Hello and welcome to the session. My name is Mansi and I am going to help you with the following question. The question says in figure 8.42 that is this figure, A, B, C, D is a trapezium in which A, B is parallel to C, D and A, B is twice of C, D. Find the ratio of area of triangles A, O, B and triangle C, O, D. So let us start with the solution to this question. It is given to us that A, B is twice of C, D and A, B is parallel to C, D. We have to find area of triangle A, O, B divided by area of triangle C, O, D. That is the ratio of areas of triangles A, O, B and C, O, D. So let us see the proof to this now. First of all we draw a line M, O parallel to C, D as well as to A, B, meeting A, D in M. So let us draw that line that is M, O. This is parallel to A, B as well as to C, D. Now in triangle A, B, D we see that M, O is parallel to A, B. Therefore, D, O divided by O, B is equal to D, M divided by M, A by basic proportionality theorem. So we can say that in triangle A, B, D, M, O is parallel to A, B. This implies D, O over O, B is equal to D, M over M, A. This we get by basic proportionality theorem and we name this one. Now let us consider another triangle that is triangle C, A, D. Here also we see that M, O is parallel to C, D. Therefore, C, O divided by O, A is equal to D, M divided by M, A. So we write that in triangle C, A, D, M, O is parallel to C, D. This implies C, O divided by O, A is equal to D, M by M, A. This again by basic proportionality theorem we name this two. Now from equations one and two we get D, O divided by O, B is equal to C, O divided by O, A because both of them are equal to D, M divided by M, A. Now we consider the two triangles, triangle A, O, B and triangle C, O, D. Here we see that this angle is equal to this angle because they are vertically opposite angle. Also we have C, O by O, A is equal to D, O by O, B. This we have just proved. So this shows that triangle A, O, B is similar to triangle C, O, D. So let us write what we have just seen in triangle A, O, B and triangle C, O, D. First angle A, O, B is equal to angle C, O, D. This we get because they are vertically opposite angles. And another thing that we have just proved is this. D, O by O, B is equal to C, O by O, A. Now from these two things we conclude that triangle A, O, B is similar to triangle C, O, D. Now we know that the ratio of the areas of two similar triangles is equal to the ratio of squares of their corresponding sides. So applying this theorem we have area of triangle A, O, B divided by area of triangle C, O, D equal to A, B square divided by C, D the whole square twice of C, D. So we can write twice of C, D the whole square divided by C, D the whole square D square divided by C, D square. It is cancelled from numerator denominator here left with 4 divided by 1. So we see that area of triangle A, O, B divided by area of triangle C, O, D is 4 is to 1. So required ratio is our answer to the question that is 4 is to 1. So I hope that you understood the question and enjoyed the session. Have a good day.


Welcome to theCUBE's continuing coverage of splunks.conf21. I'm Dave Nicholson, and I am joined by Chris Fulk, Director Cybersecurity Policy and Strategic Partnerships at MITRE Corporation, as well as Mohan Koo, the Co-Founder and Chief Technology Officer at MITRE Tech Systems. Now, gentlemen, we've heard this before, but I think this is going to be the best example of a conversation on this subject I've ever had. Security is a team sport. So let's talk about how that applies, where MITRE and D-TEX and Splunk all come together and work together.  MITRE published the attack framework, and just so people are clear on that, all caps, ATT, ampersand, or and sign, I should say, capital C, capital K, looks like attack. That's how you say it. That framework was created by MITRE. It's a bit of a game changer. Now, enterprise security teams use that pretty religiously. So tell us about that and tell us what we can expect next from MITRE. So thank you, David. Pleasure to be here. I think that what made attack resonate with users is it's based on data. It started with data that we observed in our networks and organized around, at that time, the emergent principle that Lockheed Martin had put out on the kill chain. So it gave it structure. And we have been lucky that the community has embraced that concept of what we started off, we got the numbers completely wrong. We started off with 41 TTPs and that was because that was based on a small subset of data that we had. And what's been powerful and what's made it truly wonderful is the communities adopted it and that's what's added to it. It's an additive approach. And but it's all based on data and it's all just a fabulous opportunity for the community to come together. So what Myers really focused on is understanding how data and those problems come together and then we surround the ecosystem of that problem with things like language. So we give it a framework and we give it operational data so that it actually has resonance with the users of that community. So give me an example of the language that's used. You know, there are things that are under the heading of tactics as an example. Give me an example of some of those things. What's the term in plain English and what does it mean? So tactics are a way for an adversary to go about taking care of their business. So in the day when we were first thinking about this we thought about it as the old cartoons where you'd have the coyote and the sheep would check in. You know, the coyote was given his lunchbox. He was given it, if you think about it the adversary target list and he was given his tools. He would open up his toolbox and he would go after those targets for the day and he would use those tools. What we realized is that in most cases a lot of those tools were expensive to create. They were hard to train up on and so they tended to use the same basic tool kit over and over again. What changed was perhaps one little thing that they would exploit that was always changing. And so what I likened it to was a burglar. A burglar would show up with his bag of tools. He would have a crowbar and he would have a flashlight and he would have a bag. And what he would do is he sometimes choose to go in through the window. Sometimes he'd choose to go in through the door. Sometimes he'd choose to go in through the basement. It didn't matter, but once he got in the house he had that flashlight. He had that bag and he had that crowbar. I could figure out through my sensors what he had in his bag or with him. I could catch that and then I could alert on that and find the other pieces of that. And so that's what really tactics are about and getting that concept boiled down to a language that cyber defenders could readily understand and put into practice in their businesses. So Mohan, tell us about DTEX. And I'm particularly interested in the connection between DTEX and what Chris was just talking about that MITRE has provided us, this language that ATT&CK provides us. Essentially, you're listening for those things that go bump in the night. Chris has given us a language to describe them. Tell us how DTEX works. Yeah, so what we're doing, David, and thank you for having me as well. What we're doing is we're bringing to the table a whole different type of telemetry and it's all around human behavior. And how we got together with MITRE is actually a direct connection to how we got together with Splunk as well. I'm actually sitting here in Adelaide in Australia at the Australian Cyber Collaboration Center. And this is an initiative we put together with the state government of South Australia and federal government as well to actually bring everybody under one trusted roof so we could break down the silos and collaborate a hell of a lot better. As we all know, the bad guys collaborate extremely well. They share everything, including their IP and their tactics and their techniques, everything is shared. And that puts them at an extreme advantage to the good guys and girls, right? And so we've have to do a much better job at that collaboration. And when we came together and were introduced to MITRE here at the Australian Cyber Collaboration Center, we decided that taking MITRE's expertise and they've got like 15, more than 15 years worth of dedicated experience around behavioral science and how it contributes to insider threats and studying that in some depth, putting that together with the data that we're collecting for our enterprise customers was something that was really, really important. And actually, it was here in the Australian Cyber Collaboration Center that we first kept working together with Splunk and Splunk started to identify a problem statement amongst their customers too that, the data that exists out there for security operations teams just doesn't have that cleanliness and it doesn't have the context when it comes to human behavior. And that's really what we're bringing to the table here. So give me an example of a human behavior that you're looking for. Or, you know, so Splunk is providing this data that's being gathered from logs. These events are being rolled up and D-TEX is analyzing them. Can you give us an example that doesn't educate adversaries of behaviors that you look at? Yeah, absolutely. And I'll just touch on it and then I'll hand over to Chris because I might or are truly the experts of this stuff. But what I will say is that a lot of organizations when they think about human behavior and the insider threat per se, they always think about the malicious actor, right? The Snowden type character that's maliciously and intentionally trying to get access and take stuff. But it's much more than that. It's also insiders that do negligent things and it's insiders that are victims of their own lack of understanding of things that they're facing. And when outsiders are cleverer or more technically proficient, they can find ways to usurp the insider and get them to do bad things without them even knowing they're doing it. And so understanding intent and we call it at D-TEX, we call it indicators of intent are really important for us to know. Those indicators are what we've been working with Mitron for the last year or so, kind of understanding what the newest, most complicated indicators of intent are and how do we determine those to be able to know the difference between a malicious insider versus somebody that's just doing the wrong thing without even knowing about it? I don't know, Chris, if you wanted to touch on that a little bit. Yeah, Chris. Yeah, yeah, yeah, Chris, absolutely. You've, you know, Mohan's joining us from Australia. Chris, you and Mitre have done a ton of work with the US federal government around detection and prevention of those insider threats. Talk to us, talk us through that. And more specifically, tell us how that is applicable to non-governmental agencies. Yeah, well, so I mean, I think at the core of it, human behavior is human behavior. And whether those are being applied to critical infrastructures, whether they're being applied to working at a federal government organization or a state local government organization, it doesn't matter. Humans have behaviors. Every human has behaviors. What makes them unique is understanding the context behind those behaviors and then looking for indicators that are distinguishable from an individual doing his or her job, right? So one of the challenges that you have with insider behavior is that, you know, data collection is everyone's job at every organization, right? You're always trying to put together the numbers for the spreadsheet and to brief to your boss.  So you have to add additional context and behavioral indicators to that, to understand how the individual is doing that differently in a case where they are up to no good, we'll say as opposed to under circumstances of doing their job in a regular course of action. So what we have long held as beliefs about how people behave are actually manifesting themselves differently in online behavior, how fast they click, what kinds of tools they use to do legitimate work versus the kinds of tools that they do to do a called illicit collection. Literally those kinds of subtle nuances. So while they might do the same collection activities, how fast they do it, where they put that information, how often they go back to the same site, those are indicators that when taken with that behavioral context really matter and that's what distinguishes them from just normal typical user behavior. Well, so how much does that context vary between private entities, governmental entities and across private entities? Is this a classic 80-20 situation where 80% of it's the same, 20% very different? What does that look like? Yeah, I would say that an 80-20 is a very good rule. I've probably put it up closer to 90 to 95 to five. So behaviors work the same. Now the protocols that organizations have are going to drive some of that. So a government organization is going to have certain things in place that a private company may or may not. So how locked down the systems are, the kinds of access, things that you allow. So do you allow USB drives? Do you allow those kinds of capabilities in your organization? So if you're a private sector organization, but even within a private sector organization, they run the gamut, right? So you have very locked down environments like banks and regulated industries and then you have very unregulated industries as well. So it really isn't about government and industry. It's about the kind of protocols that are already in place for other reasons that really drive the differences between that. And then you have, again, you have those additional safeguards that you have, say with a government organization in that you've got security vetting, right? So you've done security vetting of a lot of your employees, whether even if it's not security clearance, it's a personnel vetting. And so it's an additional level, but all it does is change the emphasis of where you place the value in your security mechanisms. So you mentioned a variety of contexts. Mohan, we've got a mass shift to remote working, obviously. Splunk has shared with us that the customers are concerned about giving people visibility without compromising privacy. And I say Splunk like Splunk is a person. We'd like to personalize everything here at the cube. But how is D-TEX helping with this challenge, this challenge of not being intrusive, yet getting the important work done that needs to be done? Yeah, that's a great question. And for us, we as D-TEX, we kind of grew up in Europe. That's kind of where we became an international organization. So employee privacy is at the heart of everything that we do and we bake privacy by designing to everything that we do. So we're actually able to pseudo-anonymize every bit of data that we're collecting so that you're actually really truly looking for bad behaviors or unusual behaviors. You're not looking for bad people or unusual people, right? Like it's a very clear distinction. And being able to do it in a way that gives you the organization, the visibility to prevent against risk and to de-risk the organization without infringing on anyone's privacy is really critical. As Chris was mentioning, even if you go to the private sector, you've got those very regulated banks or healthcare organizations that are typically quite locked down, but we're dealing more and more with high tech companies, right? A lot of Bay Area firm Silicon Valley companies which have always required the flexibility for their workforce, right? They want them to be innovative. They want them to do different things. And in order to do that, they need the ability to have any tools they need to get their job done. But in those environments, you can't have too many hard and fast controls. So how do we actually provide that visibility to the organization without infringing privacy? That is absolutely what the game is about. And so, you know, not kind of having to scrape screens and take keystrokes and take video capture, you know, that's the old school way of doing it. You know, in some cases, maybe you do need that level of surveillance, but in most cases, you absolutely do not. And so, you know, for many, many years, a lot of enterprise security organizations have been collecting way more data than they need to and taking way more intrusive approaches. And we're about backing that off and kind of getting the right balance between security and privacy. Because what we truly believe is where you overlap security and privacy, that Venn diagram that you get in the middle is where you get safety. And we really see it as an extension of health and safety. So Mohan, if we do all of these things correctly between Splunk, Mitre and DTEX, you get the perfect scenario where you're catching bad actors and you're not inconveniencing good actors. So what's your view of this? Dystopian future, Utopian future, a mix of both? Well, look, I think that the future really is, you know, as the title to this discussion is, it's a team sport, right? Like, and I think that the approach that Splunk is taking right now is absolutely the right one. Like we need to all come together. We can't be everything to everyone. I don't think there is a one size fits all solution in enterprise security today. And those organizations that understand that and recognize that, but neither is it, are we able to continue just kind of investing in hundreds of point solutions across the enterprise and layering them across the business like Band-Aids. We need that consolidation, but we do need to take best of breed solution providers to focus on those integrations and doing it properly. And that's what we've really enjoyed about working with Splunk over the last couple of years is kind of, you know, taking a very holistic approach and realizing that we all need to come together to play this team sport, because, you know, we as DTEX, we bring together a very clean data set that gives you that human telemetry. And then MITRE brings the behavioral science capability and behavioral science understanding and Splunk provides that big data platform to bring everything together and show it and visualize it. And really that's one way of looking at it. And I think, you know, going forward those vendors or those organizations that don't recognize that that proper integration, actual true integration has to be done collectively and it has to be done in a way that's light and easy for anybody to consume. Perfect way to wrap this CUBE conversation. Thank you, Mohan. Thank you, Chris. And thank all of you for joining us on this CUBE conversation, our continuing coverage of splunk.conf21 continues. I'm Dave Nicholson. Thanks for joining.


It seems like recently, every summer the world comes a fire again. Heat waves in Europe. Nations never accustomed to temperatures hitting the extremes of 40, 45 and even 50 degree centigrade struggling to deal and cope with the impacts of what people are considering global warming. In the Middle East, and mainly the Arabian Peninsula, things really haven't warmed up by that much. It's always been excruciatingly hot during the summer months. But what's really changed is the region's ability to overcome the harsh summer environment. Their condition now is everywhere, and everyone's best friend. From home to car, car to work, and with the occasional church at the mall, every single enclosed space goes much beyond the necessary comforts of cooling, and in some cases, even requiring people to dress warmly mid-summer. But what was life really like for Arabs before modernity and all its consequential lifestyle changes and improvements? How did the Arab ancestors deal with such extreme heat? It's said that necessity is the mother of all invention, and for a people whose means were very little and primitive, invention needed to be at its very best. When observing the towns and villages in the Arabian Peninsula from above, it's clear that the urban fabric was tightly wound. Open spaces were a scarcity. Circulation, be it for any mode of transport, all followed a single premise, minimizing widths without restricting functionality. From that, there was no desire or need to expand any space or road, and this strategy and practice of a compacted city guaranteed the maximization of one critical element necessary for relative comfort. And that's shadow. All ingenious efforts necessitated the creation of as much shade as possible along the various public domains of towns. Direct sun meant a harsher experience, and that was to be avoided at all costs. When shifting down from a town scale to a building, whether public or private, the architectural elements would reveal their secrets. Both walls and ceilings had tremendous depth, at times up to 80 centimeters thick. Although appearing to be strictly of an Adobe construction, the makeup of these elements was far more complex, including straw, stone, and in some seafaring towns, coral, all of which were materials that insulated very efficiently against the heat. Such immense thickness allowed for the welcomed delay of heat transfer from the exterior and into inhabited spaces. By the time the heat would infiltrate the inner walls, dust would have fallen, and its cooler temperatures would prevail. One major element of Arabian Peninsula architecture was the melgoth, a rectilinear tower that operated as a wind scoop, bringing fresh air into each and every building around town. This tower would at times be unidirectional at others, dual, and at most would have four inlets, one from each cardinal direction. In its purest form, the melgoth provided cross-ventilation into the central courtyards of the building. More complex and eloquent systems would see the melgoth combined with smaller pseudo-reservoirs of water, like large earthen pots, located at the bottom of the tower to cool the passing breeze, and even larger, centrally located water reservoir rooms that would greatly amplify the cooling impact on a building. For those who struggle without air conditioning, dealing with escalating heat in small apartments or homes can be a great challenge, but there's a lot to learn and apply from the old Arab ways and specifically how they dealt with airflow and evaporation. The introduction of cross-ventilation through the opening of oppositely located windows can greatly improve the quality of the air, resulting in cooler and healthier habitats. A major enhancement to this method would be to incorporate inexpensive fans at both the air's entry and exit points, one to draw the air from the outside and the other to extract the air from the inside. Partnering the system with the addition of earthen pots, filled with water positioned exactly at the entry point of the airflow, thus allowing the breeze to hit the cool walls of the pots, will significantly reduce the temperature of the air entering the home, hence creating a much more favorable and pleasant internal environment. Please subscribe to our channel, as it would support us greatly in generating more content that documents our Arabian and Muslim heritage, history and culture. Now back to our story. Reducing scale even further and down to the Arabs themselves as a people and what observing their traditional garments, intuitively one would surmise that the hotter the temperature became, the less Arabs would put on in terms of apparel. This is where intuition is wrong. First throughout history in Arabia, the layering of garments and most critically those made of natural materials such as cotton or wool were fundamental in combating heat and the sun. Arabs were known to wear at least four layers of clothing during the height of summer, covering their bodies from wrists to ankle and this included all men, women and children. This method protected their bodies from direct and excessive sun radiation as well as insulated their bodies from excessive dehydration. Today the humming of the air conditioning around us has grown silent. We're so accustomed to its noise that we barely think it an unnatural phenomenon, a pollution on many fronts, visual, biological and environmental. It's a wonderful achievement and technology but it has allowed our innovators and architecture and urban planning to abandon their responsibilities in deciding buildings that respect their context and in the very least from an environmental perspective. Things can't keep following the same laziness. We must reintroduce these inventions to improve efficiency and performance. Our vernacular architecture should embrace technology but not by deserting the wisdoms of the past. We always question why we constantly have to revisit and understand our history and there is no better reason than to remember and reapply the invention of our ancestors when they didn't have the means we have today.


Hi, I'm Worgen, with the Temple of Ascending Flame, and today we are here to talk about Leviathan, king over all the Sons of Pride. In many cultures across the planet, in many major civilizations, dragons or serpents appear. Why is this so? China, Mesoamerica, Northern Europe, just to name a few, and all across the Near East. Let's talk about one dragon of the Near East, named Leviathan. The name Leviathan comes from the old Hebrew name, meaning twisted or coiled. When the Old Testament was translated into Greek, it was translated to the word dragon. However, in English, the original Hebrew word has been translated into Leviathan. Leviathan is referenced in several books of the Hebrew Bible, such as Psalms, the Book of Job, the Book of Isaiah, the Book of Amos, and separately in the Book of Enoch. Leviathan or the Book of Job is an aspect of the older Canaanite entity, Lotan, who was a servant to the Seagod Yom. Lotan was defeated by the Canaanite God Baal Haddad, or if you prefer, Baal Haddad, in the same manner as Leviathan was to be defeated by Yahweh. Parallels to the role of Mesopotamian dragon goddess Tiamat, who was defeated by a Marduk, as well as Lotan, who was defeated by Baal Haddad, have long been drawn in comparison, as have been wider comparisons to dragon and world serpent narratives in other cultures. Early cultures often had their prime deity, defeating some sort of serpentine or draconic great foe. We see this in Egypt, where Rah contests with the great serpent Apep. We see this in Viking lore, where Yermangander, the world serpent, is the eternal enemy of Thor. These type of stories, of hero versus dragon or great serpent, are called Achaosconf. In the case of Leviathan, the legend of Tiamat becomes that of Tietan, and then later that of Lotan, and finally becomes that of Leviathan. The thread of the primordial serpentine, or dragon force, pervades the gnosis of the Near East for thousands of years. We should note that the gnosis of dragon, or serpentine in gods or goddesses, pervades the cultures of humanity across the globe, even though disparate and assumedly isolated. This lends possible credence to the hypothesis of ancient parent civilizations, such as Atlantis or Mu, who venerated the draconic or serpentine forces, but were destroyed and dispersed after some sort of great cataclysm. Leviathan has several titles, having been called the Dragon of the Apocalypse, the Seven-Headed Beast, the Monster of the Sea, the Lord of Storm and Lightning, and the Lord of Atlantis. In astrology, dragons and Hans Leviathan are represented in the constellation of Draco, the 8th largest constellation, which resides in the celestial north, and was first cited by the Greek Ptolemy in the 2nd century. In ancient times, due to the wobble of the earth, during the time of the pyramids at Giza and the biblical Garden of Eden, it was Draco's star, Theban, that was closest to the celestial north pole, not Polaris as it is today. In fact, one of the shafts in the Great Pyramid at Giza pointed at the star, Theban, at that time. In the Bible, the constellation Draco may be associated with Leviathan, for example in Job 3.8. Draco was seen as the Leviathan or Dragon that devoured the sun or moon during an eclipse. There are also indications Draco was associated with a serpent that tempted Eve in the Garden of Eden. We see the theme of Forbidden Fruit, and the serpent again, in the Greek story of Leidon, the dragon that the goddess Hera, tasked to guard her wedding gift, a tree of golden apples, in her personal garden. Leidon was defeated by Hercules as part of his 12 labors, one of those labors being to acquire some of the forbidden golden apples. Hera then placed Leidon into the sky in remembrance, forming the Draco constellation. According to the Romans, Draco was a titan that warred against Olympus, but was defeated by the powerful Minerva, and thrown into the sky and frozen in place, where he became a constellation. Draco represents the root chakra of the celestial, and corresponds to the root chakra in all of us. Draco's correspondences, among others, are wisdom, strength, and protection. In the Judaic tradition, Leviathan is an enemy of Yahweh, being the embodiment of evil, conceit, darkness, and chaos. As a seven-headed serpent, Leviathan becomes another mass-voror, the devil. The Old Testament describes Leviathan as the most dangerous foe whom Yahweh has to confront in battle. High praise indeed. According to the book of Enoch, Leviathan and Behemoth would be separated on the day of judgment, and then both monsters will be defeated, and Leviathan will be slain, and her body will be served at a feast of the righteous. From Leviathan's skin, God will make tents for the most pious people, belts, necklaces, and jewelry. It is interesting to note that Leviathan is sometimes referred to in the masculine, and in other times, the feminine. In the book of Isaiah, Leviathan is represented as Tannenever, the intermediary between the wicked Samael and wicked Lilith, and as a product of their sexual union. Leviathan is identified with Shaitan, the Old Serpent. Leviathan is the Lord of the Abyss, and is said to dwell on the Mediterranean Sea, and be some 300 miles in length. In the Christian tradition, Leviathan is often identified with Satan, or presented as one of the fallen angels who serve Satan. Leviathan is identified with the monster Rahab, often described as the Angel of Death. This view also derives from the ancient belief in the relationship between the sea beast and darkness or evil, which our attributes also attributed to the Devil. And Thomas Aquinas described Leviathan as the Demon of Envy. Note a German bishop, Peter Binzfeld, published a list of demons and their associated sins in 1589, and he also attributed Leviathan to the Sin of Envy. In the book of the Sacred Magic of Ubremmel and the Mage, we see Leviathan being identified as one of the four princes of demons. In the three books of occult philosophy, Agrippa classifies Leviathan as one of the two chief devils, the other being behemoth. In admirable history, Sebastian Michaelis describes Leviathan as a demon prince who tempts humans into heresy and whose chief beau is Saint Peter. This revelation is said to have come during an exorcism of a possessed nun from the poetic demon Barith who was possessing her. In Gnostic writings, Leviathan is described as the soul of the world, the beginning and the end, the element of chaos within, and the divine potential lying dormant in every human soul. The Ophites were a Christian, Gnostic sect that revered the serpent of the Garden of Eden, for it is that serpent that enabled mankind to obtain the forbidden knowledge of good and evil which was denied to them by Jehovah. They saw Leviathan and behemoth as stations through which the human soul must pass in order to attain bliss. To the Ophites, Leviathan is the soul of the world, identified with the Auroboros serpent that encircles all and devours its own tale. Through the Gnostics, because the serpent is the soul of the world, it can never truly be defeated as it will simply rise to life once more for the Dragon is eternal. One of the chief rival religions to Christianity before the rise of Islam was Manichaeism. This religion was based on religions of the Near East and Gnosticism and held that Leviathan was slain by the sons of the fallen angel, Shamyaza, who was the leader of the Watchers from the Book of Enoch. Alastair Crowley attempted the Abramalan ritual, a six month ritual in which one seeks to commune with one's holy guardian angel, and that involves the invocation of the rulers of hell, one of those being Leviathan. The name of Leviathan appears on the symbol of Baphomet, a representation of the union between Lilith and Samael. As an encircling and internal force, and the symbol was derived by Anton Leve, from the French occultist, Eliphis, Levi, to form the official symbol of the Church of Satan. We can see here to the right that the symbol of Baphomet is encircled by the Hebrew letters spelling out, Leviathan. Today sticks with the demonic hierarchy presented in the Book of the Sacred Magic of Abramalan the Mage, as one of the Four Crown Princes of Hell, and names the chapter on Leviathan as Leviathan, the Raging Sea. In the Outer Gateways, Kenneth Grant states, The magical light is said to be in Doth, the Eleventh Sephora. It is identical with the Kundalini of the Hindu philosophy, the Kwanseon of the Mongolian Peoples. It is the Ophidian current itself, the Great Serpent Leviathan, called the evil to conceal its holiness. Michael Aquino writes in the Diablakon, Before God or Angel, Demon or Man, there was Leviathan alone, principle of continuity and ageless existence. For the Temple of Ascending Flame, the Cave of Lilith can be likened to the Root Chakra at the base of the spine, where the Kundalini Serpent lies coiled. It is the first power zone in the subtle body of man, the lair of Leviathan in the Traconian tradition, and the womb of the Queen of the Night on the Cavalistic Tree. Leviathan arrives with lightning and thunder, ripping the sky asunder. This is symbolic of the Traconian illumination that strikes as lightning, shattering consciousness and transforming it with the flames from the dragon's jaws. Once we step onto the path and start flowing with the current, the dragon's fire will gradually burn any obstacle that stands in our way in the pursuit of our Godhood. In the Traconian tradition, Leviathan is both the inner and the outer dragon, the primal force of all creation and destruction, and the inner evolutionary potential of man, that which connects us with the dragon, the spark of the dragon's fire within. In the macro-cosmic science, Leviathan is the very beginning, the original cosmic force that gave rise to the universe. On the micro-cosmic level, she or he represents the inner source of continuous transformation and timeless existence, the principle that activates and binds all processes of the self. She is the above and the below, the inner and the outer force, the soul of the world, and the inner fire. Leviathan, the third component in the Traconian trinity, is the electric energy or tension caused by the friction of the twin polarities of light and shadow. It is the fire snake rarified on the more subtle planes of consciousness, and it is the abyss itself, but after another manner. Leviathan is what binds the astral and physical bodies. She represents self-control and mastering of the self through a dynamic change. She is both the above and the below, the inner and the outer force, the soul of the world, and the divine spark. She is the timeless existence, the principle that wakes and binds the essence of the self. You can find Leviathan by immersing yourself in the depths of the unconscious in dreams and visions through which the impulses of the unknown are brought to the light of consciousness. This process is an integral part of the left hand path, where the adept gradually reaches the center of consciousness by immersion in its inner core in search for potential that enables one to shape reality, both the inner and outer. Through walking the path of Leviathan, we become as Leviathan, the great serpent dragon, the divine being, separate from all cosmic structures. All we have to strive for is to become aware of and master the spark of divinity, the essence of Leviathan. Thank you for listening to and viewing this presentation on Leviathan. I highly recommend the Oriculum Leviathan Tarot by Asimuth Mason and Bill Duvendak. It is by far my most favorite tarot, a tarot of the left hand path and a clipothic tarot. If you are interested in doing what we do, contact links are provided here on the page. There is a host of free materials and gnosis on the Ascending Flame website. The intro track for this video is the Forbidden Elixir by the artist Emiya. Emiya's compositions are absolutely perfect for any ritual work, particularly left hand path workings. Please support his work. Website and Facebook links are provided. His work is also available on Apple Music and Spotify. Background track for this video is Feral Spirit by the artist Paleo Wolf from the album Archetypal. Please support Paleo Wolf as I have by purchasing his tracks and albums. I find his compositions for meditation and ritual work to be primal and moving and I highly recommend them. Website and Facebook links are provided. His work is available on iTunes and Spotify.


We're at the DEF CON 30 Memorial Room. Now, we were hesitant to even shoot this, but then as we talk to the organizers, I think it makes sense we should be here. The Memorial Room came after Dan Kaminsky passed away. And it was interesting when that happened because most people didn't hear about it until coming to CON. CON has grown, it's 30 years old and it's grown every single year and people meet friends here. And you see those friends once a year and oftentimes you come to CON and it can ruin your whole CON experience when you hit here and find out someone you liked, loved, passed away. And this is a room that was set up for DEF CON to come and either write in a memorial book, come find a rock, put their name on it, share stories about those individuals, or even have wristbands sharing the name and dropping them here so someone else can, you know, participate, experience maybe their name or look them up, see their name, go look up what they experienced at DEF CON. I wanna sit down here, I wanna hear more about it. There was even another station over here where you could send your phones to your favorite pictures of these people, send me an email and then print them off and tape them around the room. I love this. I absolutely love this concept of this. Thank you for like taking the time to sit down with us and letting us do this video because I think this is an important aspect to DEF CON especially as it's gotten 30 years is a long time. I mean, it's interesting, even the progression of CON as we've gotten older, we've had kids and now DEF CON for kids is starting more and more and but as we all get older, things like these real things we have to start dealing with. Can you tell me about like, wow, you started this, it started, I believe last year? Well, it really started with Dan Kamensky's online virtual funeral that had so many people and he had such an effect. And I cry way easy. And Darktanion realized out of our community acknowledging and supporting and honoring people for their lives and doing it because of their passing is something missing from our community. And for him, DEF CON is so about community. And so this started a conversation after that time and I've worked with Jeff on DEF CON and Black Hat since DEF CON 7. And he knows a lot about my background which is not at all hacker. Very oddly, much more energy work but I do it here. And so as this came up, I sent him a note and reminded him of the background I have which is a lot of time dealing with DEF and dying in people who are in grief. And so this came about. It's our second year. Last year was great. It was small but DEF CON was small last year. So it was all perfect. Yeah, it was really intimate. Yeah. And so we came back this year and I'm hoping we expanded it so we have a way throughout the year for people to connect. I have to see with Jeff if we can get some space on the website or whatever, whatever would make sense. And that we have a little more of the beauty of DEF CON next year. We have a wonderful glass. Can you hold hand me? This was one of the items sold at DEF CON because she was part of the branding. And I think 24, DEF CON 24. And to me, she kind of looks like, I don't know, hacker Madonna. So, yeah, I think it's a great idea to have so I brought it this year and we have our little appropriate hotel LED calendar candles. So we're here and people drop in and it's amazing. I think what's so interesting and something you said is like having a spot on the website to hear from the community and have a place to celebrate these people have come to DEF CON and poured their lives into it to connect with so many other people having a place for that because I do think it's hard when you come back year after year, I might not happen to me one time as I came to DEF CON, you come excited to see friends and then you see one and then you see another and then the one you're expecting to see is gone. You didn't hear about it because you have these DEF CON friends. You have friends you hang out with all the time and then you have other ones you see once a year. So I love this space, especially it's a time where you come and reflect and think about those hackers who aren't with us anymore and especially with the chaos like right outside the door, running villages. It is DEF CON over there. It's good to take time to step away almost even like turn your phone off and just time to just spend. And I think that is a piece of it. So if you come here and discover something has occurred, someone is gone, it's hard in the chaos of DEF CON which is brilliant and wonderful and creative, but it's a hard energy to kind of be in and be present while you're trying to adjust to what you've just found out. So knowing over the years that there is a space in DEF CON where you can go and process it, let it go. I mean, DEF CON is and has been since the beginning aware of the fact that we all have human frailties. I mean, we have a 12 step meeting here. And have four as long as I recall. And again, for me, it's just as a community, if we lived as a community, if we were that tribe, when someone got sick and then if they passed, everyone is there and they're there to support that person's family. And we have some things from friends of Tuna who passed in 2019 and they actually came and he didn't make it to DEF CON that year because he passed away during DEF CON at home. And they held his memorial here in Flamingo. And I don't think we understand yet quite the intensity of the connection. In a sense, we do, but I don't think we fully get it because we haven't yet brought it into the bigger DEF CON. Well, it's interesting to me. We did another video on the channel which was what was your best tip for DEF CON?  And again, some of them were like, go learn something. But all of those had this interesting underplay to it. It was this interesting undernote to it. It was go play a challenge to meet other people. Go explore a village to meet other people. Go find your passion, find your tribe was what you said. Find and as one of the people on our channel says is find your hacker family at DEF CON. But no matter what the tip was, it was always people were the underlying one. And it's interesting to me that 30 years is the time where we go, that is not a insignificant amount of time to grow these relationships which are fueled by that passion and have a place to be able to share that with others. I really do thank you. Thank you for taking the time and actually considering this village and growing it. I am, it's a weird thing to say I'm excited about this but I think it draws us to that core of what DEF CON is. There is the challenges, there is the technical things but at the core of it, it is the people. When I first, excuse me, when Jeff first brought me to see DEF CON and I was slightly terrified because I only knew about hackers from the local news which is not exactly what is.  And I first ran into some young kids talking to this elder gentleman and wanting to know, asking for information, tell me about this, tell me about that. Lo and behold, he's an upper level person at MSA and they're trying to gather all this information from someone who could be their grandfather which in my world is missing in our world. We don't turn to elders. And then I ran into this young man who had come in from London, never been here before and he had this goal of pulling together hackers who would then work together to shut down websites that were promoting children for sale. And his idea is the governments can't do this because those countries, it's not an issue. Hackers could maybe knock enough down on the regular basis to at least slow their business down. And seeing those two aspects of community, I had friends going, you did what with, what? You were with, I was like, it's one of the most amazing communities I've ever seen and it was baby at that time. And watching it grow, it's astounding. And I'm still here, I've shifted out of what I did to what I'm doing and then over to this because this community is growing and deserves to be offered such things because it's important for their own sense of community and being who they are. Thank you, that's all I can say. Thank you. Well, thank you. I hope this is one of those places that you as a viewer comes and experiences, especially like if you've been coming to Gefcon for a long time, this is definitely a place that it's an experience, it's hard to put into words. Thanks for watching.


Okay, tell us what you're working on. Uh, well, I am trying to ensure that the film transfer machine that I have, that's called the Telesinny, is actually working. I had problems with the sound head, and so I'm now trying to just ensure that everything is working okay. Where'd you find this film? Uh, this was actually a gift from another guy who collects films. His name is Bill Gerhardt, and he does this website called Connellrad. And Bill found multiple copies of this film, and I transfer films for him whenever he gets them on eBay, so he gave me this film. You said this is a new machine? This is, I mean, I bought it new. It's like going on three years old. Yeah, most of the equipment I have is stuff that I got used from somewhere, like eBay, or I bought it from somebody, or it was in a thrift store somewhere. I mean, the vast majority of the films I have, it's the same thing. I just find them, because what happens is schools and labs are getting rid of all this material, and I kind of bring it in.  It was 10,000 TV commercials for a client, and I needed something that was pretty rock solid, and this is very quiet, and it's very delicate on film, and so that's why I wanted this. 10,000? Yeah. Yeah, it was a big deal.  This is a film inspector, and this is what libraries and archives would use to inspect films, either that were going out to people that were checking out the films, or when they got them back in, then they would inspect them to make sure there wasn't any damage, and they could fix splices and things. So we use this to clean films, and we use this to inspect films, and then when I do shows, I put shows together on big reels like this, so I don't have to keep changing reels. To do what I do, I have to use sometimes really new technologies, and then have to interface them with very old technologies. And then there's this kind of gray area in between where I found it's very efficient for me to get the highest quality image by using computers that are pretty old, but like five years old or older, which is cheaper, and actually very efficient at what they do. So not only do I have to know a lot about audio visual equipment, but I also have to know something about computers. There are many more farm facilities that can be adapted. So this machine will capture each frame individually? Well, yeah, kind of. I mean, with video you're not working with frames, you're working with fields. So it's capturing 29.97 frames, or like 60 fields a second. And film is traditionally 24, so you have what's called a pull-down, where it's copying a frame every third frame. It's copying one frame to kind of compensate for all that. So these other machines that I have, they actually do one frame equals one frame of video. And ultimately, that's what we're going to do at some point of time. I afraid this machine to do HD, and it's going to be a single frame. How long do these frame-by-frame machines take per frame? How quickly do they work? Well, it depends on the resolution. So for example, there's one machine over there which runs about 8 frames a second. These newer machines actually run pretty close to real-time, like 18 frames a second. But when I get a higher-resolution camera, a higher-definition camera, it's going to go slower because you have to compensate. I'm going to get a 2K camera for a 16mm telecenter, so I can do these really high-quality scans for a 16mm film, but it runs like 6 frames a second. It's kind of a trade-off there.


Alright guys, I think we're going to get started now. So we have a very special Grand Rounds prepared today. It's on the topic of wellness and academic medicine. It's a topic that I feel like personally it's very important because reducing physician burnout will allow us to really provide the best care for all of our patients. So we have the pleasure of having Dr. Robin Marcus. He's actually the chief wellness officer at the university, come to speak to us. We also have our very own Dr. Ord, Lisa Ord, as well as Dr. Griffin Jardine who will be speaking to us about this topic as well. To jump start the session, I'm going to ask Dr. Olson to come up and share a few words. So this whole area of burnout is a national epidemic and if you look at your numbers you follow these, you want to say is it getting better or is it getting worse? It's getting worse. Ten percent increase nationally over the period of just the last few years, a whole host of reasons but this just has to be addressed seriously and I want everybody to know from the top that I am very concerned about this, that I am very interested that we do everything we can to make sure that people have appropriate work-life balance and all the tools and the rest in place to help with what they do. We've got an incredible individual who is willing to be the champion for this, Griffin Jardine has taken this on with incredible enthusiasm and excitement. We are unbelievably fortunate, uniquely fortunate to have Lisa Ord in our department who has both the skill set and the desire and the interest to help us in regards to this. I know that we have an issue of making sure exactly where we are and based on this we did get this time a very, very complete survey so that we are going to report to you exactly where we are as a department and Griffin is going to present that so you have that in place. We want to make sure that everybody knows that we have all the resources available, Robin is a champion of this and she is amazing at what she is doing and then she has further backup with all that she is going to present and put in place and then we are going to regularly be talking to people about the tools and the rest they need. This is at every level. This is at residence level, this is at fellows level, this is at faculty level so this is something that we all are engaged in and we all need to help and support each other to recognize that this is bad for us, this is bad for our patients, this is bad for our families in that we want people to be excited about what they are doing and where they are engaged in. With that I will turn it over to my good friend Robin. Tell us about it. Thank you Dr. Olson. Dr. Jardine I really appreciate being asked to come and share just a few minutes with you before we hand it off to the other two speakers. So I want to let you know first of all I am just going to give a little background information to follow up with what Dr. Olson said. Provider wellness and I am going to start with provider wellness but forgive me but I am not going to end with provider wellness. I am going to talk about the whole team but I want to talk about provider wellness because it is a little bit about what we know about with the literature. You all know about the triple aim. Well the fourth aim is taking care of the team of people that actually are responsible for the triple aim and you know we have identified this, we are actually looking for a little bit better graphic but this is what I have right now. So what we really want to talk about is how important it is and how our institution recognizes the importance of taking care of yourselves so that you can take care of others. So that is something that I think is as Dr. Olson said really coming from the top down at this institution. So the outer circle there really is clinician and also staff and team satisfaction, wellness, resilience, all the other words we are going to use to talk about that. So let me talk to you a little bit about what we know about national burnout rates. I kind of hate to start this talk with burnout, I would rather actually talk about resilience with I think is a more positive way to look at this but you can't talk about this without talking about burnout. You can't open the time magazine without talking about physician burnout these days. So we know quite a bit about observations of physician perceived burnout. Residents are in particular residents are affected by this. 50 to 75% of people across residents across the country are identifying themselves as being burnt out. Physicians are also above 50% and as Dr. Olson pointed out this is particularly scary because it has seen an increase of 10% in a relatively short amount of time and really there's no indication that this is decreasing at this point. Again I want to say we know that all healthcare professionals are at risk and in our institution we really have an institution wide initiative to address this. So a little bit about our own data, we have a, let me just give you a little bit of history, so we put together a GME wellness committee about a year ago and over that period of time, it's a very multidisciplinary committee and over that period of time we initially started with a resident and fellow survey. That was quite an extensive survey, some of you in here probably took that survey and we actually hired a wonderful clinical psychologist who now is the director of GME wellness who's part of our team. And what we identified in that initial survey was that about 46% of residents were self-identifying as burnt out and another and about fewer but 23% of the fellows on that same survey were self-identified as burnt out. And then there was another survey that we did with the faculty where we identified that about 30% of our faculty across the system and this was, I think we had an N of about 608 people take this survey so it's not all of our physicians but this was a physician survey, faculty survey. And the important point here is that 30% we think represents is actually very conservative because it was representing only one piece of burnt out which is emotional exhaustion so on surveys where you're looking at a few different pieces of burnt out those numbers are expected to go up. So it correlates with burnt out, you could probably tell me right in the room but what we know from the literature is one of the number one things is a sense of control and autonomy in what you do. We also know that regulatory requirements are affecting provider levels of burnout, productivity pressure as well, work hours and not only the number of work hours and that isn't directly correlated with burnt out interestingly but the flexibility of those work hours is very much correlated with burnt out. Whether you perceive what you're doing is important and appreciated by your superiors is also highly correlated with burnout and then things that are in my wheelhouse like whether you eat well, whether you sleep well, whether you get enough physical activity those are things that are also associated with burnout, your stress level, whether you're satisfied with your job and I will tell you that in our survey that we did here we have very, very high job satisfaction and we still have a relatively significant large amount of burnout so in our survey in particular just because you were satisfied with your job did not mean that you were not self-identifying as burnt out but nationally that does seem to be an issue and then importantly team function and we have found that to be significantly correlated with people self-perceived burnout. So failure to respond and I probably don't have to tell you about this but when I talk to leadership we really push this because it is very, very important that we respond to this as Dr. Olson said. We know that burnout is associated with poor medical outcomes so poor outcomes of the patients that you see that's very important. It's also associated with patient satisfaction. There the disruptive behaviors that are associated with burnout are something that colleagues have to deal with. It's significant productivity, lack of empathy. Those are important things, satisfaction and engagement. Again the numbers here speak loudly to people that are concerned with costs and I put this number up here because we used to say when I first started doing this talk when we looked in the literature we tried to find as much information as we could and we used to say that it costs about $250,000 to replace a physician and actually the most recent data is suggesting that if we include both the indirect costs and the direct costs of replacing a physician in an academic medical center it approaches close to a million dollars. So if we lose a physician because of burnout not only is it a terrible thing for them personally and I don't mean to say that I put that down low because it's not important it's extremely important. The personal consequences of burnout are very important but our systems consequences and the financial consequences of burnout are very important. So we don't neglect to mention that now. And then finally and again I put this last more to emphasize it because the very real personal consequences of burnout are something that we're all very concerned about. So this is hot off the presses the organizational plan value kind of road map for fiscal year 18 and the reason that I put this up is if we look at this yes I have a maybe I don't it's okay. If you look at this slide you can see obviously the patient experience quality and financial strength those are our main areas that where goals are written for our organizational plan and this year we have provider experience and wellness workforce planning employee engagement and clinical support down in the lower left hand corner of this those are all very much related to having a staff and faculty that is not burnout. So you know and you can actually look across here there are several of these issues that can be and should be addressed by keeping our employees our faculty our staff your teams well and satisfied and so I think that this wasn't there if you looked at the fiscal year 17 or 16 it wasn't it's starting to come in and now it's very explicitly identified on our our roadmap to success for the institution. So I think that's a good that's a very good sign. So I'm going to talk to you just briefly about where a lot of this work is gone. So I told you that GME about a year ago we established a committee and that ended up with us having a GME wellness director now and about at the same time we brought together a group again of a very interdisciplinary group of individuals to start talking about physician and I will say physician because that's where it started out physician wellness and resiliency and basically what we were talking about around the table was what can we do to prevent what we know might be inevitable if we don't do something and that is really really terrible outcomes not only patient outcomes but personal outcomes for our physicians because academic medicine medicine in general is hard and hard things happen and we need to address this. So this was a group of people that came together across the system including risk management my office the faculty affairs office and others and the result of this was um over about a three month period of time was we decided that we wanted to go to leadership to propose a resiliency center um and that resiliency center we decided by the end of this about three month period of meeting needed to address resiliency from more than the physician's perspective the physician is very very important but the team was also very important and so the resiliency center was born basically and the resiliency center is is now a reality and it is we've identified certain pillars and I'll talk about those in just a minute but the resiliency center we want to be a hub for coordinating and supporting our entire health system relative to wellness and resilience it will bring together uh undergraduate medical education graduate medical education uh at UUMG there there's compassionate workforce of our huntsmen there are a lot of of uh moving pieces that we're trying to coordinate and the three programmatic pillars that have been identified as being important to the resiliency center are listed here so one is faculty and staff wellness initiatives I'll talk briefly about in a second another one is a communication skills program and another one is a peer counseling program oh and finally sorry there we also are bringing on site uh an EAP provider um who will be here at the institution 40 hours a week EAP that employee assistance program and I'll talk a little bit more about that just a second so the the first pillar being faculty staff wellness initiatives just to let you know so what we're looking at is there are a lot of really great things and and just looking out here what you guys are doing here is phenomenal and we're not trying to obviously take that into the resiliency center but we want to be able to help share the good work that's going on across the system and learn from from each other and start to provide what we think is best practices so we want to build capacity and support local innovation that's occurring with wellness in the departments and the clinics we also want to coordinate faculty staff wellness initiatives that are aimed at engagement and satisfaction so we're working with HR as well and one of the things you'll be pleased about I hope is we're trying to coordinate the number of surveys we send out and try to figure out who's sending what and why what information we're getting because right now it's a little bit confusing so we're hoping to to identify that one of the initiatives that we started about a year ago again was the faculty wellness champion program and that will be coordinated under the resiliency center now as well we hope to have a coordinated approach to mindfulness both at the individual level and the team level because there are a lot of people doing a lot of good things in mindfulness but we want to coordinate this so that we can share again what's working we also and importantly because we're an academic medical center we want to track outcomes we want to show impact or not and change course if we're not having an impact and we want to share best practices across the health system but also we want to be able to disseminate information across the country so in fact right now my colleague who is one of the associate directors of the resiliency center is at the AMA in Chicago at a meeting presenting some of this information so I mentioned the second pillar being a communication skills program it's pretty clear that communication skills are both across the team between team members between team members and patients the the better we communicate the less burnt out we seem to be and the more resilient we seem to be so that's a very important piece we were we're planning on modeling this program off of a program that you're probably familiar with which is the u cope program in palliative care but we're it's not going to be the exact same program so we're trying to modify that program to meet the needs of our providers and the teams and we really hope that again this is there are a lot of communication programs going on across campus and what we're trying to do is we're trying to bring those together and coordinate so that your as providers you're not asked to go to six different communication programs so that we can we can hopefully coordinate our efforts here the third pillar is a peer support program and very very important in preventing burnout and improving resilience the ability to talk to someone like you who's going through the same thing and whether that is a nurse to nurse or whether that is a doctor to doctor we're hoping to build this program based on a pretty successful program that's currently working out of stanford where we will train people we'll train peers at our institution and have a group of people that are available to you when needed and then finally I said that we're going to have a an EAP individual on on campus so the employee assistance program is great we have a great benefit here but oftentimes it's not used and part of the reason why it's not used is because it's not here and so what we are we're teaming with our EAP provider and there'll actually be three different providers and they will be here early and late and part of the middle of the day for some direct crisis management direct counseling but more importantly they're going to be part of this team for prevention so it's not just you need to go see an EAP provider hopefully this will be integrated into our the whole preventive aspect of the resiliency center so just to finish up here I just have a couple more slides one of the things that I want to point out is we understand that resilience is not just telling you all to buck up and bounce back it is the system and the individual and my role really is to champion this at the system level to make sure that we're getting we have the capacity and the ability to change the system so what I thought was wellness two years ago I had no idea that wellness was epic okay but wellness is epic and I understand that now and not that I can change epic but that's the role that you know I can help play and the resiliency center leadership can help play so this is not just at the individual level although we think but we can we can't offer more important and valuable individual programs we need to address this so that at the individual at the department at the clinic level at the to fulfill our academic mission and at the health system level and so many of the meetings that I've had have been with you know Howard Weeks with epic things that I never thought as a wellness professional that I would be doing but I want you to understand that at least our leadership is understanding that so the resiliency center will be in the HSEB located just south on the fifth floor just south of faculty affairs importantly we they will also be electronically available so even though we know that's across the street it's across the street so they will be electronically available and they will also be on the road so you can expect to see them and hopefully working with your providers over here we have two faculty co-directors who are terrific Amy Locke and in department of family and preventive medicine and Ellen Morrow and the department of surgery are leading the effort from the physician side and then we have hired a new clinical psychologist her name is Megan Call she will hit the ground on May 1st next Monday here and she is coming to us from Dartmouth where she has been involved in their physician wellness initiatives I don't I can't tell you the AP providers are yet because we don't have names so I'll just finish by saying that you know again resilience is the capacity to respond to stress in a way such that goals are achieved at minimal psychological and physical costs resilient individuals bounce back after challenges while also growing stronger but that's not we don't just expect you to suck it up and bounce back we're hoping to actually provide resources to help you so I'll finish there and if you want any questions