last hour of the day. Sorry. So I'll tell you a story real quick. It is August of 1990. I am just got done with basic training at the Air Force Academy. And they bring us in to the Arnold Hall Auditorium. And as you may remember from basic training, you're in like a news blackout cycle. And they say basics, it's time for us to tell you what's been going on in the world. And they said, you know, the United States may be on the brink of war. And I thought, yeah, right. You know, I've seen Top Gun. It's a little too convenient. You know, you get done with basic training. This is what you've been trained for. And they started to show us videos. And I thought, well, that's pretty impressive. How'd they get Dan Rather and Walter Cronkite to start talking about this weird little country called Kuwait. And the fact that it was just invaded by Iraq. And as the briefing went on, it became obvious that no, this is actually real. I was about to spend my first year at the Air Force Academy watching as the Air Force started preparing for First Operation Desert Shield and then Operation Desert Store. One of the coolest experiences that I had when I was there was in January of 1991. We're all glued to the little EGA monitors watching CNN, because we could flip the monitor to receive a little RCA signal. And we saw the beginnings of the air war. And we saw Wolf Blitzer out in the middle of Baghdad. And we were watching it. And all of a sudden the report comes in that the first wave of the attack was over and all the planes were accounted for. And there was this cheer that went up spontaneously around the Academy. It was one of the coolest moments of my life because it's just hearing that spontaneous eruption. A couple of days later, I heard General Horner's, use a term I had never heard before, air supremacy. Yeah, he said, the way he described it, he said, even the birds flying over Iraq now have American stars and stripes painted on them somewhere. And that was 30 years ago. So for my entire career, I'm 21 years retired Air Force. We've had the expectation of air supremacy. We've gotten good and gotten used to operating in an environment, at least in the air, where we know what we're doing. We're the big dog on the block, no one's got challenges. The Air Force has had a great origin story. We talked a lot when I was a kid about how important it was that Air Force members, that airmen be led by officers who understand the unique aspects of the domain in which they fight. Cool. Well, right before I retired, I did a research project for the Chief of Staff and it was trying to improve data flow to the cockpit. And I was the one nerd. I was the one non-pilot on the study group. And while I was in Arizona, I heard a young captain say something which just tore my heart out. He said, yeah, you know, sir, we're the Air Force, so we delivered yesterday's solutions tomorrow. And I thought, oh my gosh, what just happened here? You know, the Air Force I joined and wanted to join was the Air Force that created things like the X-15 or the SR-71 or the Valkyrie. You know, some of these cool things. We didn't look to the airlines to see if we could catch up with them. And yet we were doing that. In fact, the Air Force is about to be kicked out as some of the best airspace in the country because it can't keep up with the ASDB radios on their aircraft. It can't get it to work. And it turned out, the conclusion we drew was that cyber was the reason that the Air Force is starting to fall behind dramatically, technically. And this is a pretty big existential threat. You know, the Air Force is supposed to be of all the services, the service, that is most capable of defending the nation in a high-tech manner. And so what I want to talk about today is are there some things that three decades of air supremacy have given us so much confidence that with that confidence, we've now started to rely on some assumptions that are now hurting us in cyberspace. So a little bit of my background, we're just happening there. A little bit of my background, I have 21 years Air Force. I've been also doing this four years as a consultant. I've been a professor at the Air Force Academy, Deputy Head of the Compside Department, also taught for the Military Strategic Studies Department. I've caught hackers with the 33rd when it stood up in the late 90s. Head of the Cyber Defense Branch for the Air Force Research Lab. I currently, say again? Bill Gehrig. Well, I don't know about that, but currently right now, one of the jobs I do is I support OSD doing a lot of the war games for their cyber resiliency exercises. I want to give three observations that I think we're getting blinded by. So observation number one, defense is done by operators. And what do I mean by that? We hear a lot of times, commanders say we need more cyber. Pretty much every time we do a war game, we talk to commanders, especially also one more disclaimer. I am coming more from a weapons systems perspective. Cyber and weapons systems is kind of where I'm most interested in, not so much the general purpose IT system. So you may have to make a slight adjustment, but when we talk to these commanders of their weapons systems, when we say how confident are you that your weapons system will survive a cyber engagement from an adversary, we get not very much. And they say they know we need more cyber. One of the things if you're in the military, right? The best thing to be as a commander, or the worst, depending on your position, the second best thing to be is the three. The operations officer, because operators are the ones that do the fighting. Okay, and if you can be the operations guy, that's the one that you wanna be. Now, the result of this is we tend to, and I think we're seeing this, the Air Force is right now looking at changing from the structure that it was to all cyber airmen are becoming more OCO and DCO focused. While we were doing an assessment of one of these weapons systems, one of the really brilliant MITRE engineers pointed out, she said, you know, is your system, I know you wanna defend it more, but is your system even defensible? And one of the things that really resonated with me was that the Air Force doesn't really think about the concept of defensible ground, okay? In the air, there is no such thing as defensible ground. If you can get the high ground, that's good, but that's about it. You don't really worry about the terrain. It's not something that's in our DNA as an institution, okay? That picture there, anyone know where it's from? It's a statue on the valley wall of Thermopylae, okay? If you've seen the movie 300, you've seen the story behind this, okay? It's a great story of how a very small force of Greeks was able to withstand a far, far superior, numerically superior force of Persians, okay? The reason they were able to do it, they had defensible ground. Now, what do we mean in cyber when we say defensible ground?  So perhaps I wanna make, I've been kind of going over this in my head, I wanna maybe offer one working definition that if your system, if the mission to your system can be impacted by at most one vulnerability, by the exploitation of one vulnerability, including zero days, then your system is not defensive. We show over and over again, the commanders keep trying to patch their vulnerabilities. We ask them, well, what happens if they get into your system?  If you're gonna jump that air gap, you're not gonna risk it by doing a relatively common exploit that everyone's seen before that you can find with a Nessa scan, okay?  Now, when we start talking for OSD, we keep noticing they want more cyber defenders, more cyber defenders, and what we argue is that the Air Force wants more cyber defenders, they probably need more cyber engineers. Probably some people who can look and make this system more defensible in the first place. How is this different from compliance personnel? In theory, your compliance personnel should make your system more defensible. The argument I would give is this. Let's say you were making a banking system where you're going to deal with real money, okay? Well, one way I could do that is build out my system, then categorize it, it's probably gonna be very high on the categorization spectrum because I'm dealing with real money and there's lots of people that are highly incentivized to break into my system. I'm going to then look at the recommended controls and implement all those controls and keep patching and trying to keep up with it, and do anything in that way. If you did, that's basically the R and F process, right? I guarantee you someone's going to, we see systems built like this and people do really steal real money from systems built in that way every day, okay? Option two, you could do that plus you could add cyber defenders, right? We're gonna try and look for the bad guys, try and find people breaking in. Again, happens all the time, does work but we still get stolen from. Option three, design your system to be defensible. Design your system to be able to operate in the presence of an exploit and that exploit could come anyway. And doing so, you're gonna have to not defend the boxes which is most commonly what you see in IT systems, you've got to start defending the mission. Now an example of that would be Bitcoin, right? The Satoshi paper assumes that multiple systems can be compromised, will be compromised, okay? And it's designed to operate through that, okay? Now the problem is there's no way right now that the Air Force has the ability to ask for this, okay? There's nothing that Commander can do right now. We see lots of them that can say, okay, I want more cyber and they usually can say, okay, well, we can send you more CPTs or maybe we can send you more MDTs, okay? I am proposing here today, I've made this to a couple places, the possibility of a CET, a cyber engineering team that can look and start to examine your mission and say, are you in fact engineering your system well? That's number one. Number two, air tasking orders are for planning. Okay, I was gonna say ATOs are for planning but the problem is in this audience, you might say ATO and they might think, oh, authority to operate, no. Okay, if you've ever dealt with the ATO process, it's an incredible thing but it is based on a very air specific reality, okay? In the air, airplanes have very limited amount of fuel and so you have to choreograph the air war, right? Those airplanes have to be at a certain point at a certain time and if they're not, they can't wait around very long. They only have a limited amount of fuel and so when you're doing planning, you need to figure out to a very specific degree where everything is going to be and make sure all these pieces come together. It's a three day 72 hour process. It's this assembly line of death. The key thing with an ATO, however, is the fundamental question you're asking is where do you want the bombs, okay? So what's the coordinates, X, Y and Z that you want the bombs to be? How big do you want the bomb and when do you want the bomb to fall, okay? And the ATO process really is designed around putting all those things together and making sure it all comps, okay? As I said, it's a, okay, let's see if this can work. It's a 72 hour process from beginning, you know, I'd like something to blow up till the time that bombs are in the air. Okay, let's move back here. There's a limited range of effects. A bomb only interacts with the physical environment in more or less one way, okay? That's usually not too good, okay? But none of these things are really relevant to the cyber domain, okay? Let's talk about the Intel Corporation. So at the Air Force Academy, the Intel Corporation is kind of interesting. The Air Force Academy right now is the only entity which has a direct relationship with the Intel Corporation. Now the reason they do that is because the Intel Corporation said we don't wanna have lots and lots of relationships with the government. We only wanna have one. And we wanna make sure that this one relationship is going to be plausible enough that's not gonna harm our international sales. So for instance, if the Intel Corporation had a joint research agreement with the NSA, that would probably tank all of their international sales all over the world. But they said, okay, the Air Force Academy is a military institution. It's close enough out west. We can couch it with an academic research thing. Pretty cool. One of the things they did was they taught us how they did their form of planning. Now for the Intel Corporation, when they plan for building a new chip, it takes 10 years from the time they say, gee, I'd like to build a new microprocessor until the time it rolls off the assembly line and is starting to be operationally used sold in CPUs, 10 years. Okay, now if you think about it, what would it take for you to start planning what CPUs would look like in 2029? Okay, if you can imagine how difficult that is. Well, what they said, which is really surprising, and they actually offered to the federal government, they said, look, we're gonna teach you how we do planning. Okay, and it's pretty interesting. They said, here's the thing. It begins with storytelling. So they hire a whole bunch of storytellers and the Intel Corporation will look and they'll say, okay, what would a computer in 2029 look like? And they write a whole bunch of stories and they just write them out and they put them all together and then they start grouping and they say, okay, what stories are the good stories we'd like to tell and what stories are the bad stories that we would like to see not come true? And they start to think about, what are the common threads and the good stories and what are the common threads and the bad stories? And from there, they start to figure out, okay, well, this is how we're going to make our CPU and then they start to worry about the technology. One of the things we found when we were doing Wargaming, at first, we started looking at availability, right? A typical cyber attack, usually, and we even saw this with Russia when they did the invasion of Abkhazia and Ossetia in 2008, a junior varsity player, when they're doing cyber attacks, they're gonna do availability attacks. They're going to denial of service, they're going to try and turn your system off, okay? As you get more mature, you're gonna start getting into integrity attacks, okay? And integrity attacks are kind of interesting because they're very, very open-ended. In effect, if you're gonna do planning with an integrity attack, you have to start asking what lie do I wanna tell? So what lie do I wanna tell? Who do I wanna tell it to? And who is going to be doing the telling? And then under what conditions? Okay, that is a very different challenge than where do I want the bomb and how big do I want it to be? When we did red TV, we noticed that we would bring in a lot of folks, including from NSA and some really decent people, folks that could write a buffer overflow attack, folks that knew how to break your route or 10 waves from Sunday. And we said, okay, let's assume you have access, let's assume somehow there's a way to get in. What are you gonna do next? We would get crickets. And after seeing this over and over and over again, realizing, you know, the Air Force isn't training people to start thinking about how to attack in cyberspace. It's a real-world example. In 1999, I'm on the ops floor at the 33rd down in San Antonio and we caught a guy breaking into a Solaris computer. And we watched him do it. It was a lot easier back then when it was just tellin' that and everything was unencrypted. But it was pretty cool.  There's it, get in. We watched through the little soda straw lens of the command line as he starts, you know, looking around the system. While we're doing that, we call up the base and we said, hey, by the way, here's the IP. This is under attack, it's just been compromised. And the guy goes nuts. What's going on?  Now they're like, now the good news was the guy didn't know what he had. Okay, if he did, he could have crashed the space shuttle back when that was flying. But once again, it illustrated to me the fact that the attacker was so focused on how to get in. And from the defender's side, we're often so focused to keep people from getting out that we stop asking the questions, once you're in, what do you do next? And how do we plan for that? Both from the defensive side, because if you understand, if you start telling stories to each other about what would an attacker likely do next that would really mess up your day. Okay, give you one more example. We asked the superintendent of the Air Force Academy, what would be the thing if an attacker broke into your network that would get you fired? Any guesses? Football ticket sales. Okay, it turns out we invite 50,000 people to watch our football games every year. And at the time, the football ticket sales were being transmitted over an unsecured Wi-Fi network all the way to the Athletic Center. And it's like, you know, ma'am, imagine someone coming in, sitting down with a sniffer and then receiving the credit card numbers of all of the neighbors that you just invited in. That will get you fired. But if you start thinking in terms of stories, you can start really planning and preventing some of your attacks. Now the problem is who can fill this gap? Is anybody trained to do this today in the Air Force? Do we encourage our folks to start telling stories and to start thinking in terms of what would I do next? Number three, the randomness of fog and friction. So if you talk about randomness in warfare, it's an old concept. When Julius Caesar crosses the Rubicon, as he's about to plunge the Roman Empire into a huge challenge, he says, the die is cast. In other words, we're gonna roll the dice. Let's see what happens. Today, if you talk about fog, if you talk about randomness and you look up in the doctrine, you're gonna see fog and friction as generally being the overall concepts that cover that. And that's not bad, but it's incomplete. So I wanna play some dice games with you for a minute.  Well, you'll probably get a result that if you calculate the probability of you getting a different result, it'll look like that. What does that look like? Normal distribution, a bell curve, yeah. By the way, has anyone actually taken three dice, rolled them, and added up the results? And then maybe assigned them to Strength, Intelligence, Dexterity, Wisdom? Some people probably play Dungeons & Dragons, that's exactly what that's based on. And Dungeons & Dragons actually has a tie to Wargaming as well. Gary Gygax actually was playing a medieval war game, and then all of a sudden he had the idea instead of them facing war knights in the castle he put a dragon on the other end, the guys had played with them, thought that was so cool and then D&D was war. But this works pretty well for describing physical systems because Strength does show up on a bell curve. Intelligence, at least measured by IQ, does show up on that bell curve. It shows up over and over again. And so these dice games actually do make sense for war games because they're pretty good at modeling physical systems. But I wanna show you another dice game. So in this game, and I'll explain why this works a little bit later on, but you roll the dice, if you get an even number, stop, you're done, you get no points, go away. If you roll an odd number, you get one point, and you get to roll again. And then from that point on, every time you roll an odd number, you get to double your score and go again. And you keep going and going again until you get an even number and then you stop. Now if you plot the probability, this is what you'll get. Couple things to notice, most people get what? For a score. About half will get it even, they'll get nothing. Some people will get points, and some people will get a lot of points, and some small percentage will get a heck of a lot of points. Okay, now, this, what I've just described to you, is a, the mathematical term for this is a power law distribution. If you've ever heard the concept of the 80-20 rule, you've just encountered a power law distribution. Okay, if you've seen Occupy Wall Street, like 99% of the people, 1% of people have 99% of the wealth and vice versa. That is another example of the power law distribution.  Yeah, why does this matter? Turns out, cyber systems show over and over again power law distributions. Why do I care about that? Well, our brains are used to dealing with randomness, but the randomness they're used to dealing with is the randomness we encounter in a normal distribution, and the air forces evolve in the exact same way. And so my argument is, we'll show you why, but if you're playing the wrong game, you're much more likely to lose. Okay, now, where does this show up? Okay, so in 1999, a group of Notre Dame mathematicians started to examine the structure of the internet, and specifically they started to examine, at first, the structure of the worldwide web, and they said, what are the odds that someone is going to link to your particular webpage? And they assumed that it would be a normal distribution, most people would get a few links, a couple of people had very popular web pages, and a few people would have very, very unpopular web pages. What they found, it was a power law distribution. Most people never got linked to. Some people got linked to a lot. Structure of networks. People used to ask us over and over again, what is the structure, I want a map of my networks, of the network they have. And it usually looks something like that thing on the left, which is a map of the internet, according to one visualization. Guess what? It's a power law distribution. You know, you can tell? The firework distribution. See, the center of those fireworks, there's something there that everything is linking to, and it's important. So if you understand that, oh, this is a power law distribution, you'll understand why that network map looks the way it does, and you ought to be asking yourself, because another power law's distributions are also what they call scale-free distributions, meaning that that structure will show up at every base, at every match, come at the national level and the international level. It always shows up at each level. You can be another way of putting this income distribution as a power law distribution. You can be the richest man in the world, and the disparity is huge. You can also be the richest man in town. The disparity is still big, just for a smaller, local area. This is also, by the way, why the Kevin Bacon game works and why you can receive Netflix. Because some of those people, like Kevin Bacon, are connected to a lot of different actors, because they show up, they act in a lot of different movies, and most actors only show up in one, maybe two movies. In the network structure, some of those hubs are massive and they receive all the important links, and that is why the diameter of the network, the time to go from side to side, be as much smaller, because we have these key centers at the center of those fireworks that put it all together. Software library dependencies show up as power law distributions. Most libraries only get to be used by one or two programs. Some get to be used by a lot. Effectiveness of malware, most malware is seen only once in the wild, and never seen again, but then every now and then you get the heartbeat virus that shows up and affects everybody. Network traffic patterns, most people, if you have an IP to IP connection, most traffic never occurs, but then every now and then you'll see everyone jumps onto and hits one particular network thing and we call it a network storm, okay? All of these things, the researchers found out that any process that exhibits growth, it's something that's growing, it's something that's changing, preferential attachment. The idea is if something is working, more people wanna get on board with that. You've seen a video, once someone sees a video, then they share it with someone else and then they share it and they share it, and if it's good it keeps growing and growing and growing, goes viral. That's an example of preferential attachment. In short, this is a mathematical fingerprint for evolution, okay? Now, why is that important? Your networks were not designed, your networks evolved. So stop treating them like they were designed. Okay, they weren't. We can show it. Okay, but this is the one I wanna talk about where it really shows up and that is in the physical world, how do we create our force, okay? So in the Air Force, right, we have these things called recruiters and they recruit and they care about how many people do they get and what is their average quality, okay?  But we don't care, okay? We care about the average and we discount the extremes, okay? Now the reason we do this is because what we care about fundamentally is the power of teams, okay? If you are part, fighting in the physical world, it's about numbers, okay?  How many aircraft are you gonna shoot down on the course of your career? Maybe two? If you're lucky. If you're lucky? Yeah. Zero. Maybe zero is a good chance. You could be a one in a million pilot and you'll shoot down not a point, okay?  Probably not. Probably not. The guy at your wingman who are good enough, if they're trained well enough, will probably be good enough, which is why the Air Force says, hey, pilot, now that you've made field grade officer, it's time for you to get out of the cockpit and start leading people because we need good pilots, or we need good leaders desperately, and even if you're a one in a million pilot, you're really not gonna make that much of a difference so it will take the hit. There are professions that deal in the power law world, okay, and they look very, very different, okay?  When we say non-rival, we mean that the product can be replicated over and over again, and if I have it, so can you at no cost, okay? So, an F-16 is a rival product. If I have it, you can't. An X-loit is a non-rival product. I can have it, and you can have it, we all can have it, and it doesn't diminish its quality, okay? Now, professions that deal with power law focus, I'm sorry, with these products, we only care about the extremes. We do not care about the average, okay? Think about the average musician. He's probably, or the typical musician, right? Nobody thinks about that, right? He's probably the musician that's playing piano in the mall, okay? And if he's lucky, you know, he might be able to, you know, afford Taco Bell at the end of the night, the five dollar box, right? We care on a power law career field about the extreme. Who is the top 10? Okay, likewise for authors, who is that New York Times best seller list, okay? For professional athletes, okay? Who is going to make the pro team? For super models, right? If you have one name that you're known by, you know, congratulations, okay? Let's go back to that dice game. The reason the dice game models power laws is it's a tournament, okay? Imagine you roll the dice, you roll odd, you lost to somebody, okay? You roll, I'm sorry, you roll even, you lost to somebody, you roll odd, okay, you get to move up to the next level of the tournament, and you roll again, and you move up to the next level of the tournament, and the next level of the tournament. And each time, with each step, there are fewer and fewer people that you're competing against, but the rewards go up exponentially. This is why American Idol works, you know, the TV show used to work so well because you're watching that tournament take place, okay? Now, these professions that take place with power law distribution, they're recruited very differently. You do not send a recruiter for musicians or athletes and say, hey, I got 5,000 athletes recruited for, you know, the Denver Rockets. You only want to find that one guy. They're trained and developed very differently.  You're done writing now, let's have you move into a leadership position. And they're compensated very differently, right? The person that found, the person that is the editor of the author, the person that is the agent of the supermodel, gets some money, but the model, the talent itself, they get a lot. Now, and these work because it's not the power of teams. It's not based on the power of a bunch of people to work together to solve these big problems. It's based on the power of a good idea or something compelling, something that's going to capture attention or eyeballs. So what about tech? Well, let's look at the salary. Tech is kind of in between. If my daughter came to me and said, dad, I want to be a musician, I would probably cry. If she said, dad, I want to be a physical therapist, okay, good, she'll have a good, average salary. Tech, you can have a pretty good, average salary. However, when we go to the extremes, the richest men in the world are also all in tech, like Jeff Bezos, Bill Gates, all those folks. Recruiting. We recruit a lot of average cyber folks, but we also look for some very, in industry, we look for various, very specific people. You may have seen some of the Google job applications where if you search for very specific patterns and strings, they might say, congratulations, we think that you have the horsepower to become a Google employee and they'll go after people individually. Development. Usually these people will, in a power law world, we're generally speaking, going to put them together with other superstars and have them rub off on each other. The Palo Alto Research Lab is a great example of that. And disruptive potential. If you are a dentist, okay, a physical world type career field, you may feel, you may be a Six Sigma dentist. You may be a one in a million dentist that can do such beautiful fillings and root canals that people just aren't at all.  But one Six Sigma cyber person can, okay? For the good and for the bad. My company learned that the hard way, right? We hired Edward Snowden for two weeks and then he got what he wanted and left. Dang it. Now, the question is, is a good idea, how could that affect a cyber campaign? What is the power of that? If so, perhaps we need to start treating cyber in the way we deal with people more like the cyber career fields or the power law career fields we talked about earlier, the musicians, the authors, and less like the basic trainees that we have, you know, we're bringing a bunch of folks in the army. This may be a bridge too far, but perhaps it's worth looking at it because the Air Force is kind of stuck in between these two realms. So, in summary, in 1984 there was an author that published a book called The Neuromancer and in this book he basically described a world where a bunch of people got together and plugged into a network and they enjoyed a common shared reality. It became the basis for the movie The Matrix, okay? But the idea is that these group of people created this shared illusion, okay, because they wanted to, okay? One of the challenges in being with such a successful entity as the Air Force, which has really had a lot of well-earned successes, is that the stories you tell each other might blind you to some of the new realities that are coming up against you. And so, all the successes we've had in the Air Force and the physical world may be hurting us when it comes to the cyber campaign, okay? And so, once again, if we're gonna fly, fight, and win, we may need to reassess these, both in fact that cyber engineers and not operators should be the ones that should be so crucial to the defense of your system, that right now our planners really don't know how to, I don't think are terribly well-equipped to plan in a cyber campaign and that the way we recruit, develop, and compensate our cyber personnel may need to start looking like the power law professions and not the way we're doing it today. So, with that, any questions? One for you, sir. In your time, really, when you were working with the 33rd and I suppose, wherever else, this gets into your point about the planning and more so the top level, what kind of terms did you and your team use? Did you use cyber specific terms or did you use the racist terms? Because something that seems to have happened lately, I work in the network operations center, is we use terms like flying sorties to refer to our missions. If you call them access missions or escort missions, we refer to the time we spend in a, when I say we need to win, we're almost the time they spend in an adversarial system as time on target. Terms that we're not pretending to be fighter pilots here, but I feel that when we provide these in briefings to our senior leaders, they're probably not getting what we're trying to tell them and in part that may be because they don't understand our actual capabilities. Yeah, so we had to, so it's so funny because we would have to translate all the time into pilot speak and that just was a constant challenge for us and that's one, and so, yeah, exactly. It's a little depressing to me that 20 years after we were doing the same thing, that that is still occurring and in a sense it's a real, almost a repudiation of the Air Force origin story because what we've said was fundamentally, look, airmen have the right to be led by officers that understand the unique aspects of the domain in which they fight and if you're doing that, that represents in my mind a fundamental failure of who we are. I think you're absolutely right on that. I think a comparison would be in the earliest days of air war, let's say around the time of the First World War, if we were forced to, or rather if the Air Service were forced to refer to its engagements as air bayonet fights because the infantry officers couldn't understand the concept of dog fight. Yeah, exactly. And so what happened as a result of that many years after? Split off. Yeah. And I think that we do need to go in that direction. Well, there's, so Joint Hub Five, for getting some second up, we'll get some second up, but you start with strategic guidance and what are you trying to accomplish.  Desired state. Yes, the thing that separates you from where you want to be is called the problem.  Okay, so I've given four warning here, like I live and breathe in the desired state and I'm calling you to join me there. So the extent that you saw the break from army to air, at that time they didn't understand, it's a, they didn't understand, I don't, I'd like to understand where the word domain was first introduced. Maybe they did understand the concept, but we use that all the time nowadays. And what needs to happen is, what's going on right now is we're having a lot of discussions in the current state. You're at this measurement, now let's move three inches further, ah, success, you're still in the current state, all right? So we need to build the desired state and then migrate that. And we're not telling ourselves stories to get there. And so I'm more, I have a paper coming in that this is about re-architecting how we defend the nation. So I'm going, and I love your reports, you're going to organize training with forces on the domain who are certified. So we have services and the deficit is sort of joint responses in combination of the four to one service, all right? So what I'm going to architect is domains. We organize training with two domains. So if you operate on the land, you're in the land domain, the air domain exists above your head until you're in that oxygen. At that time it becomes the space domain. Cyber, we added space to the air force and the air and space force, so it was kind of sort of first, the cyber was the first one is to have and say the fifth domain, all right? So we're going to organize training with cyber forces. Just as we have air domain when you operate in the air, you're currently in that airmen, people who operate in the air, fly things, great, I don't do that. Army guys have done what we want. So we're trying to afford with a spoon right now. All right, because we're still in this current state trying to move three millimeters further than before yesterday. So we organize training with the cyber forces. So we have air forces, naval forces, space forces, land forces, cyber forces. We organize training with the cyber forces. And I've been into this thing. In the commercial world, we have the operating on the ACC model.  But all they're doing, all they're doing is networking. Yeah, I'm not being pulled off. Well, and as a guard guy, I'm a traditional guard guy, so when we get a month to a year, I do this. But when I'm not doing this, I'm hands-on, route switch voice wireless in the, the only Fortune 500 company in Alabama and then the next largest fortune company, 700 something Vulcan material, so, Regents Bank, but that's all I did is Friday through Friday. Route switch voice wireless. Occasionally, once a year, you get interrupted for some process. How often are you interrupted? I don't even know if you're able to see with whatever it is. Yeah, your question. One, two, is it a single digit? I don't think I can go 20 minutes. I'm in COIC, the network operations shop at the I-NAS West. I don't think I can go to 20 minutes, even back when I was doing more technical work before management, so I don't think I could go 20 minutes without being pulled aside for either a meeting or a phone call or some sort of additional duty. I can only imagine how good I would have been at route switches had I actually done that all day. Now then, yeah. I love the military. I love the military, almost 28 years, almost there. So love, calm, love the military, but the military is a self-licking ice cream cone. The military is inside of a mirror cube and when the mirror, when it looks at itself and the mirror, it wants to reflect back itself as a behavior on it. You need to bow, you need to wear the right clothes, you need to wear the right things, you don't salute the general's car when it's driving past you. We're gonna have a discussion about that like three or four hours that day, right? You know what you mean, sir? Correct, you know, the military, military needs the military and it needs to do military stuff. But these are, I'm taking off the line. That's, we got a couple quick things to go back. I think this should only have a stand up for us. Okay. I just had a story, because you're talking about telling stories. I was in ASSOC from 2009 to 2015 and I was honored to lead the electronic flight by initiative before EFB was even term. Okay. And ended up flying with a vice commander. I was testing nine different devices illegally in the plane. And, but we had top coverage from a Lieutenant Colonel that was like, hey, you guys get this idea, run with it. And ended up flying to Maxwell, actually Air Force Base and a big thunderstorm came in. I had an iPad and it was a perfect time.  There's a huge thunderstorm outside. And I gave him the iPad using for flight. And I showed him, here's the thunderstorm, here's the approach leading out of here. And he's like, what is this thing? And I said, oh, this is an electronic flight bag. And he goes, oh, I've never seen one of these. And I was like, well, check it out. So, you know, he freaked out on the spot because he saw the technology. And then he said to me, hey, call me tomorrow. Oh, you can't call me, you're just the captain. And then two weeks later, 300 iPads showed up at our squad. And so we, and this is like late 2009 or early 2010. So I'm in combat flying with an iPad with the most classified plane, one of the most classified planes in the U-28 at the time. I don't know if it's still as classified, but back then it was super classified. And so here we are testing the iPad downrange 2010 in combat. And Vans Air Force Base just got iPads at the beginning of this year in AACC. So I came back to Vans Air Force Base in 2015. I was so frustrated with the Air Force for a lot of innovation. I separated in 2017 to start a company to do innovation for the Air Force because they won't freaking do it for themselves. So there's a story for you, if you need a story of it. We saw over and over again where pilots were bypassing the comm squadrons. Like we would go to the flight line and talk to the pilots and we'd got stories like that all the time. And then we would go to the comm squadron and we'd be like, so tell us about your network. What about those pilots?  It was unbelievable. Because we're doing all of their jobs, like all of them. We're doing DTS for them or because of these terrible pieces of software that suck that we have to use that we solve our time so we can't freaking fly our planes. So that frustration, I mean, I separated, completely separated to start my own company at 13 years after duty. No retirement, no nothing to innovate. Now the good news is you're on the power law distribution pay scale. Not the... Well now I'm on this crazy, because innovate wasn't even a word in 2015 and now it's almost a curse word. There's like too much innovation. Like, ah, stop it.  You're creating more problems. We're still talking about it. So that's giving you this. Well, but they're creating more problems.  You could say pecs or e-pecs or Tims or mick tea or name up freaking software that's terrible, right? That when you just log into the network it takes you 10 minutes to log in, right? So how do we solve problems? So... If you can log in at all. Yeah, if you can log in at all. So we chose the domain of basically smartphones because all the airmen have smartphones and so we're solving that in a core platform called Base Connect. So our users are giving a, I have so many, I think, with thousands of users. Yeah, here's a question though. I mean, so, and this is probably the last one. I do want to honor people's kind of this. 650, feel free to go if you need to. I think we'll kind of like just do more of a one on one discussions. But most phones have softer defined radios in them. Could a phone be turned into a transmitter? Could that phone start broadcasting GPS? Absolutely. So we talked to the pilots and we said, okay, how many pilots fly with an iPhone that they own? And the Air Force has never seen, touched, or is even aware of the old one, right? And so we started to say, okay, what are the odds that I could start mucking with the aircraft through the iPhone and the pilot's pocket? Zero. I disagree. I could probably pull that aircraft off course if I wanted to. Prove it. Well, more, more. We have more problem. I saw a stunt in the Army where they were actually giving away troop positions because they had phones in the GPS trackers. Ask the pilot if he wants to know where the enemy, forget taking over the airplane. They're gonna figure out where your phone is and where the airplane is. Off! That's the bigger problem. They did it with a phone off? No, not off. Okay, there's a big difference. Cause right, we had a young lieutenant we're flying in a place you're not supposed to fly. He left his phone on and take off and he got put on the terrorist watch list by the time we landed. And that went through the whole chain of command and our colonel pulled him in and was like, hey dude, I understand you had your phone on you because here's your name, literally on the list. We had a good list. I thought I was supposed to get him off of this and then we explained to everyone else, make sure your phone is in airplane mode. Right? Because somehow he connected to a tower in that country and it's like, why is there a U.S. phone and why is there this and this and this?  So you learn to turn your phone off when you go to places like that. So I would say, I mean, but what you're saying though is, and that's what we ran into is that instead of innovating, we come up with a lot of reasons why we can't for example, question of how can we? Okay, I understand what you're saying but how can we fly with a phone? Okay, we turn it to do not disturb. We turn it to airplane mode. We turn it off during certain areas but I'm willing to take the risk here because it saves me 10 hours to just follow a flight plan. Oh my gosh, I take up electronic form and we print it off and we fill it out by paper and then we fax it and then they make a copy of it and then the student makes a copy of it. Something that's electronic, I can literally not in my flight suit even 30 seconds for my phone takes 20 minutes. Yeah, when the reserve pilots on our team that would fly for the airlines would show the iPad that Delta Airlines or United would give them to the active duty flyers. It was so different night and day. I loved your analogy with Chuck Hager when we did innovate at like so, what happened to the space program type stuff? Like we were like, this has never been done before. Right, we didn't look to the airlines. The Air Force I joined did not look to the airlines for inspiration of how to do technology. And now they do. Yeah, now they do, right? The airlines look to us, so I think that's kind of an existential threat. And now the airlines are still our pilots. And that's over 2000 short. There's a whole separate side to it for that. Well, I think that's the last thing separate you all from break, so thank you for coming. Hope you enjoyed it. Thank you.


I prefer expressing myself through music, through the piano. My name is Mariam Gharatian and I'm an assistant professor at the University of Akter. I work as an accompanist with master students and as a research fellow at the department for classical music and music education. I grew up in Armenia and I started to play piano when I was six. I'm very happy that I had this opportunity to study here and develop my pianistic skills and later to be able to work in the same institution. My passion for music is endless. I love exploring different aspects of my personality and I equally enjoy playing solo in chamber ensembles and with symphony orchestras. The best thing to work with my students is the time that I get to work with each of them individually. My priority is to find out which musical aspects could be developed in each student and follow them up closely in the individual rehearsals together and perform together. I think this way of learning for students is really luxury and I think they truly appreciate it. I learn something new each time when I play with my students. I aim to help them to develop their playing to a higher professional level and contribute in their professional careers. The University of Akter gives you lots of freedom. It has given me the opportunity to bring my culture into my PhD project. There are many possibilities here both for students and for lecturers. One gets to collaborate with artistic and musical institutions in Kristiansand such as Schilden and Kristiansand Symphony Orchestra. If you are passionate about what you are doing and continuously working on developing yourself, you can dream big here.


Broadcom, Nasdaq, AvGio had more than the coming weekend to celebrate on Friday. The company's share price got a nice lift after a prominent bank reshuffled its top stock picks in the semiconductor industry. With that at its back, Broadcom's shares closed more than 2% higher on a day when the S&P 500 index essentially traded flat. No less a financial institution than Mighty Bank of America was the entity tapping Broadcom as a prime stock in the person of analyst Vivek Arya. Before market open, Arya named his new top five semiconductor stocks. Outside of Broadcom, the shortlist included NVIDIA, NXP Semiconductor's KLA Corporation and Synopsis. In his research note on the quintet, the prognosticator flagged Broadcom's leadership in the segment of custom artificial intelligence, AI chips, as a major factor in its inclusion. AI continues to be an extremely hot area of technological development and therefore investor interest. Zooming out to the broader chip sector, the industry is currently experiencing tailwinds that should push many of its stocks higher. What helps, Arya wrote, is the consumer chip inventory correction that started in Q322 appears to have run its course. Broadcom's stock passed the $1.00 per share early this week. At the moment, it seems there's no looking back. The company is front and center of a massive technological shift with AI and investors are betting that it will be a big winner in that game. Broadcom, Inc., a global technology leader that designs, develops and supplies semiconductor and infrastructure software solutions, today announced that the compensation committee of Broadcom's board of directors approved granting on December 15, 2023. Restricted stock unit awards covering 4,394,353 shares of its common stock to 13,831 new employees and performance stock unit awards covering 91,930 shares of its common stock at target to 25 new employees, of which up to two times the number of target shares can be earned upon the achievement of specified performance goals under Broadcom's 2023 inducement plan. Each award was granted as an inducement material to the employee's commencement of employment in connection with Broadcom's acquisition of VMware, Inc., and pursuant to NASDAQ, listing rule 5,635C4. The restricted stock unit awards will vest over four years with either one-sixteenth of the award vesting quarterly or one-quarter of the award vesting annually, subject to continued employment with Broadcom through the vesting dates. The performance stock unit awards are earned based on Broadcom's total stockholder return relative to the S&P 500 index over four annual performance periods, subject to continued employment with Broadcom through the vesting dates. Each award is subject to the terms and conditions of Broadcom's 2023 inducement plan and the grant agreements covering the awards. Before you buy stock in Broadcom, A-V-G-O, consider the both the positive and negative catalysts and decide if this could produce monster returns in the coming years.


Welcome back to our exotic tropical metropolis of Honolulu, Hawaii, and in our little tradition of looking at the best practices from the past and how we can learn from that for the future. Today we're going to look at an architect that was very influential here, but he's not remembered to a degree that he should be, at least we think. And I have the scholar about him here today with me. That's Jack Gilmer. Jack, thank you for being with us here. Pleasure to be here, Martin. Thank you. And tell us a little bit more about your project and your collaborators, and then of course who is this fascinating man? Well, I think most people know of Alfred Price by way of the state foundation of the culture of the arts and his work in the state planning office, and also his Arizona Memorial. But what we'd like to bring to the attention of the public is his very fine residential architecture work and some of his fabulous public buildings as well. So we're going to bring out a book on Price's architecture and also some chapters about his other work. And I'm working with Don Hibbard and Jan Peter Price, Alfred Price's son, and we're getting our photographs taken by David Franson. So you'll see a number of David Franson's photographs for our show. And let's start sort of the beginning that most people, projects that most people certainly have seen or are familiar with, and that's number one, picture number one. Right. The fabulous zoo entrance, and it's really a tour de force. It's by far the best building in Capilani Park, and it's one of the city's finest buildings as well. And unfortunately it's more or less abandoned, and the city is not doing much about it. And I'm looking at this disaster because I live over and I look at it on a daily basis, and luckily Don, I think you Don, has reached out to the zoo society and is in discussions with them. So we hope something is going to happen pretty soon. And I just have to say the educator and me, many of my students do things like that again. They like do these funky roofs, you know, that start from small to big. So it's called this parametric today and they use the computer. So he was ahead of its time for sure with that. Well, he loved the butterfly roof, which is what you see on the zoo. And so the next structure is a pretty interesting, very ambitious architectural piece as well. And you asked me to provide a picture, and this is my youngest son Lenny here, who was visiting some years ago, I Lenny, and we checked it out. So which project is that? Well, that's I think everybody viewing this program will probably recognize the Arizona Memorial. It's an absolute tour de force. Its price is last work. It's a work of incredible sculptural quality. And it's iconic already. So that's the kind of architect he was or could have been had he received more commissions. Yeah. And we get to that later.  And you wonder where the other where the other Alfred price exactly in talking like keeping things, you know, for the future for the future generations. Whereas in the zoo case, it's the zoo society who is in charge. And you guys are think you guys you put it on the register recently, right? It's preserved. So you can't we hope it's preserved. You can't and well, yeah. And so the owners have to live up to that, right? And there is a spectacular way of fundraising of the Arizona Memorial. If you can get number two back, which to my understanding was the famous Elvis Presley in 1961, giving a concert. He did. Yeah. And the money went to basically preserve it, right? Well, I think it paid for the whole thing. But I mean, he got the national attention that I think pushed it over the over the top in terms of getting funding. Yeah. So let's let's you asked me to find a fairly recent although he he's dead a while, right? But find a picture from his later years. And that's number three. This is how we surprise. Well, this is the price that most people recognize from his work with the state and the state foundation. And, you know, for the audience who remember price and price name, I mean, this is the price they will remember probably. And one of the shows my most challenging show that the soda I'm going to do is about a dress code addressing code and a relationship between skins and what we wear. If we can get that picture back, he's not wearing an aloha shirt. His sort of peer Pete Wimberley was more and then is another issue. So he was very you know, there's something abstract, right? So that's the modern that's the modern tradition. He loved abstract art. So he's a work of art himself. So at that point, maybe we bring the next project and you're going to walk us to different typologies. Right, right. I wanted to share with you some of his more public buildings. And this is a building that I think most of the audience will recognize from Atkinson Drive. As they go in and out of Alamoana Center, they'll pass this building. It's the ILWU Union Office 1953. It's just a marvelous building. Just to look at the details of the flow of lines and so on. We had to clean it up because the street architecture is terrible. The building architecture is great. But there are power lines that cut in front of it. There are light poles and mailboxes. And so we have this Photoshop. So this is the idealized view of the ILWU building. Well, and how it looked, how it was. Right, right. And then let's go some details because there's some very fine details. Next picture. And the first detail is actually the inhabitants. That's number five. The clients in it. And that's an interesting background. Yeah, this is interesting. This is the dedication of one portion of the ILWU building. And you have here Alfred Price on the right in the white suit. And you have his wife on the left and their daughter Erika below. And the gentleman in the black suit is a reporter who was on hand for the event. Now, the ILWU was a controversial institution in the 1950s. It was actually somewhat considered a communist threat. It was investigated by the House on American Activities Committee as being possibly communist led. And so for Alfred Price to get involved in a project like this, it's probably something that no other architect in town would want to touch. Now he came out of Austria, he understood the social movements in Europe. They understood the need for labor unions. For him, this was not a problem. And he found a client that wanted a good building and he gave him a very fine building. And we should say maybe more specifically, I mean, he had seen regimes that were pretty bad. He ran away from the Nazis he had to. And then he was in an internment camp here, right? Right for three years, I think. So no, no, just I think it was three months. It wasn't it wasn't that long. Okay. But yes, after the Pearl Harbor, you know, all aliens and he was still not a citizen were rounded up. And particularly he was, you know, an Austrian. And so that was an unfortunate three year mistake. But I mean, the country was in a panic. And they eventually eventually got out and did a lot of work for the government during the war. So let's go to the details with number six here. Yeah, I just wanted people to see the beautiful curve on that building. You may not notice it if you drive by in a hurry, but there's a very gentle curve and and the different floors are beautifully articulated. And he loves a little touch of color. So you notice the blue band on the at the Eve and the textured concrete block detailing. And so you've got the texture of the vegetation, the blocks, the smoothness of the walls. He's definitely playing with a whole palette. And one of the criticisms of international architecture is that it's so bland, and it's so sterile, and it's so industrial. But if it's done well, with a beautiful vocabulary of textures and materials, it's marvelous. And we go to the next picture. But I want to say with a finger up to my employer, you age, there's also a prize, there's a couple, but the one is the post office. The post office also has that swooping curve to the to the Makai side, which we as you age have added on to in a tragic way, so that many say, you know, better tear it down. But that's unfortunate, we need to this is what we try on the show to raise the awareness and say, these are the goodies we have, we better keep them. Good, very good. So here's another again, this is from the other angle. But again, you get the texture of the concrete, the smoothness and so on. Very, very beautiful office building that I think most people have just never really noticed very clearly. Yeah, and the soda and I were just talking about that the other day, and you mentioned that like people come out of the parking garage of Alamona Boulevard. And it's not a building of these days where every every building wants to be the best building, and there aren't, you know, it's like everybody's superstar, you know, in America, and he was really good in doing really fine and refined background architecture, right, that you don't they don't it doesn't jump at you, right? But it's pleasant to look at and you you have a good feeling, you know, more like intuitively the more you look at it, the more you see it, sure, you know, it's just it's so rich. But it doesn't I mean, today's architecture is jumping at you, right?  And then there isn't this attention to detail anymore. So you get excited and then you get really disappointed. Yeah. So but this one is even more interesting or equally when you go inside inside. Yes.  Each each piece of stair tread is an independent bees with this railing floating up and then price always wanted to try to commission works of art for the buildings that that he designed. And in this case, he's commissioned Pablo Higgins, Mexican muralist to come in and celebrate the work of the ILWU. So it's basically a Longshoreman's Union. And so you have a man tying up the the ship. And then above that, the ILWU represented the sugar cane workers. And you have the workers out in the fields and their their overseers keeping an eye on them and so on. Yeah, amazing. And the next picture is like when you walk up the stairs and you're on the on the top floor, right? Right. So you can see the mural again a bit. But what is interesting about this is look at his treatment of the ceiling. And and the fact that he liked these sliding doors so you could have this opened up, you can have a great sense of space. But if you want to close it in, you could do that. And to my colleagues, they know I like to challenge code. So I love to leave things out like art rails. And this looks like Oh, price didn't do art rails. But you told me that they plan to add another story which never happened. That's why this is blocked off. That's right. How beautiful is your case without a guard rail. Next picture is the next typology, right? Right. He he did a number of public public buildings. The one that's best preserved right now is the the Lapo Hoy Hoy High School. And this is on the North Helo Coast. It's beautifully done. He liked the use of awning windows to get in as much air as possible or at least be able to adjust to the trade winds. And it's a very gracious building and very nicely constructed for a public high school. That's, you know, as good as it gets. Yeah. And even more with the next project, which is amazing, because this is a very European, very hermetic typology to begin with. And he kind of exoticized that in a fascinating way whenever I drive by. But there's also some some bittersweetness to it. So can we get number 11? That's the project we're talking about. Yeah, it's this first Methodist Church on Barotania Street close to the Art Academy. Price had a grand plan for that whole half of the block. There were schools, there were residences for the minister. There was another chapel. There was like a baptistry. This was just like a European cathedral square. Unfortunately, this is the only piece that's left. But it's the main piece. It's the sanctuary and beautifully designed with complete openness to the outside with the there's a mesh material on the second level there on the outside. And the vines grow up into the mesh. And you have natural ventilation coming through on the lower level. There are sliding glass doors to keep out the rain. And that's what our emerging generation is excited about. They designed stuff like that.  How cool is that? Right? Literally and figuratively speaking. But this is also a project I just drove by on the way to the show and they're doing some serious renovation. It needs a lot of help. And Don and I happened to be there a while ago with Robert McCarter giving him a tour and we heard some worrying things about how they wanted to deal with it and they weren't as much aware of what you just talked people about. So please to this client as well, you know, be aware of what you have and treat it according to you. But we want to get to we're going to get to your very initial, very fundamental relationship to price, which is this project.  This is a home I grew up in and it happens to be Alfred Price's first residential design in Hawaii. Designed in 1939 and finished in 1940. And this is his first work after coming in from from Austria and it's very European. It has the influence of the Bauhaus. It has the Corbusier quality. It has Eric Mendelssohn and a very, very classic European box. But notice that the sliding doors at the entrance they just slide completely back. And so there's a complete indoor outdoor flow. So he tropicized the Bauhaus already initially. He opened it up. But then surprisingly when you go inside we see an influence by someone significantly different, right? Can we get to the next picture? When I talked with Alfred Price about the house. In fact, we had him to this house for lunch before we took it apart. We actually moved this house. And he was impressed that we were wanting to save the house. But he said you know I'd recommend that you just take the elements that you like and you know do your own house. Anyway, he said we asked him about the this whole interior design. And he said well we were all very influenced by Frank Lloyd Wright in Europe. So in addition to the Bauhaus, Frank Lloyd Wright was a major influence in European architecture. And so here on the inside of that classic Bauhaus box on the outside you have this very warm interior two-story space with a play of woods, different colored woods and textures. And again, the texture play is wonderful. The fireplace is of diamond head sandstone.  So that's one of a piece. Oh yeah. And I read in one of the articles they're floating online which one of his other clients, Mr. Kendrell was writing and quoting you majorly which is called The Architect of Hope. He was pointing out that Price's perception of paradise was a little different than what he found. And then he basically sort of developed himself and his architecture. So let's take a look at a couple of other houses where he sort of really developed his relationship with Hawaii and opening up even more. I'm good, yeah this is a good transition because he had an opportunity to do his own subdivision in the back of Manoa Valley. So here you have the beautiful back end of the valley in Woodlawn. And this is Melly Melly Place. And he managed to be able to design all of the houses on this street. And about half of them are still Price's designs. Others have been changed, unfortunately. But I'd like to show you in detail the house in the center here. Okay, let's go to the next picture in 15. This is the Ozzie Bushnell House. Bushnell was an author and teacher at the university. And notice how he's beautifully integrated this into a garden and the playful use of color under the eaves. Yeah, let's show that from inside out. The next one, 16. So here if you see the doors there, there again it's this complete connection or flow from the inside to the outside in this lovely window looking up into the back of Manoa Valley and then the sculptural fireplace. And take a look at that from the other from the other angle. The other angle, yeah. That's 70. Yeah. That's a fascinating fireplace. And then again, Price's play with cabinets. Always it's built in cabinets. He was into the total architecture concept that we would do everything. And I also see some sort of Richard Neutra, Rudolph Schindler, the way the colors are used. And to the next, that's maybe a good transition because number 18, it reminds me of the King's Road House by Schindler, which is his own house and had a very small budget, right? And this is what you told me about. These projects are for very moderate, modest budgets, right? We're in Manoa and a lot of the clients were basically university professors who didn't have a good deal of money. There we go. And Price was very interested in working with them. He liked intellectuals. He wasn't intellectual himself. These are the people he liked to talk to and people he liked to work with. If they had a tight budget, he would do a building on a tight budget. And number 19, and he didn't let this be an excuse for bad architecture, right? That's right. Which today is like, oh, we don't have a lot of money so we can't do much. Here was the opposite, right? Yeah, no, he did a wonderful building. And look at how this fits into the site and plays off the mountains. Yeah. Again, the transition with that grill and then the outdoor seating area. And the big alumni, yeah. And let's look at 20, how that looks from inside. And as you pointed out before, look at the skinniness of these columns. They're almost not there. They're like two pipe columns holding up that entire cantilever. Yeah, yeah. You can't do this these days anymore. Good luck convincing a structural engineer doing that. And look at 21 that shows it from the outside. Yeah, that you get the real sense of that cantilever.  And again, the beautiful interplay with the landscape. Scandalously minimalist guardrails again. Number 22 is the stairway inside. He didn't like wasting a lot of space on stairways, but he liked them to be beautifully lit in here. And he loved the play of glass block with cinder block. And this is a good example of that. That's why we included that. So before you said he was sort of cultivating the profanity in buildings where usually architects, you know, kitchens, I'm not interested. Always I'm not interested. But next picture, you can see that he was very much celebrating these sort of utilitarian things. Well, if a client wanted a good kitchen, he would give them a good kitchen. Wow, yeah. And this is a marvelous one-piece stainless steel U. And then there's some trademarks here. His, the door to the left is one of his signatures. It doesn't seem to show up on the slide. There's a window panel in it. The windows at the counter level there, on the left they feed into the master dining room. And at the end of the counter there, they go out to the barbecue area. So you have a direct pass through from the kitchen to the various areas. And then there's a skylight that brings a natural light into the kitchen. Very, very brilliant. And number 24 gives us another glimpse of this approach in another house. Interesting case for a client. You know, wanted a lot of entertaining area. I wanted a big kitchen. And this house has a beautiful master bedroom and a very tiny guest room. And that's about it. And this incredible kitchen. And these houses we have to say, these are houses that are in danger, right? They haven't been maintained that well for one reason or another. So the clients are thinking, should I keep it or not? And we of course want to make a picture and say, of course you need to. And Kendrell did that. He writes this in his article that all the builders said bulldoze it down. It's not worth it. It's all termite eaten away. He said, no, if there's a will, there's a way and there was a will. So please, all the other owners or future owners. So number 25 shows again a sort of customizing the utility area. Well, that's that same house that has the incredible kitchen. These people were entertainers. They needed an incredible closet. And you've got the natural lighting and you have this matting on the doors that allows for free ventilation. So, I mean, he could give you what you wanted and could afford basically. And 26 is a very spectacular ceiling in the house, right? This is a different house. This is the Panfiglio house in Kailua. And it's in major need of repair. But fortunately, this incredible ceiling. These basically you've got a butterfly roof that's being supported by these incredible rafters. Number 27. A beautiful house in East Tunnel Alou on the waterfront. This is Alfred Price's second to the last house. And it still lived in by the man who commissioned it 50 years ago. That's awesome. And 28 gives us an inside out impression of that beautiful house. And notice the railing there, how he's playing with the ups and downs. There we go. It's not a boring railing. It's a very interesting railing. And this deck, of course, is in the lee of the trade winds. And so it's beautifully sited and a little dining nook here as well. Very, very masterly. Yeah. So number 29. Same house, just a living room. And it still has its period furniture, which is very nice. It's got these framed views out to the natural environment and blends it, blurs it. Right. Number 30. There we go with the fantastic kitchens again. And we should go back to our main photo because that's the lanai on the other side of the house. Can we bring the background, please, that or permanent background where we're sitting in, if we can get that back? The permanent background that we're usually sitting in? No. I guess not for the point. Let's move on because we have only a couple minutes left. Let's go to his very last project, right? That's 31. Number 31. This is his last project.  It still exists, but it's been largely destroyed by renovations. But here it is. It's a totally outdoorsy kind of living area around a swimming pool. The main living room, formal living areas to the left, stairways to the upper master bedroom suite. The entry is by the stairs and the formal dining room, kitchen, family room. But here you have a house, basically without walls. It's just amazing. Fascinating to see this development. And this reminds me a lot of Intenza's case study house, Sirius in California, and Killingsworth, who also has work here at the Kahala Hilton. Some other projects. So this is very much in this zeitgeist, right? Exactly. Of this heroic... This is modernism, me coming from Europe, too. Modernism, we lost the war. Modernism was stiff. And America adopted it and made it enjoyable. And in heroic, in a very healthy way, I believe, that sort of model to sense. Look how light that structure is. It is. So see that even more as the next picture is 32. Just illustrates that once more. The formal dining area. And again, that's a screen there. That's not waterproof at all. The furniture is waterproof. So the sort of shocking thing is that this price is... You would think, okay, with this house, this should be the beginning, but it actually was the end of his private practice as an architect. He had finally not worry about budget as much anymore as he used to be, right? So Arizona Memorial and this one are sort of his biggest pieces. But most ironically, it was, and he wasn't, you know, didn't live a fancy lifestyle, right? But he had his kids in school, right? And he couldn't make it, right? Couldn't make it. And basically then started to become... So he had his very active years on the turf. And then he became a coach, right? Can you talk a little bit about it? I think he shifted into working for the state. And I think that we're very fortunate that he did in a way because he worked as an advisor to the state planning office. And he got involved in things like the state civic center, capital district, and all that beautiful open space is largely related to price and air and levine. And then he got involved in things like the blowhole overlook and the poly overlook, those kinds of park things, the Hilo waterfront plan. And then he slipped into the state foundation and the culture and the arts, which is where he sort of ended up. And he brought in that 1% for art budget. And that goes back to his wanting to commission art for buildings. That's awesome. We have one minute left and I will pay tribute to the tradition always ending with a positive outlook. So the next picture is just quickly showing how connected I feel to him. My mother is Austrian. It was just a birthday, happy birthday, mom. And this is a picture from our family practice that hopefully shows how much I think we think the price sort of philosophy is still true. Can we can still do that? But more importantly, then the next picture, another similarity, we also don't do the cocktail party. So we have similar problems and that's probably why I work for the state as well. But these projects are more important there, the emerging generation. And this is houses for DHHL and Kapolei doing it differently, differently that we do it right now. So you can almost say, well, this is the price. What's the consultant on these projects? And last picture, once again, celebrating the outdoors and the Carport de la Nye being the main place in space, but otherwise very simple tectonics, very simple elements. So once again, dear colleagues, emerging colleagues, and existing peers here, please remember Price and let's be inspired by him and thank you and your collaborators on this amazing scholarly endeavor and writing the book and we look forward to all buy it, right? Martin, thanks for having us. And hopefully everyone will enjoy Price and appreciate what he's done for architecture and for Hawaii as a state. We will, especially after your great introduction today. Thank you. Thank you very much, Jack. And see you all back next week for another show of Human Jumain Architecture. Bye-bye.