are bonding.  We see certain things and we believe y'all. I'm like, yo, you believe it.   He took her to Wendy's.  And it's like when it's not sustainable either. It's not sustainable. But the reality is, and it's part of y'all's chaos. Women will change their rules for men that they actually like for sure. I've I've come across with me. Yeah, I'm saving myself. Okay. Well, see, I'm raising a son. My son is a damn near man. He's 17. And I'm trying to teach him how to be a better man on my own. We all know that's hard. I cannot do that. I cannot do that. Yeah. So I'm showing him not how to treat a woman. But I'm helping him to understand a woman. So that he doesn't so that he doesn't get into this mindset of I'm very happy. I really like this girl. And she's she's the one. I don't want him to just settle. So that's what I mean about that. But like, yeah, this is what I say. A woman can teach a man how to swim, but he can't she can't teach him how to fish. That's true. Right. Fish don't know they're in water, right.  With your scenario, I see two outcomes that usually happen.  Or you raise this idealistic boy and I've seen this play out to where like he's the one who's getting married right after high school, because he's trying to be everything that he wanted his mom to have. Not realizing that the women that he's going to come in contact with are not 36. They're 16. Yeah. You know what I'm saying? So he doesn't even know how to navigate that because he unfortunately women sometimes make their sons do the emotional labor of a husband. Right. And the boy, for all intents and purposes, as he was 10, has been the woman's husband. Right. So the best thing I encourage mothers of sons to do is get that boy around some men. Yeah, for sure. Hopefully his father is a caliber of man that can guide him in the right way. Unfortunately, that's not always the case. I'm thankful for my male village.  Mm hmm. They do.


So we hear the ID TechEx show and hi, so who are you? I'm Adam Rumjan, CEO and co-founder of Orion Additive Manufacturing. So Orion Additive Manufacturing, so what are you doing? What is this? So we do a proprietary 3D printer for printing with high performance polymers or aerospace grade polymers such as peak, ultem, polyfinal cell phone and polycarbonates as well. So is this special materials? So these are special materials that exhibit extremely high qualities such as high strength, high temperature resistance and chemical resistance. So they're typically used in industrial applications and aerospace or for medical applications as well. But it's not easy to 3D print or are you the only ones who can do it? We're one of very few companies that are able to do this well. This is a very difficult material to process because of its high temperature but also because peak for example is a semi-crystalline material and it has its best mechanical properties as a crystalline structure but this requires a very high temperature environment in order to print with it properly. So what we did is we developed a proprietary process that's able to print this material not just with crystalline structure but also with much better interlayer bonding. So just to show you an example, this is a test bar that we printed and without the proper settings when you bend it you hear this cracking and you get delamination of these layers but when you get the parameters fine-tuned as in our printer, when we bend these parts, they don't delaminate. So you get much better interlayer bonding and you get mechanical properties that are similar to injection molding. So much more uniform isotropic strength. So what does this say here? Are these the materials there? What is that? So these are some of the materials that come with the mic. So we primarily focus on peak and peak variants such as PEA and PEC but we also print with other high-performance materials such as polyphenyl sulfone which is known as PPSU or PPSF and also which is PEI, co-polymer material. Is this your printer? And this is our printer that we're just finishing developing right now. And it prints right here in the middle? Yes, exactly. So the prints are just right here inside of this heated chamber. So we're just finishing our development and we plan on releasing this printer by the end of 2019. So have you been involved with 3D printing for a while? Yes, so I have maybe five years of experience with additive manufacturing. I've been designing and building 3D printers since five years ago and just around two years ago we started working with materials suppliers for peak and developing this industrial 3D printer specialized for printing with high-performance polymers. Is additive manufacturing, is that another word for 3D printing? What is the idea of the additive you adding into stuff, the small parts that are missing? So additive manufacturing is just to contrast it with subtractive manufacturing which has been known as more the traditional way of manufacturing which is by removing material. So the benefits of additive manufacturing are that you don't waste as much material because you're just adding the material that you need. But I would say that additive manufacturing is more commonly used in industry to try to differentiate it from the consumer industry which was more commonly known as 3D printing. So are you part of the Berlin team here? Yes, exactly. So we're actually part of this network called the Innovation Network for Advanced Materials otherwise known as INEM and they're also supported by Berlin Partner. So you're based in Berlin? We're based in Berlin, correct. And how many people are in the company? We're just a small company at the moment. Right now we're three people working on our team so we have materials experts. What do the different people do? So we have a materials expert who focuses on material development and we also have our CTO who is an electronics engineer focusing on the microcontroller and motion control of our systems and I'm a mechanical engineer who's focused more on the mechanical aspects of our 3D printer. Is the motion control and the PCB just a standard one from a 3D printer or something very special about it? Right. So we actually developed our own motion control systems and what we have in our motion control system is more of a closed loop control so we have much more precise, accurate motion inside of our 3D printing system as well as more accurate sensor technology so we're using thermocouples as opposed to more faulty thermistors so we use very high quality components in our microcontroller board.