In this module, we will give you the general introduction about a lab scale state fermenter. So, you can see in this diagram, this fermenter is a laboratory scale fermenter having the glass vessel body. So, you can see here that the first is on the top is this motor which help to agitate the fermenter. Sometimes in some fermenters, this motor is placed on the bottom, but most of the laboratory scale fermenters, this motor is on the top. But here you can see that vessel, this is known as a body vessel and then you can see on a upper plate that there are different electrodes, pH electrode, oxygen electrode and then there is a condenser from where the gas has to exhaust because when we have the aeration supply and then the air has to be evaporate, it has to exhaust and for the decrease for the minimum evaporation loss, we have to fix the condenser over the fermenter to reduce the evaporation. So, that is why this one is known as the exhaust gas condenser. So, along with that the dialysis unit. Some formatter that is having the part of that, but in some fermenter when we have a manual addition, this dialysis unit is only required when we have automated in feeding inside the fermenter. But if we have a manual input, then there is no use of the dialysis unit, but mostly when we talk about the fermentation process in the modern age, mostly all kind of the fermenter has the dialysis unit. So, if we see the detail about the dialysis unit, we can say that have a different microprocessors, in which we can have some programming because as concerned the fermenter control monitoring and the record, then a mini computer is attached specialized computer to run the whole fermentation. So, that is microprocessors logging and control system and then the gas supply rotameters because when we have to supply the gas to the fermentation process, then we should know that what is the pressure of the gas, either how much volume of the gas is fed to the fermentation medium. And then pump for pH control, anti-foam, nutrient feed, etc. So, you can see here there are the three pumps in this diagrams are available, which we can also pointed out in a previous figures, which we called as dialysis unit. So, these three pump act as the dialysis unit which actually used for the addition of acid, either addition of alkali to control the pH and the one pump for the addition of anti-foam. And in some fermenter, there is a four pump that is also used for the feeding of the inoculum inside the fermenter. So, if we go on a large scale fermenters, you can see that if there is a fermenter having a 100,000 later capacity, then that have a top driven agitator foam breakers because sometimes when we cannot use the chemical anti-foamers, then we have a mechanical anti-foamers or a foam cutters. So, that is mostly provision when there is a large scale fermenters. So, in this fermenter, you can see some accessories and some parts of the fermenters, which is only fabricated with the large scale fermenters. And then you can see that internal cooling coils and the baffles, you can easily see in this fermenter that these are the rounding coils. And then on the side, there is the baffles, which is required mostly in a large scale fermentations, sparger. So, sparger is very necessary part of the fermentation because we have to supply the air and in case of some archaea, then we have to give some other gases too. So, that is why the sparger is very critical. So, as concerned, the basic features are the accessories of the bio-reactor associated for monitoring, control and record. Then different systems we have to in a fermentation process. An agitation system, oxygen delivery system, control system, temperature control system, pH control system, cleaning and sterilization system and sump and dump line from the fermenter. If the fermenter is on a large scale and industrial level because we cannot manually add something inside the fermenter and then we cannot harvest the fermenter manually. We have a sump and dump line system associated with that fermenter.


It's theCUBE, covering Sapphire Now. Headlines sponsored by SAP HANA Cloud, the leader in platform as a service. With support from Consolink, the cloud internet company. Now, here are your hosts, John Furrier and Peter Burris. Okay, we are live back here at Sapphire Now. This is SiliconANGLE Media's flagship program, theCUBE, where we go out to the events and extract the signal for the noise. And I want to do a shout out to our sponsors that helped us get here and present great content. SAP HANA Cloud Platform, Consolink, Capgemini and EMC. Thank you very much for the sponsor. I'm John Furrier with Peter Burris. Our next guest is Rodolfo Cardinudo, who's the president of Global Channels, company-wide for SAP, as well as the general business, which is the SME, as they talk about in the industry. Welcome to theCUBE. Thank you, John. Thank you, Peter. Good to be here. So Juan, congratulations. We've had a lot of your folks on theCUBE and this area of the floor is buzzing with action. Yeah. But real meat on the bone, as we say. It's real, it's just sizzle and the steak is here. So, and they had beer here yesterday. So German companies, we always like to see the Heineken beer out here. But it was bad beer. It was good to have Heineken out there, it's good. Some good beer. So give us the update. I mean, you guys have had growth. Share with us and the folks watching just some where you guys have come from because SAP has always had a strong ecosystem. You go back to the ERP days back in the late 90s. Certainly that revolution is 25 years ago when SAP came out of the woodwork and you got Oracle. These companies were born. They had an ecosystem. They had people deploying and delivering software. It's changed now. So the dynamics are different. Talk about the dynamics and some of the growth that you guys have. I think it's better to position the organization. GB, as you well said, general business, the SME space. Our ecosystem that we built historically was very focused on the enterprise to support the business suite, to support the enterprises to implement, et cetera. And now we are building in the last 10 years we started to build a very focused, strong ecosystem for the SME space. That's what we're doing. And I was just sharing with you we just kick off a Sapphire now last Monday with the 2,000 of our partners with us kicking off the Sapphire 2,000 of a GB partners that serve this segment for us. So I said yesterday on the closing, I mentioned this to you and you corrected me. I want to get this out there and clarify the record. You know, you bolt on the partner summit with the end user conference, which is a huge show, 25,000 plus, whatever the number is, massive. Well, everyone's here, so it makes sense. And I was saying that this has been so important that you should have to break out your own partner event. So it's that people feel like a first-class citizen in that partner world. And you had corrected me. So share with the correction that you guys do partner events. Obviously, this is the big tent event. So why not have everything here for that? But you guys are doing events. Just clarify that. Yeah, just to give you an idea, I said we came up from the partner summit last Monday with 2,000 of our partners kicking off the South fire now. But we do have a partner summits here in North America and U.S. We have partner summits in Latin America. By the way, the next one is going to be in Punta Cana, a los amigos de Latino America. Nosotros estamos en Punta Cana con ustedes in the partner summit para Latino America. We have partner summits in Europe, APJ, Greater China. We do have a series of a partner summits. Do you do those partner summits in native tongue or in the cube tongue? Well, the native tongue, if I speak, yes. Well, we have to get a whole new crew for the cube. We're looking for some hires down there. You're watching since you brought that up. Okay, so let's get down and dirty. Okay, channels are great. The leverage of channels, the leverage of the cost per order draw for SAP from your perspective is phenomenal. And that's a great business, indirect sales, combined with direct sales, phenomenal approach. What's changing though? Because at the end of the day, people in the channel have an attitude of, what's in it for me? They're running a business. They also serve on the front lines with customers. What's changed in the channel today? Is it the same challenges, training, product? Is it different? Do you see different configurations? Well, it's changing a couple of things. And I'll try to summarize here, but the fundamentals I changed are changing from on-prem to cloud. Because we were, you very well said, historically on on-prem company, the fundamentals of the on-prem are changing out to the fundamentals. The economics are changing from on-prem to the cloud. And the second thing is specialization. We were a company that was built on the ERP, and now we are a company, as you saw here from Bill McDermott to Rob Anzling, Bern Leuker, et cetera. We are a company of HCM, Ariba, or Supply Manufacturer, SRM, or CEC. So we have a lot of specialization. So the economics are changing for the channel as much as they are changing for us. And the specialization, you require a lot of specialization. One of the things that we are here listening clearly from our customers is the specialization with integration. You saw Yola here from Bill McDermott and Rob Anzling and Bern Leuker talking today about these integration. And we are doing a lot of our effort with our channels also to specialize, but at the same time to integrate with SAP Core. So there's something in application development that's been around for probably 40, 50 years called Conway's Law, which suggests that the application that gets built is, or the complexity of the application that gets built is a reflection of the complexity of the organization that built it. When we talk about all enterprises of all sizes wanting simpler, faster, more integrated, more convenient, more natural to use, a lot of your partners are at the vanguard of thinking about how to make it simple because they don't have the institutional and organizational complexity to make it complex. So is SAP learning from your partners as opposed to just your partner's learning from SAP as we move into this digital world that has such a focus and emphasis on simplification? Peter, great insight. I think not only learning, we have to listen to that and react to that because if we react in a complex way to serve our partners, they cannot serve our customers because in the end, they're serving our customers. And as you said, they don't have the infrastructure or they cannot afford complexity, period. They cannot afford. So they need to be simple by nature. And if we are complex to serve them, they're not going to work with us. They're going to pick another one, the application and everything. So we need to build an organization that is fast and agile and as simple enough to work with our channels. I'm not saying we are there. We're not there yet. But we are in our, for instance, our theme is partners first, run life and win together. Partners first is all about the partners. Everything that I do in my organization, all programs, products, solutions is about with the partner mentality. Is this good for the partner? Is this good with business model? It's simple enough for that. It's a business partnership. It's a business, and it's a partner ready because if it's not partner ready, it doesn't fit my model. Run life is about the customer. And win together, it's SAP, the partner, and the customer. The customer should be comfortable enough that we are serving them with this partnership. Take us through some meetings internally at SAP because that's a really great point. You got to meet the channel's requirements on how they do business. Because they have a business and you get a partnership. So that means, you know, you're the favorite guy in town inside the company. Hey, here's my product. Go sell it to the channel. Yes. I'm oversimplifying. I'm not saying they say it. But that's kind of a, that's the knee-jerk reaction. I want a historical norm. That's a historical norm. Hey, boom, here's some product. Go just do some training and give them a cheaper. But now you have to hold the line. You're the safeguard for the customer. What are some of those conversations? Because you now have to be a forcing function to the product groups. And we're seeing so much transformation. SAP, SAP for HANA, HANA Cloud Platform, all these enabling technologies are as a gold rush for the partners. So you have to hold the line. Share some internal color. I'm going to... Without getting in trouble. No, no, I have no problem with being in trouble. But I'm going to illustrate that with a simple case. You just mentioned, S4 HANA. S4 HANA is the flagship of a product for the large enterprise. You saw Nestle today with Rob Anseling. Nestle, one of the largest corporations in the world. 350,000 employees, $80 billion worth of a... Pretty large. Pretty large by any metric. Pretty large. And they use S4 HANA. My job, and I have an organization, my organization, we package, we price, we enable, and we support the channel to sell and to support the S4 HANA for the SME market. We are 60% of the S4 HANAs for SAP. If you get all S4 HANAs, 60% goes through the channel that we manage. So, we package. It comes with number of installations? Yeah, 60% of the S4 HANAs today that we sold are sold through the channels that we manage in the SME, in the GB space. So that's the job. It's my job to package. You're giving money away. You're canning people money. No, yeah. Here, here's the business. It's my job to package, to price, to enable the channel and to support the channel to actually make an S4 HANA available for the GB space. So that's what we do. So we do that two folds. Of course, I have no organization to do that and I have also to educate the other organizations. Okay, as you said, oh, here's my product. It's perfect for SME. Go and sell. Okay, let's have a conversation. Let's package. Is it channel ready? Exactly. Run, so run life, that means it's got to be turned. Yeah, we call it the package price enable and support because you need a different package. It needs to be much more simpler than enterprise. You cannot go to a Chinese menu for the GBs. So it has to be templates, price, very specific price for the GB. It needs to enable the channels. Who's going to enable the channel? Technically, pre-sales, sales, et cetera. And we need to support the channel on the sale or during the process. This is my organization. That's why I educate the other organizations. So there is not a company on the planet that has mastered the fine art of raising. Other than us? Other than you. Well, you said you got more work to do. There's not a company on the planet, you're getting closer, that has mastered the fine art of reaching the general business population of companies. Increasingly also, as we move more into digital business, your biggest customers want to use software and digital interfaces and technologies to reach their small and medium-sized business customers. Are they coming to you and saying, how can we start bringing your platform, your go-to business, and coupled with our SAP back-end to facilitate the process of helping to reach? In other words, are you going to be able to catalyze a global change in the approach to reaching small businesses because of the SAP platform? Well, I don't know if we can do that, but I think it's a good vision for us to pursue, Peter. We do have an organization that has from inside sales, digital sales, social sales. We use social to reach out to our customers. We use digital to reach out to our customers. We have feet on the street, direct sales. We have our, you know, today, I think 13,000 partners ecosystem that reach out to our customers and they are divided by territory, by industry, by solution. So we can map, you know, get the word and map it by territory, by solution, by industry, the partners that we have, and we use a lot of new methodologies and social sales, digital sales, a lot of things. So we are building the infrastructure to support any kind of products from SAP. We are very well-serving in terms of portfolio for the market from SAP, so we have a lot to digest. So one of the things, we talk to a lot of channel partners and SIs, down to the, you know, ISU, DAVVAR, as you should be called. And we hear the following from them. I want to get your take on this and how you're addressing this. We want a partner that's going to be with us from cradle to grave, through the lifecycle of our partnerships, the things you said. The other thing that was interesting was we want to increase our gross profit and services is 100% gross profit. So me as the partner, I make money on professional services, whether that's like fix in the old days or architecting clouds, integration. So that's a big part of their growth revenue. So they want to make money. That's the code word for money. So how are you guys shifting the economics to enable the partners to wrap their own unique services, certainly makes sense in foreign markets, but across the globe, that's a big challenge. How are you rolling out for them at the same time bringing the big accounts to them? So how are you enabling me to wrap my services around them? And that's, I'm going back to your point to your first question. When I said the economics are changing, so we need to follow up the new economics. The channels, as you said, they make a big, a good part of their business is about implementation. Once you go to the cloud, though, the part of this part of the business is reduced by one third because in the cloud you have a less of a share of other service. So the service share is reduced by one third. So what you need to do is to compensate that with what we call it ARR, annual recurring revenue from the cloud. So we are building business model. I launched that last Monday, our cloud business partner, new business model, which is giving the partners ARR, annual recurring revenue. So because service is good because it's recurring revenue. Once you sign a service SLA, right, a service contract, you don't have anything, but you have a recurring revenue with that. But this is going to be reduced in the cloud. So we will compensate that. And that's the- So you're shifting the dollars into the same consumption model, the cloud. Yes. With some sort of subscription-like or recurring revenue model. I'm willing to cut a share of my revenue with my partners from the cloud. Well, you might be able to get it back longer term, but it's that up front. Yes. So typically you sell up front, you pay for the sales guy up front, and a lot of these partners- I can't afford to wait for the- Now it's more of a recurring revenue battle. So I'm willing to get a share of that, to split that with my partner for more business. So you're financing their business model transition. Well, they're- Transition. That's the word. They're fear that this transition, it's because they're on paper, they're getting cut. So they have to have an immediate pop, you know, change. So you're financing that over the long term for the relationship. Well, we are willing to have this conversation. The new business models that we are developing and we introduce it here, they actually address that in a very, very programmatic way. It's not a one by one. It's not a, you know, opportunistic. And by the way, you said the channels, we are getting channels on. We have only 15% of our business from the channel. My business only 15% is opportunistic that you come with that transaction. 85% is predictable. 85% is loyal, it's a bio loyalty. Exactly, I want to invest in the channels that are here for the long run. So it will support that business model transition. So that's a good loyal base. So they probably give you very candid feedback. Yes, please. What did they say? No, they do. If you have a loyal base, they'll tell you the truth, right? What are they saying? What's the feedback of the new business model? What are some of the examples? Well, they love it. And after I presented on stage and we had the conversation, I had, as you can imagine, a dozen of conversations with the specific partners that are willing to adopt and sign off. You know, it's just for us to start to roll out. Of course, to roll out the new business models, you need a lot to think about countries, a lot of the only specifics, but we expect that in the next six months to have a whole lot of work over. That's great.  Thanks for clarifying that. Well, we really appreciate those coming on theCUBE and sharing your insights. Thank you. You're very dynamic and great guests that come on theCUBE. Certainly, we'd love to have you again. And if you need us down in the other summits, let us know. It would be my pleasure. Channel is big. The ecosystem is a competitive advantage and you guys are looking good as they say off the tee. This is theCUBE here live in Orlando. I'm John Furrier with Peter Burris. You're watching theCUBE. We'll be right back. There'll be millions of people in the near future that want to be involved in their own personal well-being and wellness. Nobody wants to.


so it's a Tuesday this past weekend starting on Thursday actually the NFL draft the Giants get high grades from a lot of people for their draft and the Giants and Joe Judge nice enough to join us here on the Michael K show coach it's Michael Don and Peter how are you today good guys I don't think we're doing okay I'm wondering this is your first NFL head job and now with all the uncertainty thrown in with what's going on in the world when you'll be able to actually coach hands-on with your players has it taken some of the joy in anticipation away Joe no I think the first the first thing you touch on is obviously there's a lot of things in the world right now going on and that's a bigger picture you know we have to keep our minds on all that being considered you know listen you get to wake up every morning we're gonna do football get to work with the staff now we're getting to work with the players to the virtual program so in any avenue it is we're enjoying doing football Joe when you look back at what you took over do you rely on information the Gettelman and Abrams and the Giants tell you and our how much did you look back at last season to evaluate what you've taken over well first off you have to use information from inside the building people you work with so absolutely had a lot of in-depth discussions and trying to catch us up a little bit on like what's happened here in the past but the biggest thing we did as a staff is we got in here we turn the tape on we watched it collectively we formed our valuation and from there we put together a game plan in terms of how to attack this offseason with free agency the draft and everything else involved how's the virtual camp going again it's never been done before so you're not working off a previous blueprint so how is it going I'll tell you what I'm really pleased with how the players are working and again if there's one generation who would be able to pull off the virtual program it's these players right now you know they're so sad with the tech that you know for them it's just kind of jumping on and doing something they've done already you know for us as coaches we made sure we kind of had an acclimation period for ourselves when they closed the facilities down took us about a week to really you know iron out all the wrinkles and make sure that we're all you know capable of using all the mediums we had present to us I'll tell you what one thing you find out is how resilient the coaching staff are you find out that it's a group of figured-out tape guys I told the coaches a listen at some point let's present tape to the players to the prospects of the draft let's make sure our setups are accordingly these are guys are you know separated by thousands of miles all over the country each one has an independent set up and each one is just figured out made it you know more than functional you know it's impressive seeing how each one set up their deal coach you had said that these players think they know what it's like to be a pro but they don't know yet and they're gonna find out but with everything kind of in hiatus right now when do you think they can learn that lesson I know you concern that it might take longer than usual under different circumstances well look it's our job right now we actually have a rookie mini camp so to say this weekend we get a fresh exposure with the rookies and our job right away is to introduce them to the league and it's not jumping on all X's nose right away but it's it's jumping in terms of what they can expect from our program you know what we're gonna demand how they're gonna fit into the big picture and then it's their job put their head down and work day by day on where I'm asking to look hopefully everything gets back normal for the entire world and we get these players in here at some point this spring if that's not the case then as soon as we get them in training camp but you know we're have constant communication as much as the league allows to the entire process to help along the way you know for our strength staff to be available for them at all points for our nutritionist be available for them at all points to give them guidance and then as far as we're concerned with coaches it's not only so much about just getting introduced to the X's nose but also just the culture and emotionally how they have to handle themselves in national football I don't know how soon that'll be coach Joe judge of the New York Giants is our guest here on the Michael K show you're relatively young man coach I'm just wondering were you tech savvy coming into this or did you have to ramp that up well it's always changing our adapting we use it so much that helped me a little bit we got a great IT staff that when there's something that maybe need to be bridged they do a great job of helping us out I'll say what I'm just good enough to keep up with my kids and figure out what they're doing on their devices so if I can keep up with them I'm probably ahead of the curve with most of coaches in the league all right tell us about your first round pick and what separated him from the other offensive linemen they were on the board well I'll tell you what it was a very deep class very talented class this year when you talk specifically about the offensive linemen I think it stood out to us about Andrew was you know really the pedigree he came from the culture he been brought up in as far as Georgia football the high school pace academy he played in and also what he demonstrated on tape you know one thing about those guys down there is you get to see them play against the top players week in week out so when you watch the top pass rushes coming out with the exception really you know chase young who didn't play against him but when you watch the top pass rushes coming out you have to watch him against him and you get to see how he matched up against the best guys come out who you're evaluating to the defense side of the ball so that stands out to us a good bit his consistency his level play you know his nastiness and finishing blocks those are things that stood out to us there's a lot of things here to improve on and get to work on you know as all rookies do but I'll tell you what of the duration his career at Georgia he was consistent and that's important to us now there was some thought Joe about with the fourth pick you could have gone Isaiah Simmons or you could have gone the offensive line you want the offensive linemen was that a tough call I know you don't want to talk about another team's player but was that a tough call because Simmons seems like such a hybrid sort of player that could play anywhere you know we really made the decision we thought was best for the Giants and you know look you got to run the ball yes not the run you got to cover kicks and he's gonna help us run the ball and protect for the past game as well how did you feel about the rest of your draft I'm very pleased very happy but I think this it's you don't want to get too excited you know just drafting someone you only get excited when they get on the field and start helping you improve and they start helping your team win games and that's really the mark of it you know it's a listen they've all got potential they all have ability it's our job to you know really tap into them and get the most out of it it's their job to show up every day and work you know the true excitement is when you're dealing with guys who are helping you have results and that's right now look we got a room full of vets go through the virtual program that they're on the same page as well and we'll just try to get the most out of it right now so we can start seeing results coach we got I got to be upfront with you since we've talked about it when you weren't on the show we got to ask you now that you're here we we kind of were confused around the whole not saying Daniel Jones's name thing and then this weekend it came out you said it in the conversation with Andrew what was the logic behind you not saying say quants name or Daniel Jones are these obvious starters names you know what it's it's not that I was ever trying to avoid seeing someone's name it's the context of questions are asked I'm a big believer and listen it's tough enough to do their job and right now they have to focus on just learning the system learning a scheme fitting in and improving I'm not trying to create expectations for them to for them to go ahead out there and meet you know they've got enough on the plate already as it is as everyone does on the team you know for me not to say Daniel or say quant has nothing to do with me avoiding you're trying to pretend they're not part of our roster they absolutely are but the reality is when the questions are asked in a context that they want you to put a title or a label on somebody that's a tough thing you know I'm not going to put that in any player ever you know I'm not going to create expectations so I'm not what we demand as an organization already but is there a certain layer to the fact like don't the teammates expect that Daniel Jones is their starting quarterback and like there's a certain level of everyone sort of gets in line knowing that Daniel Jones is the starter for this team listen we have a level of expectation for every player on our team you know it's to me you start getting the predictions for the players that's where it gets you know iffy and listen I'd be less than genuine if I didn't tell you right now again you know our depth charts not set do we expect a lot of Daniel absolutely we absolutely do we're gonna give him time to grow and learn and right now he's in the you know early stages of a new system only to be fair to him to give him time to learn it and develop within it you know for us to go out right now and create a lot of expectations someone who's never been in this system who hasn't been on the field with us yet that we have that chance put our hands on and work with that's not fair to the player and we have to make sure we do right by our players I'm fascinated I read a couple of things I just wanted to run by you if you did indeed say this that when you spoke to the draft picks you said don't bring up Super Bowl when you talked to the media what was behind that why don't you want them to to express high expectations for themselves in the team if in fact you said that it has nothing to do with we want them to accomplish long term it just has to do with right now you talk about these players and when you get drafted you're on top of the mountain and you should be you know you should feel 10-foot tall ball proof it's it's a milestone in your career it's a lifetime milestone you really you know reach a point in your career that you have a chance to compete in the events the thing is when you get over the emotional sometimes you have a tendency to say things you may want a later regret so to go out there and try to make some kind of expectation or set some kind of standard you have to meet the reality is these guys have to have time just to learn how to be professional football players that's what it is and they don't know what it takes yet that's not their fault that's just naturally what it is you know the only advantage they have over the guys are competing against this point is fresh young legs and everyone that are going to compete against has experience in the techniques experience in the schemes and system are they know how to emotionally handle the duration of a season they know how to mentally prepare it's our job as coaches to get these players ready and teach them how to be a pro so they can go out and compete in the level ground it's not about not having someone be excited we're trying to take you know the air out of the balloon it's all about just making sure that hey listen you don't get caught the emotion and don't put something out there as you see players every year do that later on you're going to regret I appreciate the effort as far as the expectations are concerned coach but being somebody that's worked in this market grew up a giant fan when you're the sixth overall pick is a quarterback when you're the second overall pick it's like say Kwam Barkley playing for a franchise that has won four Super Bowls in the biggest city in North America the expectations are going to be there and in my opinion I'd rather than embrace those expectations because you're not going to be able to hide from it and the expectations that are going to be on you I mean you're you're coaching a team that Bill Parcells coached the Tom Coughlin coached you know that that that Owens coached you know there's a there's a history and there's a level of expectation rightly or wrongly that when you play sports in New York that you're just going to have to live with and in my opinion I'd rather prepare them for that expectation because playing in New York and it's not concede it's like reality is different than playing anywhere else when it comes to that when you've got the New York Yankees just a few blocks away with 27 championships the expectations are always going to be through the roof okay the court in question to that I don't disagree with what you're saying there's high expectations in New York City we don't brace that you're right but it's also April 28th and we have to let these guys worry about April 28th and then put together the April 29th and string these days together we're not going to accomplish anything for February all right in April 20 in April 28th we've got to make sure we take care of today and string that together with tomorrow and then eventually that accumulates into the goals you want to have right now the responsibility these guys have is just taking care of day by day and that's the focus we have to have do you feel that the advantage of being a first-time coach usually the league gives you time with your players before everybody else has now been erased Joe because of the delay that's happening with the season and then the and the mini camps no the advantage always goes to whoever most efficient uses their time prepares the best we're all need to play it even playing right now it's our responsibility as a staff to make the most of it and make sure to our players in the right position when I look at the people's evaluation of the draft people I respect everybody said the Giants did a good job but did they really get enough of the edge pass rusher that they've been missing and I saw what Dave said it's not about one guy it's about the whole defense is that essentially your feeling as well coach I think it's always about the entire team but I also think that we have to get people a chance to develop you know just because it you know people expect a certain flash game you know I'd like to remind that they're two of the most effective pass rushers and edge players you know in their generation Jared Allen and Rob Minkiewicz both these guys ended up leaving a long snapper so they had to develop over time eventually get a shot and get a chance so we've identified guys as skill sets you know we're going to compete we're going to try to put them in a right position and we're going to chance to go ahead and have success will some of it come through scheme maybe believe a lot of confidence in all our players ability that we're going to chance to win their matchups more on one so you know at this point in time we have accomplished our players I'm excited to get them on the field we're really excited to get working with them they've been tremendous in the meetings at this point so far but I'm tremendously excited about the guys we have on the roster right now and that's what I'm focused on right now do you see Lemieux as a guard or a center we're going to cross families both he's going to get a healthy dose of work at center and he's also going to work at guard so listen ideally you love that be able to play center and guard and we're going to train you can't kind of dictate where he falls into that but all of our interior guys to a degree are going to cross train center and guard as you have to in the national football league now I read that you had to leave your home in Massachusetts the the internet wasn't quite right so you were an apartment in Jersey and watching it coach I felt sorry for you look you look lonely did you feel lonely no no I'm okay look I'm used to bury myself in basements or offices and closing doors and I'm okay with that you're kind of overly consumed with the process of the draft going on already it's funny I got a lot of text and tweets from college buddies and all with a lot of comments from you know Twitter and all about where I was staying most of them were ridiculously funny but it's a look I went on back it's a corporate apartment we're staying in for the time being you know I'm barely there so as far as the overly decorating of it I wasn't really too concerned about it I was wondering coach if a lot of coaches throughout the NFL are very envious of what Cliff Kingsbury's rocking out there I mean that was some I don't know if you saw but that was unbelievable it's amazing hey I saw he's got a nice set up out there maybe next year right well yeah maybe we'll see we'll see we're doing a virtual game we'll see maybe we'll you know hold the barbecue in the backyard or something hey coach we appreciate we really appreciate you coming on it's really cool to you to do that we wish you the best of luck and we also want you and your family to stay safe and hopefully get on the football field real soon hey yeah same to you guys in yours all appreciate that coach thank you thank you


This systematic review assesses the effects of various interventions on monogenic insulin resistance, IR, stratified by genetic etiology. The study includes 10 non-randomized experimental studies, 8K series, and 23 case reports. Metaleptin is associated with lowering of triglycerides and HbA1c in all lipodystrophy, partial, and generalized lipodystrophy, as well as in specific genetic subgroups. Thiasolidindians are associated with improved HbA1c and triglycerides in all lipodystrophy, improved HbA1c in PARG, and improved triglycerides in LMNA. IgF1 is associated with improved HbA1c in INS-related IR. However, the small size or absence of other genotype treatment combinations precludes firm conclusions, and there is insufficient evidence to assess efficacy and risks in aggregated lipodystrophy or genetic subgroups for other interventions. This article was authored by Robert K. Semple, Kashyapay Patel, Sun Young-O, and others. We are article.tv, links in the description below.