God, I'm gonna evangelize everybody I meet. God, I'm gonna read my Bible every day. God, I'm gonna obey my parents. I'm gonna do everything that I'm supposed to do. I'm gonna be the most responsible. I'm never gonna repel. God, I'm doing this for you.  It has so heavily impacted my whole faith journey up until now and I think now I'm just getting to like finally the root of it and beginning to figure out, okay, how do I get rid of this dumb thing that's putting so much weight on my shoulders and expectation and just really manipulating the way I see God and how I interact with him. I say all this to say that you guys, maybe you watching this, might be believing a similar thing and you might not know it, okay? Cause the thing was for me, I believed this for a long time, maybe subconsciously or not. If somebody were to ask me, do you believe this? I would say, no, no, I don't believe that, but I lived like I did. I lived like I did and that was where my expectations were. So this is very vague because you don't know what the lie is, but I'm gonna share it with you in a second. This all came up for me when I was reading the story of Lazarus. Now Lazarus, it's a familiar story for most of us. The story of Jesus and his friend and his friend died and Jesus came in and he said, Lazarus come out and Lazarus is all stinky and he's got all these garments of these claws on him because that's what they would do at the dead and he comes out and he's alive, right? This is a beautiful story, but what I didn't really clue into or hone into as much was the beginning part of the story.  Let's jump in. So we go to John 11 where Mary and Martha, we know Mary and Martha, they're going to Jesus and they say Jesus, hey, your friend who you love is ill. Okay, number one here, if I were Jesus and I'm not Jesus, but if I were God and obviously that's not gonna happen and is impossible, but if I were God, I would say I want the people that I love that I'm closest to my best friends to be taken care of. If I have total power, then why wouldn't I want them to be totally healthy and healed and happy and use my power for them? If you were a superhero, you'd probably want to fly your friends around, make sure that they're well taken care of, that they're safe. But here, Jesus, he does something interesting, okay? Mary tells him this and yet he stays where he is for two more days. That doesn't seem like a very good friend. That doesn't seem like somebody that really cares. And Mary here is kind of building this thought like, okay, what's going on, Jesus? You are close friends with me and with Lazarus. Like, you know us and yet you're staying where you are and you're not healing them. Okay, what's going on here? Lazarus dies, that's insane.  Then Jesus, he finally comes to where Mary is and where Lazarus has died. And Mary comes to him and she's just honest. She's just straight up with Jesus in a way that maybe a little bit disrespectful, not super honoring, but she's just like more curious than anything maybe. She says, Lord, if you hadn't had been here, my brother would not have died. That's just the facts. Like Jesus, if you were here, I thought you cared about us. Number one, I thought you loved us. If you were here, you would have prevented this. Okay, let's zoom out for a second. If I was Mary, my presupposition would be, God's gonna care for the people that he care for for the people that he loves the most. Okay, so if I get really close to God, then God is gonna make my life go the way I want it to.  The lie is, is that God is obligated to give me what I want. If I do, if I'm close to God, if he loves me more than other people, I try to get him to love me more than other people, that's the truth of it. If I try to be God's star child, that was where I was at. I wanna be God's star child. God, I'm gonna start the Christian YouTube channel. God, I'm gonna evangelize everybody I meet. God, I'm gonna read my Bible every day. God, I'm gonna obey my parents. I'm gonna do everything that I'm supposed to do. I'm gonna be the most responsible. I'm never gonna repel. God, I'm doing this for you. And you're standing there, and in your moment of need, you're asking God, God, my brother Lazarus, the one that you love, he's ill, help me. Help me, God. And God seems to acknowledge it, but he stays where he is for two more days. And I can even imagine myself in Lazarus' perspective, man, I'm ill, literally my best friend, close to it, at least from my perspective, is the Messiah, and that he doesn't come to me when I need him to heal me. So I have this presupposition, this understanding that if I do everything right, if I'm close to God, if I do what he wants me to do as best as I can, then at the end of the day, God will say, hey son, I've been seeing what you're doing, and I'm proud of you. Not only am I proud, but I'm gonna reward you. I'm gonna give you the life that you want. I'm gonna make the relationships that you have super easy and fun and good. I'm gonna make sure that you're financially successful. I'm gonna make sure that your career and your ministry does super well. I'm gonna make sure that you're just a happy, joyful person and you don't need to encounter hardship or sorrow or pain or depression or anxiety. Any of that, I'm gonna push that away because I see you and I see what you're doing and I wanna reward that. And that was the lie, that was the presupposition that I approached my life with. Okay, we go back into the story. When Mary had said, hey, Jesus, Lazarus, who you love, he's ill, what did Jesus say to that? Okay, because we come to Jesus with similar propositions, similar words and that desperation there. We say, Jesus, I'm struggling here or my friends struggling or my family struggling. You love them, so do something about it. And this is what Jesus says. He says, this illness does not lead to death. It is for the glory of God so that the Son of God may be glorified through it. What is he talking about? He literally tells Mary what the purpose of this is and yet it goes right over her head. This happens a lot with Jesus and we can laugh and we can say, oh man, Mary had the answer literally right in front of her and yet we do this all the time because we have God's word and we've read the answer and yet we still ask God and we still have false expectations of God and we still don't understand what he's doing even though he's told us in a broad sense what he is doing. So in this context, Lazarus was ultimately raised from the dead, but he still died. He still ended up dying. Like he still, you know, after a few years, I don't know what's not documented here. He did eventually die, okay. But the truth of what was going on here was that God was using this for his glory, that he was willing to allow people that he loved and himself to go through pain, to go through hardship, to go through sorrow and grieving in order that his purposes would be fulfilled and God would be brought glory. Okay, that was what he was willing to take place for the glory of God. That's a tough truth. That is a tough truth. But then on the other side of that, after Mary came to him and she said, Lord, if you had been here, he wouldn't have died. I think a lot of us can relate to this sentiment. God, if you had been here, my marriage would be together. God, if you had been here, my finances would have been in a better place. God, if you had been here, I'd be successful at my job. God, if you had been here, my relationships would be so much better. But where were you, God? Where were you? And we bring this accusatory tone to God. God, where were you when my mom is struggling with cancer? If you had been here, she'd be healed. And we bring that to God. And what does Jesus say? Well, when Jesus saw her weeping and the Jews had come with her or were also weeping, he was moved deeply in his spirit and greatly troubled. And he said, where have you laid him? They said to him, Lord, come and see. Jesus wept. You see the savior weeping not only for those around him that have experienced the sorrow and pain of Lazarus' death, but also his friend. His friend had died. And you're asking yourself, why would God allow his friend to die? And yet he makes it clear. It's that I would be brought glory. And in this case, it is through his resurrection. I come back to this reality that our pain is not purposeless. That God weeps for us in the midst of that pain, in that midst of that sorrow. But we need to drop this idea that just because we're trying to do everything right, that God is obligated to give us the life that we want, that he's obligated to answer every prayer that we have, that he's obligated to make our life work in the way that we want it to. I did my part, God, now it's your turn to do yours. God, I was a close friend with you. Now I'm asking you to do this for me. We make accusations that God, oh, he's not good, because he's not giving me what I want. But who's on the throne then? I'm on the throne. I'm on the throne. Friend, you're not on the throne.  That's not how he works. He's told us that it's for his glory. This whole thing is for his glory. The pain that we experience, the story that he's writing, that's for his glory. And he relates with us so deeply and his compassion for us in the midst of the pain, in the midst of the questions. When we don't understand God, why weren't you here? He has compassion for us in the midst of that. I wanna drop this whole lie that God is gonna make my life work exactly the way I want it to because I'm a good person. Because that is good works and that is a life lived to get from God. God, I'm gonna do this for you so I can get this.  That's how I'm gonna do it. I'm gonna be perfect. I'm gonna try to be perfect or I'm trying to honor you and that's what I'm gonna get from you. No, I'm gonna drop that lie. That is a lie and it's a lie derived to separate us from God, to keep us moving in this realm of duty, this realm of obsession about one more thing and my life will be complete. If this just goes right, then I'll be happy. If this just goes right, then I'll be satisfied. No, none of that will satisfy you. And so God wants you to drop that, drop that lie. That's not how it works. How does it work? Everything is a gift from God. The pain, the suffering, the sorrow that we experience. It is designed to cast our eyes on him that in that, God would be glorified. That God is writing a story, a testimony through all of that. That's designed to point people's eyes onto him.  Cause that's an idol. That's something that will separate you from me. So I'm taking it away from you.  I know you thought you could. And I'm sorry that you believe that. But I want you to let go of that and recognize that I have a better story for you. I have a better plan for you. And that doesn't mean that your life is gonna go better or good or the way that you think it should.  That is it, that is it. If we can be open to that in the midst of the pain, in the midst of the suffering to say, okay, I'm gonna go through all these things because I know that God, he cares for me. He is compassion for my hurting heart. And in the midst of this, he is softening me to be ready to be molded. Oh, that's what we want, that's what we want. So friend, I encourage you today, if you've been buying into the Sly 2, this belief about Jesus, let go of it, let go of it.  It's gonna take some reworking. I'm still working through it myself because I carried that for so long. That's not the way that God works. And I pray that when you drop that lie, it'll free you.  And he loves you. And he's given himself for you.  He has given you so much grace that you far beyond what you deserve. And you can rest in that, friend. You can rest in that. Thank you for watching this video. If you enjoyed it, I encourage you to subscribe. If you wanna support what I'm doing with the ministry here, I'd ask you to support on Patreon down below or give a one-time gift on PayPal that would be such a blessing. Thank you for watching again, and I'll see you next time. God bless.


Hello, and welcome to the Laurel Market Show presented by Buffalo Wildlings. I'm here at the Royal Show with Susan Gilhawke, head coach of Laurel Market. Coach, we'll get towards the end of the season. I just kind of talked about how things have gone over all so far. Kind of the second half of the season during the conference play. Yeah, so we're in a conference play now, and we play hood today. That's a must win for us. So the conference is tight, I guess. Lev Val and Messiah in the lead right now, both being undefeated, but they haven't competed against each other in a lot of other strong schools yet. So we're hoping to get into that final four. That's not completely in our hands anymore, but we're hoping to do so. Right, I'd say you have three games left, but it's all against teams, like you said, closer to them, Alvernia, I believe, and Albright. And we have Albright, yeah. Albright, who are all three teams who are kind of all in that mix, kind of for those final three spots. So like you said, you don't completely control your own destiny, but if you can manage to be fortunate enough to win all three, you have kind of a better shot and you kind of control things that way. Right, and I think not only win all three, but I think it might come down to goal difference. So that comes into some hard thinking tactically from a coach based off of maybe if we would win by only two versus winning by three, or winning that sort of thing. Right, so it might decide its tactics at the end of one of those games. Exactly, yeah. Now, kind of looking back at some of the games you played recently, I think one of the most fun games was I played St. Mary's here in the middle of the month, and they came in undefeated, they were 10-0, and they were able to beat them 1-0. Yeah, so that was a great game for us, and it was funny, because after the game, a lot of the girls didn't know that they were undefeated. So when I told them later, I was like, you guys, this is their first loss. They were like, oh my gosh, and it was a total different reaction. So that was an exciting win for us. We played very well that game. Yeah, it was probably one of the best games I've seen play this season. Yes, yes. Yeah, absolutely. Our coach would look forward to our senior's on Saturday, and I'd best select the rest of the way. Hopefully, next time we chat, we talk about playoffs. Thank you. All right, for Laurel Barron, this is Greg Royce. You're watching the Laurel Barron Show.


Hey everybody, join me in today's episode of Azure Unblogged, where I'm joined by Michael Flanagan from the Azure Cost Management Team. He's chatting to me about how customers use Azure Cost Management, and he's also sharing some tips on how to learn how to use Azure Cost Management and also how to keep up today with all the features and road map features that the team are working on, so stay tuned. Hey everybody, and welcome to today's Azure Unblogged episode with myself, Sarah. I'm joined by Michael who is a Program Manager with Azure Cost Management. Michael, welcome to the show. Thanks, Sarah. I'm glad to be here. Awesome. Now when customers were a few years ago looking to migrate to the Cloud, they often got caught out with having to deal with cost management. Are we starting to see that trend change a little? Are customers more aware of the cost management piece that they now need to build into their strategy? Yeah, we really see the full spectrum. When I first joined the team, I was really surprised that how many large enterprises were struggling with that transition from on-prem to the Cloud, especially around cost management. Even those that had been using the Cloud for years were still struggling to find their footing. But over time, I realized that everyone's going through that same growth curve. Whether you're big or small, there's a mental model change that you need to make and how you need to approach Cloud-native solutions and understanding that and embracing that is critical for cost management. But we've definitely seen some major strides over the past few years. It's honestly been a little bit humbling to see how the community has grown and to have deeper, more engaged conversations about taking cost management to the next level with organizations of all sizes. Absolutely, there's definitely been some movement there and that's definitely great to see. So with the product Azure Cost Management, I've definitely seen growth over the last few years, how to implement it and use it myself for my own Azure subscriptions. Why do you think customers are embracing our product Azure Cost Management? What are the real benefits for them that we're seeing? Yeah. At its core, the main benefit that you get out of Azure Cost Management is optimizing what you spend. Whether you start by seeking to understand how you're being charged or you want to establish limits around what can be spent, the ultimate goal most people are looking for is really to just reduce those costs. There are a number of ways that you can achieve this. I always tell people that you need to start by understanding how the services you're using are built. Because knowing how you'll be charged is the first step to reducing those charges. The best place to do this is the Azure Pricing Calculator, which gives you a great breakdown of costs for every Azure service. You can also use cost analysis in the Azure portal to see a similar breakdown of your resource usage, for the resources you're already using. Then once you have a good understanding of what you're spending, you want to enforce some limits to stay within your financial constraints, whatever those may be, and budgets will help you with that by notifying you when you've exceeded any predefined thresholds. Or if you're looking to instill a hard limit, you can also use Action Groups to trigger custom scripts to shut down or even delete resources. That can help in a lot of ways. Of course, we also have advisor cost recommendations to identify areas where you may be underutilizing resources. Together, they all help you understand how you're being charged, stop excessive charges, and prevent unnecessary charges all in that effort to put more money back in your pocket and reduce what you're spending overall in the Cloud. What about trends? Are you seeing any features constantly lit up with our customers when they implement Azure Cost Management? What does your telemetry tell you about how they're using it? This goes back to the first question a little bit. Because the biggest trend that I've seen over the last year has probably been a general growth in the maturity of many organizations. Probably the two most notable things that I've noticed are, people are looking to break costs down for internal charge back, and also merge their cost data with other internal business data app usage metrics and any other internal systems that they may have. Seeing the maturity of organizations grow has been interesting. But I specifically want to call out charge back because a lot of organizations are really digging into cost allocation, which is a new feature that was released in September. Cost allocation allows you to split costs like shared network infrastructure and move the cost around within the organization to different subscriptions or resources, or even based on the usage of hags, to ensure that teams have full visibility into the cost that they're responsible for. Because at the end of the month, you're going to end up charging each of these organizations some section of that cost. They really need to see that throughout the month within the Azure portal, so that they know what's going to happen at the end of the month. Otherwise, there's a surprise, and then they come back and say, no, no, this is not right. This is not what I see. Cost allocation helps prevent some of those issues, and get everyone that more accurate picture of what they'll owe at the end of the month, directly from the Azure portal. You're talking about the organization working together there with the cost allocation piece. Is that the way people should be tackling cost management? It should be a team sport almost. It shouldn't just be something the IT department look after. What's your thoughts around that? Yeah, many people think about cost as a finance problem, but the truth is we spend more time talking to IT departments than finance teams. The question isn't really about finance versus IT, however, the bottom line is that everyone's responsible for cost, from leadership down to the individual project teams that are deploying the apps. It costs one of the most critical metrics in running your business in the cloud. It's right up there with security, availability, reliability and so on. Everyone should be talking about and keeping an eye on cost. And this is why many organizations are integrating cost data with other systems, which I talked about before, like using Power BI connector to build rich dashboards for leadership. And it was everyone to monitor costs, whether you're in the portal or not. What about learning how to use Azure cost management and also think about, you know, holistically cost management? What great resources do we have available to help people try and scale up on this? Yeah, the best place to start is definitely the Azure cost management and cost optimization learning path in Microsoft Learn. So I'd definitely say start there. Beyond that, we also have this monthly cost manager and billing blog post that comes out on the Azure blog. So I'd definitely say that you should also keep an eye out for those. They typically come out at the end of the month. And that gives you a bunch of new information about new and updated capabilities, early previews and new ways to save money with Azure in general. There's really something for everyone. So that's also something that I'd keep an eye out for. So that blog is something we should keep an eye out if we wanna see what's on the roadmap coming forward, is that right? Well, there's a lot to cover here. First, let me say that, let me go back to the monthly updates that I just talked about. In December, we published a blog post that summarized everything that we did in 2020 and also covered some of what's coming in 2021. There's a lot in there, so you should definitely check that out. I'm sure I'd miss something if I tried to cover it all. So let me just call out a couple of my personal favorites. The first isn't the most flashy, but we're focusing a lot on modernizing and involving the platform, especially around reliability and performance. There's a ton that goes into this, but one great example is an effort that we have to get cost and usage data into your hands and notify you about budget overages within two hours, which is a far cry from what it is today. So we're really excited to kind of get closer to that. And this is kind of a very long-term project that we've been working on. So seeing that come through for people throughout the year I think is gonna be exciting for them. We're also working on a new framework for cost reporting analytics and insights, which we announced in November. It's still very early days, but it's definitely stay tuned for in the coming months and you'll see many improvements in this space. And then in general, you'll continue to see the same level of investments around monitoring and optimizing costs as well as a lot of efforts to just make it easier to use and learn cost management and billing. Of course, this doesn't do it justice. There's a lot more. So please do read through that blog post and don't hesitate to ping me either on one of the blog posts or on Twitter. If you have any questions or you have any feedback, I'm always here. Awesome. Thank you so much for your time today, Michael. That's been really insightful chatting to you. What we'll be doing is posting the links to the resources that Michael mentioned in the description box. So make sure you check that out and make sure you stay tuned for future episodes of Azure Unblogged.


Hello friends and how are you all doing today? The question says what sum will buy an annual annuity of a piece 120 payable half yearly for two years at 7% per annum. We need to use the value of 1.035 raised to the power minus 4 as 0.8718. Let us discuss this question simultaneously. Well, we are given R that is the periodic payment towards this annual annuity as a piece 120. We are given the rate of interest as 7% per annum. That implies it will be 7 upon 2% half yearly, right? And we are given the time that we take as n as 2 years or it will be 2 into 2 that is 4 half years. We need to find out its value, the value of this annuity it will be R bracket 1 minus 1 plus R raised to the power minus n upon R. This is the formula that we are required to follow. We just need to substitute the value of these three in this formula. So we have v equal to 120 1 minus 1 plus R that will be 0.1 plus 0.035 raised to the power minus n that is minus 4 upon again R that is 0.035. Here we have changed this percentage as it can be written as 0.035, isn't it? Now we have v equal to 120 bracket 1 minus 1.035 raised to the power minus 4 upon 0.035. Its value is given to us already in the question. We just need to substitute that. So we have 120 bracket 1 minus 0.8718 upon 0.035 which on simplification gives us 120 into 1 minus 0.8718 is 0.1282 upon 0.035 which further gives us value as rupees 439.54. Hence the sum is rupees 439.54. So hope you enjoyed the session and understood the whole concept. Do take care of your calculations and have a nice day.


Howdy guys, Andy Pixel here, and in this video what we're gonna do is we're gonna talk about how to stay organized when you are creating all these networks and nodes and stuff like that here inside of Houdini. Alright, staying organized, at least for me, was a very important lesson that I learned along my Houdini learning path. Once I became more organized, it just seemed like everything got a lot easier. So I wanted to share my five tips for staying organized inside of Houdini. Let's get started. Alright, so let's take a look at tip number one here, and that is basically how to layout nodes. Alright, I often find that, you know, some individuals who are just starting out with Houdini don't necessarily know about all the different types of ways you can lay these things out.  I'm holding down alt and then left clicking and dragging.  Now by default, you'll notice that they all line up with each other nicely. That's pretty good, but you'll end up over time as you're developing more nodes with, you know, just kind of a crazy structure.  So you just basically keep your sanity when you're using Houdini and you have a lot of nodes in a large network. Alright, it's very important to stay organized. So what we can do first is just select all these guys and hit shift L. And what that does is it does a layout selected. Alright, and it tries its best to make it as organized as possible. It doesn't always work, but it's a cool tool to use when you just need a really quick layout. And I highly recommend doing it on, you know, nodes that are basically all connected together. It'll go and organize it for you. So if we were to come inside of one of these geo nodes, let's say we make a null right here. And we've got a couple of these guys like so and maybe we do a merge node like this and merge these two guys. Alright, there we go. And then we just duplicate this merge node so that way we can wire in this third guy over here. Now I'm going to hold down the Y key on the keyboard to left click and drag to cut those lines. I find it's much faster to do stuff like that. Now let's say you got all this stuff all kind of messed up. Alright, and I want to organize this. So I'm going to select all those nodes and hit shift L on the keyboard and look at that. Very cool. You can also multi select these nodes and turn on their blue flags by hitting the R key to toggle between back and forth. So another quick way to do that and I believe the template flag was the W key. Yeah, there you go. Very cool. Alright, so I don't want those to put it. So that's one way to organize these things. Let's go and mess this up again.  Well, if I start dragging left and right, it'll organize them in a horizontal fashion like so. Now if I were to select all these guys and hold down A and then vertically drag up and down, it organizes them into a vertical structure. Very cool. Alright, so another way to do that. You can also use the layout stuff up here. So you can say align nodes vertically. There you go. And horizontally. You notice it's not keeping the spacing. That's where the A key comes into place. Like that. Well, let's go and take a look at distribute nodes horizontally. Alright, so lots of ways you can go and do all this stuff. Okay, so that's what I wanted to cover in terms of node layout. Let's move on to tip number two. Alright, so I wanted to talk about a few extra kind of UI elements that are a good way to organize your stuff and also give your users of your HDAs or your networks a little bit more information. So let's dive back into that G02 node where we had all these guys. Now the first thing that I want to do is really simple, but I want to go up to view up here and I am going to turn on the grid and that was not in the view. There it is. If we go to our tools, my apologies, if we go to our tools and we can go and we can actually show grid lines. Alright, this allows you to snap these guys perfectly to some sort of grid. Alright, or we could display that as grid points. Another cool display. I see a lot of people actually using this one quite often. You really just want the intersections of the grid so you know where to put the individual nodes like so. Alright, or we can turn the grid off. Very cool. So that's one UI element there. The other thing I want to do is hit shift O on the keyboard and what that does, it creates what is called a net box for your nodes.  At least that's how I like to use them. You can use them for whatever. The cool thing about these is you can color code these by hitting C on the keyboard to bring up the color palette. You can also hit the little button up here. Alright, and you can go and color code these guys according to some color scheme that you have. Alright, so I'm going to tap C on the keyboard again. We can also give it a title and call this, you know, step two or we can call this one step one. There we go. Very cool. And then finally, we can go and collapse these guys. And look at that. We now have a much neater network layout. Very cool. Okay, so the last thing I want to do for this particular tip is talk about the nodes. You can come up here or hit shift P on the keyboard to create a sticky note. And you can use these guys to give your users information or people who are opening your hip file a little bit more information about what's happening in this stage of your network. So you can say, cool stuff is happening here. Alright, and it will help out the the end user basically. So a really good way to kind of annotate or just give more information to the people using your your hip files. Alright, so let's move on to the next tip. Alright, so tip number three, we are going to talk about node groups. Alright, so I haven't really actually seen this talk about too much, but there's a way to basically group together your nodes here inside of Houdini and I honestly really only use it at this object level. So at this level, right, where I can see all of my main geometry. And so what we can do is we can hit shift Z on the keyboard not actually opens up the group view here. Alright, and inside of these, what we can do is we can create new groups. So we can come in here and with our nodes selected, I can come up here and I can hit node group. Alright, you'll notice that it created another group down here. So this is always here by default is all group. This is all the nodes. You can we can go and hit these little plus buttons over here to hide and show all the nodes that currently exist at the object level. But now since I added just these four selected nodes to this group one, I can go and just hide those guys. Alright, very cool. Now we can also go and toggle their display flags so we can go over here and turn all those guys off that are in the group or turn them all back on. Alright, and it also shows you the number of nodes that you have selected for this particular group plus all their names in this little drop down over here. How cool is that? Now if you wanted to go and rename this, you can just double click on the name and call it my group. And there we go. You can also come in here and add more objects to it. So let's say I wanted to add Geo3 to this guy. So I'm going to hit Geo3 or select Geo3 and then hit add to selection. And now when I turn off all those, all those guys are gone. Alright, so we can also remove it. I'm going to say remove selection from group. And now we've removed it. Very cool. So you just keep going, add more groups.  And then I'll have, you know, another group in here.  And those would be all the building nodes. And this would be all the landscape and foliage nodes. Alright, so that's groups inside of Houdini 17.5. Alright, so let's talk about tip number four. So I'm going to go and hide the group palette there by hitting shift Z on the keyboard. And let's dive into our Geo2 over here where we have our net boxes. Now, let's say I have this really complicated network. Let me actually just copy all these guys and see if I can make a relatively complicated network here. We'll plug that guy into there, just making some fictitious procedural network here. And maybe this comes out to here. And we do it again. There we go. Come over here. Yeah, that's pretty cool. Alright, so let's say that I'm generating some geometry up here. Alright, so let's actually just pump a sphere into this for some odd reason. There we go. Alright, so let's say I'm creating a sphere up here and I need access to this particular sphere all the way down here at the bottom of my network. Well, I could come in here, you know, and just put in a merge node like so, and then just drag a long line all the way down there. While that is totally valid, you'll totally get the right result. You'll merge the sphere with whatever is coming down through the stream. Alright, but that definitely starts to create really nasty looking networks and it could actually prevent you from being productive. You know, when you have a lot of strings crisscrossing your network and you're going and creating, you know, new nodes, so let's make another null node here. And you're trying to wire it up. They'll get sometimes automatically connected to the wrong input. When you're working on, you know, effects type things where you have these heavy caches and stuff that could really screw up your time. So a quick couple of ways to do this. One way to do it is you can go and you can alt click the line to create these kind of routing nodes there. That allows you to go and do that and you can create, you know, as many of these as you really want. So you can go and do that. That's still not, you know, ideal. I'm just going to drag select those guys and hit delete on the keyboard to get rid of them. The thing that I like to do is I like to use an object merge node. This allows you to find geometry from other sides of your network. So I'm going to say get sphere here. And I'm going to turn off transform because I don't need to import any transform information from this guy. But what I want to do is I want to basically put this information, the sphere information or geometry into this object merge node. What we can do, there's a couple of ways you can do it. You can select this node and we can do dot dot forward slash to go and find that sphere node. All right, so that's one way to do it. So now that sphere geometry is inside of this object merge node. You can also come up here and with that selected, you can pan up here and drag and drop the node into that object slot there. So now I can just get rid of this line here and pump that into the merge node. And that's a really good way to say organize. We just cleaned up our network. So I don't have all these crazy criss-crossing lines everywhere. All right, so another helpful tip when working with nodes inside of Houdini. And finally, we get to tip number five and that is going to be subnets. All right, subnets are really cool. They're kind of like HDAs, but they're not HDAs. All right, but they allow you to basically take a bunch of nodes and put them into what is called a subnet, which is the beginning of an HDA. You always package it up into a subnet and then convert it into an HDA. So in this case, what we can do is we can just create a subnet for this because I don't want to have to select all these nodes, hit Ctrl C and Ctrl V all the time to copy that same operation.  So you can hit this button or you can hit Shift C on the keyboard and that puts out this subnet. All right, so this is, you know, my function, if you will. All right, so then I'm going to dive in to this guy and now I have access to all those nodes. All right, and it's a lot easier to, you know, copy and paste this from an organizational standpoint than it is to copy that whole network over and over again. You'll just, your networks will just explode with nodes. And so inside of here, we have access to all the inputs. All right, so these represent all the input geometry, whatever you're sending in to each one of these inputs. And we also have by default a single input, but let's say I want to actually output more than one thing. All right, so let's say I want to output the sphere and the result of this merge. We can actually drop down an output node here and call that output zero. I'm going to come over here and output another one. But you'll notice that if we have two of these output nodes in here, they conflict with each other because they need an actual unique index for each one of these. So this is zero and this one's going to be, you have to be one. There we go. So now if I were to jump up and out, I have two outputs. All right. How cool is that? We can name these things too. We can call this, you know, merged and we can call this a ridge sphere or something like that. And with that, we've just created our first subnetwork that has two outputs. And you can go and add as many outputs as you need. At least I think you can. I've never reached a limit really. So I might be wrong on that, but I have two. Most of the time you'll be around two or three, you know, for these things. But it's a great way to bundle up functionality. So hopefully all that was helpful. Thank you guys so much for the support. If you like this video, subscribe or share it or, you know, show your friends, whatever. I really appreciate it. Thanks so much guys. Talk to you in a bit.


Hey guys, how you doing? This is your boy Rich from Rich TV Live and you too can join the club at richpicksdaily.com where you can learn how to win and trade. Guys, how you doing? This is your boy Rich from Rich TV Live with more exclusive videos for you here. And guys, you need to join our community, our growing community at richtv.io where you can learn about undervalued, under-appreciated, under-exposed opportunities like ASEP in Canada and S-E-P-S-F in America. Put on your radar, put on your watch list. We're talking about a huge growing industry and a major, major need with antibiotic failure. This could potentially save lives and it is a huge growing sector. Let's take a look at it right here, right now. Don't touch that dial. So this is right on their website, asepmedical.com in their Bout section. ASEP consolidates two development stage companies, CEPSIT, Bioscience and ABT Innovations with shared missions, founders and investors, our purpose is to mitigate the global crisis of antibiotic failure by improving patients' odds of survival and quality of life. Together, our diagnostic and therapeutic solutions represent tremendous clinical and commercial potential through rapid diagnosis and uniquely effective treatment. This is the focus of asepmedical.com, A-S-E-P in Canada on the Canadian Securities Exchange and S-E-P-S-F in America on the O-T-C-Q-B exchange. All right, this is ASEP Medical Holdings, Inc. fighting antibiotic failure on two fronts, diagnostic and therapeutic. Diagnostic novel assay provides earlier, faster diagnosis and targeted treatment of sepsis. And you can learn more right here on the website at asepmedical.com, A-S-E-P on the Canadian Securities Exchange, the CSE and S-E-P-S-F on the O-T-C-Q-B in America. You can also see therapeutic, patented pharmaceutical peptide targets, currently untreatable biofilm infections. And you can learn more right at the website at asepmedical.com. They've also had some big news here. You can see ASEP Medical on November 19, 2021 announces listing on the Canadian Securities Exchange, the CSE, closing of acquisition of majority interest in ABT and sepsit and grant of stock options. This is the big news that they made. And then on December 16, 2021, ASEP Medical Holdings, Inc. announces public listing on the CSE to drive the fight against antibiotic failure. Now I wanna show you the stock and the chart. You can see here the highs and lows of the chart. And it is clearly trading near a low zone. You can see it's been as high as a dollar, been as low as 25 cents and currently sitting right at around 40 cents. So much closer to the low zone, so a decent entry point. And you can see here in America, similar it's been as high as 33, been as low as 27 and currently sitting right at 32 and a half cents in America, essentially just getting started trading in America. So to get to know the company, it's important to be able to break down all the specifics and understand the fundamentals. And that's what we do here at Rich TV Live. I must remind you that Rich TV Live is strictly for information and education purposes. Please do your due diligence, do your research before you invest in anything we talk about or discuss here on Rich TV Live. You can see here ASEP brings both a novel diagnostic and therapeutic approach to the urgent, multi-billion dollar problem of antibiotic failure. Our purpose is to mitigate the global crisis of antibiotic failure by improving patients' odds of survival and quality of life. You can see here the crisis is a widespread and deadly 49 million a year cases of sepsis, 11 million sepsis deaths per year, staggering number 100,000%, 100% incidents of sepsis in COVID deaths, 10 to 100 times more resistant to most antibiotics, zero drugs approved for biofilms and 65% of all infections are biofilms. You can see here the multi-billion dollar opportunity, 41.9 billion global antibiotic market, CAGR compound annual growth rate of 3%. And you can see the 1 billion global sepsis, DXCAGR compound annual growth rate of 8.5%. So a very large growth market. Rapid diagnostic test delivers results in one hour, improving sepsis survival rates and allowing doctors to make better informed treatment decisions. And every hour accounts, you can see here with ASAP patient experience illness and initial infection requiring hospital care, ER admission, clinical suspects, sepsis based on symptoms, blood collection and ideal prognostication, sepsis ER early diagnostic tests, appropriate treatment path. And you can see here the discharge and then the conventional therapies, which leads to 20 to 30% of patients die of sepsis at the bottom of the chart. Every hour delaying diagnosis and appropriate treatment results in 7.6% increased probability of death. So this is a huge, huge concern and problem and a major focus for ASAP medical. You can see diagnostic advantages, greater sensitivity and specificity than the SIRS systematic inflammatory response syndrome. Criteria used today, earlier recognition of sepsis at a time when patients are admitted to the emergency room, reliable diagnosis for determining the most appropriate treatments to improve survival and next generation molecular diagnostic focusing on patient specific immune response. Potent therapeutic technology, proprietary peptide technology directly addresses the ineffectiveness of current treatment options by suppressing biofilm growth and reducing inflammation. And you can see here, they are attacking the biofilm, MRSA biofilm on human skill, human skin, our peptide destroys the biofilm, bacteria biofilms are very resistant communities that grow on body surfaces. You can see the urgent unmet needs and you can see here the most dangerous escape pathogens include untreatable variants. And you can see the peptide technology highlights, anti-biofilm activity, antibiotic synergy, safe and effective in animal infection models, anti-inflammatory activity in vivo, immune modulating activity and combined activities. You can see the initial clinical opportunity, chronic CRS, rhino sinusitis CRS, CRS is a lifelong condition causing painful inflammation due to bacterial biofilm infection. 242,000 emergency room visits annually, antibiotics do not work, do not target the biofilm, only treat symptoms not the cause. $30,000 a year cost, first treatment approved for inadequately controlled CRS with poor adoption due to pricing limitations. And you can see grant funding, molecular diagnostics and peptide therapeutics. All funding prior to current financing was non-dilutive and largely research grants. So you can see the millions in funding thus far, very impressive. And their intellectual property, their diagnostics, one patent family plus one underway and three patents awarded. And therapeutics, three patent families, several awarded and 12 filed patents. And they are working on patents for the biomakers, have been filed and already awarded in Europe, China and Hong Kong in the national phase entry process for Canada, United States, Australia, Japan and Europe. And you can see here, they're also working with therapeutics in two patents in US, Spain, Denmark and Australia. So lots of exciting things happen here, including eight patents for small, cationic, anti-microbial peptides, eight patents in the US, Spain, Denmark and Australia. And we can look here at the share structure, obviously very important for us to understand how many shares are issuing outstanding for the company, 56 million, very tightly held, 4.5 million warrants and options at 50 cents and fully diluted only 60,680,344 shares. So very tightly held, which is something that is extremely important to us here. And in understanding the fundamentals, you can see here the timeline, finalization of 510 case submission. This is in the diagnostics, final clinical violation, sorry, validation and file for approval, strategic partner, commercial launch and therapeutics, finalize pre-clinical development, development of IND filing, clinical study design and pre-IND meeting and IND approval. And investment highlights, you can also find all of this information on their website. When you scroll down, you can see a lot of this information and details are right here on the website as well, including investment highlights, large addressable global markets, novel technologies, extensive intellectual properties, near-term revenue models, publicly listed and experienced management team. And you can see here their management team from the chairman to the business development officer, chief operating officer, chief financial officer and chief scientific officer. So a team with years and years and years of experience. The chairman and CEO, Rudy Mazaki, over 30 years senior executive management technology and intellectual property development experience, founder of over a dozen healthcare companies, development and commercialized multiple technologies and deep experience with clinical validation and regulatory reviews. So lots of experience with the team and you can see here the board of directors. So lots of experience as well with the board. You can see here the biofilm associated diseases and affected organs, the body system affected organs and diseases and the validation studies ASAP solutions to CRS. ASAP peptides address both biofilm infections and associated inflammation and have demonstrated excellent results in animal models. So you can see the strong antibacterial response and the strong anti-inflammatory response. So what are the designation benefits orphan drug designation awardees are granted the following benefits from the FDA, food and drug administration, lower hurdles to approval, longer exclusivity, lower market costs, faster uptake, premium pricing, favorable reimbursement, tax credits of 50% of the clinical drug testing cost awarded upon approval, eligibility for market exclusivity for seven years post approval and waiver of new drug application, NDA fee, 2.2 million value and acceleration of the development process and advantages post marketing. And when you compare them with molecular diagnostics and where they are as far as their revenues and market cap, you can see some of the companies that are currently in clinical indications and phases of development and you can see their revenues and market cap. All right, I'd love to know what you guys think of this video. If you like the video, please smash the like button, comment down below, share the video everywhere and subscribe. This is Rich from Rich TV Live. We'd love to bring you winners and we love to bring them to first. This is a multi-billion dollar opportunity as sepsis and antibiotic resistant infections continue to be a severe burden on the healthcare system. ASAP offers excellent investment potential with a combined market of 179 billion and robust growth. So you can see here enormous growth potential and you can learn more and feel free to contact the company right on their website at asapmedical.com. Feel free to contact them and they will respond to you with any questions you might have. This is Rich from Rich TV Live. Bring you asapmedical.com and now I'm out.


In this episode we'll be talking about why and how we need to go beyond the standard service design tools and methods. We'll talk about the different career paths that lead people to service design and where they go from there, and we'll talk about what it takes to successfully build and lead service design teams in a big corporate. Here's the guests for this episode, let the show begin. Hi, I'm Patrick and this is a service design show. Hi, I'm Mark and welcome to the service design show. This show is all about helping you do more work that you're proud of and care about by designing and delivering services that are good for people and business. My guest in this episode has a reputation of building and leading service design teams in large corporations and he's going to share that experience in this episode. His name is Patrick Bach. So like I said, the main theme of this episode will be the secret to successful service design teams that are actually able to make an impact, but we'll also talk about how people shape and mold their service design career and what that means for you. If you enjoy these episodes and really want to level up your service design skills, don't forget that we bring a new video at least once a week here on this channel. So if you haven't done so already, make sure to subscribe and click that bell icon to be notified when new videos are out. That's all for the introduction. Let's quickly jump into the interview with Patrick. Welcome to the show, Patrick. Hi, Mark, how are you? I'm awesome. It's really good to have you on from Canada where the global conference is happening this year and we're also part of the team, right? Yeah, helping to... So the team and I a few years ago founded the Canadian chapter of service design and we've been putting on a local Canada-wide conference for three years and this year we're excited to be helping Birgit and the whole team bring the conference to Toronto. For the people who are watching this in the future, this is 2019 we're talking about. Yeah, we are on June 5th. June 5th, we're a spoiler alert. Patrick, also for the people who don't know who you are, could you give a 30-second introduction? Yeah, my name is Patrick. I currently co-lead a service design practice across a large Canadian bank called CIBC. So this is a new practice. It's been probably a year and a half and Andrea and I, who's my partner in crime, have been hiring and scaling this over the last several months. Prior to that, I had a bit of a career in service design for the last maybe six years, generally within large organization. So I worked in a telecom, I worked in an insurance company and now I'm within a bank, which is really interesting. I mentioned already that I helped bring the service design Canada Conference of Life every year with a group of lovely people. And I think a fun little, maybe factoid about myself. I love games of all kinds. I love board games, video games. I love the notion of play and how we can, as service designers, bring that toolkit into how we create experiences, especially for workshops. Let's make this a playful episode. Let's see what happens. Let's see, yeah. Do you remember the very first time you heard about service design? I remember, yeah. Do you wanna hear the long version or the short version? The medium version. Okay, all right. So the first time I heard about service design was actually, first time I was introduced to design thinking, I think, was kind of where it started for me. Right when I was fairly new in my career, I was working as a junior product manager within a healthcare company. So I was helping their senior product managers. I was kind of wearing a lot of hats. I was helping them develop the go to market plan for some new products. I was helping them build out requirements and road maps. I was working with the dev team to build the development and I was also trying to help figure out some of the ideation and the concept development for new features and functionality. And I remember working, and I don't wanna name names, I don't wanna throw stones, but I remember working in an environment that didn't feel like we, something felt wrong. We would just get in a room together, a bunch of us, just talking, always just talking, talking, talking, meeting after meeting, discussing what we think we should do, what we think the product should be about, what we like, what we think is an interesting idea. And it was very, very inside out kind of thinking. And I remember being very young and thinking like, something doesn't make sense. Like it feels strange to me that this is how products are developed and products are built. And being very junior, you don't know. You think, well, I'm just not very good. I'm just not very, I don't understand when I get better. I'll clearly understand this a little bit better. And I remember feeling a little bit frustrated, especially because we were building, one of the products we were working on was a service for new moms. And no one on the team was even a woman. They were all dudes. Classic. Yeah, and it was like a few of the guys had kids, so they were always saying, well, my wife does this or my partner does that. And it's just like really like, is that how we're doing this? And I remember meeting with a friend of mine who worked at a consultancy in Toronto. He no longer works there, but he sat down with me and he said, have you ever heard of like user-centered design or design thinking? And I was like, no, I went to business school. I studied marketing. So I knew about research and about market research and all that kind of classic stuff. But this was something I had never heard of. And he sat down and he walked me through it and I was like, it's like a light bulb. It was like an, oh my God, this is exactly what we need. This is everything that we're not doing. It made sense to me on a very deep level where I immediately tried to tell everyone about it in my team and say, guys, like we need to go out there. We need to talk to people. We need to build prototypes. And I remember not being very successful at that at the time, convincing anyone. But that was sort of my first introduction. This was a long time ago now. From what I'm hearing it immediately struck you and you were hooked from that moment. That was it. And this is career advice I give to a lot of people. And I recognize it comes from a certain amount of privilege to be able to say this, but I tried very hard to convince my boss, my leadership that this is a way we should work. And after spending over six months getting my head against the wall, I very quickly decided that I either have to choose to work in an environment that is clearly not open to changing or find a new place to work where that is. And I made the decision at that time to leave. And I joined another team where there was definitely much more interest in this kind of work. And that was the decision I made. And I get this question a lot, which is how do I convince my boss? How do I convince someone? And you can only do so much. You can only say so many things. You can only cheer so many times, show people videos, send them links, but people have to have a willingness and an openness to it as well. And sometimes you have to know when to move on. That's already good advice. Patrick, you gave me, you have a super interesting role right now. And I think you have a lot to share with the community. So we're going to do interview jazz. Are you ready to start? I'm ready, let's do it. All right, I'm going to surprise you. I'm going to do them in a different order you gave me. All right, topic number one is called new methods. Do you have a question starter? And can you show it to us? Yeah, I'm actually, I have a couple. One is enough in this case. Yeah. Okay, here's my, how can we, but I might say how might we. So maybe that question is, how might we integrate new methods into the service design toolkit to make us better service designers? Do we need new methods? Yeah, I think we always, there are always new ways of interpreting information, of exploring the world, of interacting with people. There's always new research and new science that's teaching us new ways that human beings interact with things, that human beings understand things. And I think that I think it would be very silly for us to somehow feel like we have nothing left to learn and nothing new to explore from a tools and methods perspective. And what kind of methods are you thinking about? What are these new methods that are on the horizon that you're curious about?  I think there's stuff that's understood to be core to services design. I think there's stuff that's right around the periphery where people understand that this is a beneficial thing, but maybe not all services on teams are maybe hiring or investing in some of these skill sets. And then I think there's some that are another degree more out there where I think people are still experimenting with some other toolkits, other methodologies and figuring out how can these work together. And I think it's maybe more interesting to talk about those. There are two right now that I've recently in my career had the opportunity to explore. One is a bit of a tried and true age old methodology which is just Lean Six Sigma. And Lean Six Sigma is the Jack Welsh, GE, coin, black belt, belt system, process engineering, which was called Six Sigma. And then it got kind of combined with Lean and now it's Lean Six Sigma. So what's interesting about our team at CIBC is that we are actually our service line team who lives within the same team that owns Six Sigma. So Six Sigma typically approach projects from a very quantitative, the analyze the process, they look for inefficiencies, redundancies and they're really, really good at understanding the back of house. They're experts at that. They're better at that than I think most service designers are. And there's this really interesting juxtaposition of their strengths and then weaknesses which are where Lean is maybe not as strong is really understanding the emotional, the social, the contextual elements that live around these services. And that's obviously a strength of the type of research we do but in understanding how to drive process, how to drive efficiency, how to drive change within an organization. I think the people who understand that best are oftentimes the process engineers. They know how to get things done. They know how to change things, how to navigate the system. And we've had an interesting journey of partnering with these groups and working together jointly on projects where we know we lean in and we lean out depending on what's needed and what part of the process we're working on but we're kind of one team throughout. So I think that's one sort of, I wouldn't say it's a new method but definitely a method that I think service designers and a team within an organization that service designers can get closer to. Makes sense because we complain a lot about not being able to actually roll out the things we're designing, right? And like you're describing the people who own the processes, those might be, they might have the key to actually unlocking our concepts, our solutions. Yeah, and the way these teams are often situated in the organization is very enterprise wide. They're often very well tapped into the different silos and different organizations. Like I said, they know how to navigate that space. They know how to engage the leaders. They know how to make things happen. So what we found is that if we can, we can align with them on the service vision that we can design together and obviously with clients and with employees, they can really help us move it forward in a meaningful way. And I think they also understand the levers of feasibility and viability in a way that we, as designers, maybe don't always appreciate. There's a depth there and there's an expertise there that I think they really bring to the table as well. Interesting. And what's the other one? The other one's a little bit maybe more out there. Depending on who you talk to, I think some people will tell you this is a logical next step for service design. I've definitely had my fair share of people tell me that this is the complete opposite of what we believe in as designers or as service designers and that's behavioral economics. So I've over the last few years had many opportunities to not only work with behavioral scientists but also have them being part of my team, work on projects where behavioral science and service design are both leveraged together. And I have to admit my first time being exposed to concept and the first time someone suggested to me that I would work on a project with behavioral scientists, I was a bit nervous. I was actually a bit, let's say more than nervous, I was a bit hesitant. I thought, well, we work so hard as service designers as researchers to convince people and to communicate the value of qualitative approaches to research. And then here comes behavioral science which is almost entirely rooted in a very quantitative view of how to measure change and how to understand problems. And I was very worried that this oil and water combination would backfire and would be contradictory. It would, we would say left and they would say right and we would say up and they would say down and I approached it with a bit of hesitation but thankfully the people I was working with were lovely people who were very, very open. They were open to learning about what I was doing and my team was doing. And then we were also open to hearing what they had. And I think we found that actually there is a lot of complimentary things about these methodologies that when you use them together and I think together they're actually greater than the sum of their parts. And I would say I fully subscribed to that now. I think I'm fully convinced that I think behavioral economics is something of value for service design. Though I know the jury is not necessarily fully out on that yet. I'm all in with what you're saying. I think I made even a video where I talked about we should study behavioral economics much more as service designers. And it was a great episode with Luke Betty. I'll link to it somewhere over here. He also, it's like we can, yeah, some more, it's fruit. But it's, we can learn so much more about how people behave and why they do certain stuff and actually build upon that rather than just guessing, right? There's, and from what I'm hearing you say is, that is what I like about the show also is finding the fringes of service design and finding where service design overlaps with other fields. So it's much rather finding new connections and those new connections bringing new tools rather than inventing stuff. Where can we connect with, right? That's what I'm hearing you say at least. Yeah, I think there's a lot of, there's definitely a few people I follow or I'm connected with on LinkedIn who are very vocal about this. And I definitely say I would subscribe is that we as service designers should not try to be everything. We should not try to embody every possible role and skill set. And I think there's definitely, sometimes it feels like there's a bit of a movement towards this or a feeling that service designers need to somehow have all the answers and be able to not only design solutions but do research and do change management and understand implementation and be leaders and talk to the executive talk. And I think there's a certain amount of that that's true that you need to understand all those worlds and you need to understand the different roles and teams and incentive structures be able to navigate them. But there are people already out there who are very good at doing a lot of these things who are experts in doing a lot of these things. And I think it's, our role is to embrace them and our role is to collaborate with them rather than trying to somehow duplicate or replicate what they are already doing and somehow believing that we can do it better. And then I'm not trying to say that anyone thinks that way but I think that's a dangerous mindset to have. And I think that we should be more embracing of other teams and design is really just the backbone. Design, service design is just the through line that we can maybe use to orient and organize these different teams together but we should definitely rely on the outside expertise of teams where it's available. And I think this ties in really neatly with the second topic we can talk about, which is, you might have guessed it already, it's called career paths. Okay, let me do my thing. Sorry, I have it on my phone and it closed. Okay, so I know I showed you, sorry, my thing. I know I'm being a bad guess now, I have to reopen. We have a secured email app, so anytime I reopen it, I have to go through our three passwords. So let me do that. Three passwords. So how about this, who are the people who are choosing career paths in services design? Who are the brave, brave or smart or silly, foolish? Who are they? Who are they? And I think that's really, I think you made an interesting point at the beginning, which I don't know if this was officially part of the episode or not, but you said a lot of people don't even identify as service designers. At the first Canadian conference, we had a bit of a panel debating the merit. Like does it matter that people are labeling themselves, their titles, their roles as service designers, or does it not matter? Like as long as we're folk, we have the same values and the same principles and we use roughly similar, maybe tools and frameworks. Does it matter at all? And there was a good healthy debate around that, whether it matters or not. And I don't know that I have a firm foot or firm standing in one camp or the other. I feel like there's probably benefits to both. But I think that the interesting thing that we, Andrea and I think about, Andrea is my partner at CIBC who leads the practice with me. We actually try to go out of our way to find very diverse backgrounds, very diverse people who come from all different kinds of walks of life. So when we're hiring, we're not just looking for people who've had or are service designers currently, but certainly people who are more aligned from a values perspective. I think that there is a lot of people who are doing service design or service design style work out there who may have never even heard of the term. So I think that it's, we're putting ourselves in a bit of a box when we start to I think only seek out that kind of candidate. So we're trying to be very intentional in just seeing who's doing interesting work that sort of subscribes to a similar set of values that we do. I think those values are obvious. Human centeredness, being willing to challenge and to ask the big questions, being iterative and not being precious about ideas. Like these are those values we have and what are some peripheral fields? And sometimes we look in spaces where you might not think you might find these people like engineering, marketing, these are fields where I think there are a lot of brilliant people who are making for tremendous service signers where maybe I don't know, we maybe classically wouldn't think to find them. So I think that's a really interesting thing. And I think some of the best and brightest service signers I know today, some of them, not all of course, were never went to design school, didn't, you know, could, you know, unfortunately couldn't use Adobe Illustrator to save their life, but understand what design, the value and the purpose of design and are some of the best design leaders and problem solvers that I know out there. So I think that's in the eye of the beholder potentially, but for me, this has always been a truth. Well, it's, I think like we're proving it right now. You have like, you told me you have a business degree, right, you went to business school and I was, I'm a trained software engineer and still we're here at talking on the service design show about service design. So that's, I think this proves your point totally. But if you go back to the question, like you told me you are seeking out people, but do you also see a pattern in people who consciously choose the path of becoming a service designer for whatever that may be? Yeah, I think like who are the people who choose the path of service design? I think there is a lot of qualities there. I think the one for me is, maybe this is starting to go to negative, I think it's a lot of time for people who are a bit, I know we often say we are optimistic as designers and that's one of our best qualities, but I think there's a sense of frustration with how the system works and the system can be wage inequality, it can be how you feel about sort of access to healthcare and be about rights, whatever kind of rights. I think there's this general sense of the world that this is not operating in a way or these systems are not operating in a way that is equitable and fair to the people who really rely on them. And I think oftentimes I think people's interest in service design comes from this desire and this burning desire to change. And I think the change is hard, it's slow, it's painful, so I think another quality that I think is really interesting in strong service designers is resiliency. I think you need to have thick skin, you need to be resilient, you need to be able to weather the storm. I think we were just talking about like fees implementation, that's just one, that's like to me, like in terms of levels of frustration, that's frustrating, but there's so many other bigger changes that we try to strive for that will happen I think eventually, but are just slow to happen and take time. So I love seeing service designers who are not called service designers, but these change agents who are really trying to attack and highlight the unmet needs and highlight these problems that are not being discussed and attacking sort of, it's very smartly and strategically though, trying to attack and change the system in a way to sort of create a better outcome for those people. So I think that's the person I, those are the types of people I think who I found gravitate towards service design. And that's why it doesn't matter what your background is, is anyone in the world could feel this way and could feel empowered and bold and then they can, once they find service design or that once they sort of become aware of it, like I became aware of design thinking, what it does, it gives you a bit of a framework or language to talk about how you might change the system because otherwise you don't know where to begin, you don't have the right tools, you don't have the right frameworks to even begin to think about it. Yeah, so service design gives us a shared vocabulary, shared toolkit, shared mindset that allows us to collaborate. Yeah, and then solve these wicked problems that we think we need to solve, absolutely. And this is also, I think, the debate that has been going on since the day service design started, like, is there a service designer or should we much rather be talking about service design teams that where people have certain roles, certain expertise and everybody, if you're part of a service design team, you're a service designer, but not necessarily with the exact skills that your teammate has. And I think that's exactly correct. Like I say, let me just provide a personal anecdote or not even an anecdote, I can just reflect on our team, how we're building this team here. I think what you just described is the philosophy we have is everyone on the team has a title of service designer because within an organization, It helps. People on the same team need to have a same title, otherwise it's just very confusing. But definitely the idea that service design is a combination of skill sets, it's a combination of, it's shared values, but then all these different kind of, this constellation of skill sets that are necessary, and you can bucket them in terms of like research and design and sense making and whatever, and all these different things and not everyone needs to be good at everything. Exactly. Everyone needs to have an expertise in one or two areas. I don't know, I'm sure your, the watchers of the show are familiar with the idea of T-shaped people. So we often look for T-shaped people and we look for deep expertise in one area or the other. But the expectation on our team at least is that even though you're not the expert at everything, everyone is expected to do everything. So no one's just doing research and no one's just building prototypes and no one's just presenting or managing stakeholders. Everyone is doing everything collectively, collaboratively. So there's the risk of knowledge transference and knowledge sharing and the cracks that can emerge when things have to get passed around or that we reduce that risk, but certainly where people can lean in with different skill sets. And I think different skill sets from different backgrounds, from different perspectives yields the single most important thing for any design team, which is tension. We have a lot of tension on our team, but we like to say it's very good, healthy tension and that we don't always agree on what we should do. We don't always agree on what the right thing is. We don't always agree on the right approach, but we are able to bring our different perspectives and have that healthy dialogue. And almost every time the output is generally better than what it had been without having that conversation. So we know we're onto something when the team is like, you know, when there's friction, there's tension, we know that this is good. We're talking about something important. Man, you're stringing the topics together really nicely and because we're into the topic of teams and let's talk about not how you actually, maybe who is in the team, but how do you lead them? So the third topic is leading services design teams. And you should have some interesting things to say. And you need to log in again. No, I got it. I'm trying to think like, what's an easy question or what's a, cause how can we is kind of boring? How about this? How far, how much or how far, maybe how much? How much do we actually need to lead our services design team? So maybe this notion of like kind of creating autonomous self-orienting, self-determining teams versus maybe a more heavy-handed approach to leadership. I don't talk about that. What are your experiences? I think like most questions, the answer ends up being a little bit boring. Is that it ends up being probably in the middle? I think a little bit of both. I think one of the things we try to do here is we want everyone on our team to feel like they are empowered and have the access to the information and the tools that they need to make decisions about projects, make decisions about designs and move forward. It's interesting when you see people coming from different backgrounds. There are certain people sometimes on my team who really look to authority or look to myself or Andrea. Like is this okay? Like, hey, I made this change here. Like, do you want to review with me? And like to me, this is a symptom of a problem because when someone's behaving that way is they clearly been in a system or a team where that was sort of clearly the baseline expectation. And I feel very strongly that that is like an oppressive environment that I don't want the team to be in. So certainly there are big decisions, milestones, strategic decisions that we want to make as a team. But I certainly really believe that everyone, like I said, we all do everything together. We've all done the research together. We've all synthesized it. We've all built these prototypes together. So no one person has, in my opinion, I guess more authority or a stronger voice in terms of what the thing should be. So I think that's something we're trying to instill in the team to feel that they can feel confident making the decision that they know to be the right one for the design, for the product, for the service. And then obviously, and then we test it. We test everything. So that's the beauty there. So I think that's an important thing that I think the team is trying to still figure out. I think there's still those classic hierarchical norms that are hard to completely, and to be fair, there are still some things that you need to approve and that you need to sign off on. So it's not completely autonomous, but I think we're trying to get closer to that. So my question would be like, I'm not so much interested in those formal sign off things, but how does the team like that, where does it get its direction from? Like what is setting, what is the compass? What is setting the northern star? So I think Andrea and I have, when we created this team, Andrea and I spent a lot of time talking about our vision and we talk about our vision more in terms of like, why are we doing this? Why are we building this team? Why are we bringing these people into these jobs? What are we trying to do and what do we believe in? And I think that's kind of the very baseline that Andrea and I sort of initially established. And when you're hiring someone, you're selling them on that vision, you're promising them that this is what they're buying into and this is the role in the job and then we need to deliver on that. So I think we set the tone with that baseline. I think the people we are hiring obviously are buying in and are subscribing to that on some level, but we don't want to be so daft as to believe that this doesn't evolve or that as you actually, like any design, as you start to put it in the world and you start to really experience it, you may feel differently about it, you may want to change it. So I think Andrea and I set the initial tone. We've hired people in who have a shared value and understanding, but what we do and what we believe is the best next step for the team is a conversation we have as a team. There is a shared benefit for the team to succeed for everyone involved, not just for Andrea and I. Everyone succeeds if the team succeeds. Everyone succeeds if our projects aren't successful. So we're very much, we open that up on a weekly basis to have those dialogues. And we're actually, interestingly, we're planning a session in three weeks on June 28th, where we're gonna have a bit of a reflection. We're inviting an outside facilitator to spend the whole day with us to reflect on the vision of the team, the purpose of the team. We feel like we're achieving it. Are we working on the right projects? Are we working in the right ways? One needs to change and allowing the team to be very, very critical of the team. And I think that's healthy. I think we need to do this on a regular basis. Otherwise we just become, you know, we're just buying into our own, yeah. What have you found to be the most challenging thing in regards to, well, let's still call it leading or building or crafting, shaping a service design team. I think one of the challenging things, there's so many challenging things. I think leading the team, I think, I'm trying to think, there's so many of these challenges. Maybe one that might be interesting to talk about is, there's a couple on my mind in trying to pick which one might be more appropriate, but I think service designers, in my experience, are less career-oriented in the more traditional sense, that they don't look at the org structure and look at it and say, you know, what I want to do next is be at the next level and then after the next level, I'm going to work hard and be at the next level. Whereas, you know, traditionally, I work in private, large corporate and most 99% of people, I don't want to say enough, sorry, I'm going to take that back. I don't want to generalize, but I think a lot of people have that very kind of, I want to progress, I want the next thing. I don't think service designers look at progress as the next level. I think they want to enrich themselves in a way that is broader rather than deeper.  You're going to become better at marketing, but then you're going to have to go and work in product, you're going to go work in customer experience, and you're going to do that breadth within the organization. And typically, most large organizations promote people based on this generalist, like people who are good, who have demonstrated aptitude in many different businesses. The challenge for a service designer, I think, is that the opportunities to learn, the types of things you would want to learn are not presented as frequently within a large organization. One of the, a lot of people on teams that I've been on that I've led have often left the organization because they don't know where else to go. Right, right. I'm on the service line team. There is one. Right, right. I want to become better at these other things. I want to expand my horizon, but I don't know where else to go within the organization. You know, you can go work in digital, which is good. There's obviously a lot of design work within digital, but if you, you know, some people go there, but other people feel like, well, digital is, you know, very constrained to one channel. I want to kind of work in the bigger picture. So some people go to market research teams, but some people don't want to just do that style of research. So what people tend to do, and what I've observed, and I think a lot of my friends were also leading other service line teams, is you tend to see this like two to three year shelf life. People join an organization. They get two, three years out of it. They learn it.  They want to go from, I want to work in a retail, a grocery store, and now I want to work in a bank, different problem spaces. And by changing problem spaces, you go out of your comfort zone, you learn, you interact with different leaders and you grow that way, rather than growing in the more traditional kind of the corporate ladder. And that's a challenge when you're building and sustaining a team. Of course. You have this heavy turnover. Yeah, that makes a lot of sense. And I guess we haven't, from what I remember, we haven't really talked about on the show about service design career paths. So what is a typical service design? Is there a typical service design career path? That would be a really interesting topic for another episode. And I guess this is also the reason we get a lot of applications at our studio from people who specifically want to work at an agency because they get the opportunity to move from project to project, right? That's where the challenge is. And maybe that's also with internal teams, but it's so fascinating. Like we mostly hire from agency because the pain point of agency is I don't actually get to see the impact of my work. I push the deck over, the client doesn't do anything or they go in the opposite direction. So the benefit of in-house is that, and I believe that the future of sustainable service design needs in-house teams. I think we need the agency and we need the outside perspective. We need this expertise, but we need in-house teams to follow through. So I think the future of service design is a combination of in-house teams working with agency and not one or the other entirely. But you're right. And I think people go to agency when they're sick and tired of the system beating them down and realizing that, oh, it's so hard to drive real change. I'm maybe what I really wanna do is just hone my skills at these other things and explore these media problems in an environment that feels maybe less oppressive. I think one of the other challenges is that a lot of service designers that I know tend to not always wanna work within these very heavy capitalistic systems and organizations like banks and telecom where it's very profit-driven, it's very quarter by quarter. And I think that that in and of itself is almost antithetical to what service design is trying to do and the change in the world that we wanna see. So I think that creates attention for a lot of designers who work in-house. I think you can either see it as I need to be part of the system to change the system or I'm fed up of the system, I'd rather just not engage with it. I'd rather just go work in an agency or in a not-for-profit or in another space where I don't have to deal with this cognitive dissonance. Patrick, super interesting topics, much more we could talk about but I wanna give you the opportunity to ask the viewers and the listeners of the show a question, is there something that you'd like to, for us to think about? Yeah, I think what we need to think about is the resiliency of service design teams. I think what we need to think about is the resiliency of service design. Not to say that I don't believe that service design has a future and service design is something that I believe in but I think we haven't, I'm a true believer, I'm bought in 100% but I'm very critical of the fact that I don't truly believe that we've clearly still communicated the value of this approach. I don't think we've made it clear enough or obvious enough why this is something worth pursuing and I think we still very much rely on a small number of champions and people who need to really kind of bring us in and champion us even internally and certainly as agencies I think that that's a reality. I think that the why we need to do service design and why this is important is something that is a message that we haven't fully articulated in the way that it needs to be and I think that that's something that we need to reflect on is like why are people, every time someone says they're not interested in doing service design why not? What is it about that and how can we learn from that experience and get better at and are we making assumptions about what we think we're offering and the value that we think we bring to people where maybe we're making assumptions about what our users need. So I think we need to be very critical about this. So maybe the question is like maybe engaging in some reflection around the next time someone challenges you on service, the value of design or service design and thinking through like how do we answer that? Why do we become so defensive? What assumptions might we be making? And I think if we can be self aware that way I think that's gonna show us the path forward. Maybe you're, yeah, let's leave it at that. Great question. I think a lot, gives a lot of room to think about. Very loaded, heavy question, sorry. No, yeah, you know, I think you're absolutely right and we're so in love with what we do that we sometimes get blinded by. I think we absolutely do. I think we need to be very self critical of what we do and the value we think we bring and to whom we bring it and yeah. A practice that I've been trying to actually do is after a project as my clients what value did I actually bring? What is the biggest challenge that I've solved for you?  They will tell you completely different things that you then you imagine what you're actually offering. So that's a way to actually do this. I love Project Retros. I think to your point they're a great source of insight. But I think those are interesting. I think it'd be interesting to have those similar conversations as well with people who decide not to work with us. And I think we don't, we usually walk away and we say okay, but I think it's just as meaningful. Like why not? What are you trying to do? What do you think we're trying to do? I think that's something worth thinking about too. Patrick, thanks so much for sharing what you're doing, sharing what's on your mind, a lot of topics. I think there are sort of projecting the future discussions of our field. So thanks again for making the time. Thank you and I just want to be clear that I don't have the answers to these questions. I'm hoping that maybe some of you guys do. These are just some of the things that are on my mind right now. Thanks for your time. So what is your take on Patrick's question? Why aren't people buying service design? What are the biggest objections and how do you counter them? Leave a comment down below. If you enjoyed this episode, make sure you check out the next one because it's full of knowledge bombs as well. And if you haven't done so already, click that subscribe button. Thanks for watching and I'll see you in the next video.


I think it's a combination of different things. First is to understand Australia in its context, understand its history and how it's developed and take those lessons back to Myanmar, which is a transitioning country. Learn leadership skills, learn the different ways of do legal work, the techniques that will be most applicable for my country. And the thing that I can do is just to study out of the Philippines, get the best of the best and apply it back in the Philippines. So I'm going back to the basics, learning as much as I can how to communicate what I know, how to teach, how to teach. For me, this is a privilege and I hope I'll be able to bring tea and dinamibia. But also something that we don't have in Costa Rica very much, which is an international environment. The skills I'll gain here are highly relevant for my current position and also for the future. Actually, I know it's not for me, but for my country and I'm very thankful for Australia.