Wishbone formation. Hager under center. There's the gift. Whitaker touched down behind the center in the right guard and Floyd Central capitalizes on the turnover. 5-3 running backs in a row. First and goal now the ball to four. Now they're back on the wishbone. Hager's in their center. There's the handoff to Whitaker over the right side. Touchdown. Josh Whitaker 7-42 to go. The clock is turning 43 to nothing. Jaguars. Whitaker with the four yard run.


I have one slide today. So it should be fun. I think I've got 40 minutes, right? I should keep an eye on the time. So it should be good. Hopefully also interactive. We'll see how it goes in Finland. So hi, I'm Jeremy. I lead Red Hats Open Innovation Labs here in Europe. And I'll tell you more about what we do as I present. A little bit about me. I'm actually half Finnish and half Northern Irish. And I live in Paris. So I'm like the ultimate mix of everything. And unfortunately, I don't speak much Finnish because my mother is one of those wonderful Finnish ladies who married foreigners. And I grew up outside of Finland. So but it's really nice to be here. It feels like home when I hear everybody talking, even though I don't understand you. So culture. Culture isn't real, right? It's not really a thing. It's like a shadow. A shadow isn't a real thing. When I put my hand, the shadow is there. It's kind of like what we look at in culture in organizations. But actually, I would say that I would define culture as how we do things is actually what defines culture. So me moving my hands is causing the shadow. We look at the shadow sometimes in our of things that are being done in our organization. So in order to change culture, we need to change how we do things. I think it's really as simple as that. I think that as we change how we do things and how things get done, then we can start to create cultural change. The other thing I wanted to tell you a little bit about is why am I talking about that at Red Hat and what is the Red Hat Open Innovation Labs? I'll start a little bit with that. So the Open Innovation Labs, where a lot of people, when they hear that, they think two things. Firstly, they hear the word labs and they immediately think that we have lots of hardware and servers and that, oh, that's my screensaver. I'll turn that off. It's probably my battery actually going into power saving mode. So a lot of, I'll put it into the, so it doesn't go into screensaver mode. So they think that we've got all these cool gadgets that we're, we've got iPads. I guess how many of you in your companies have an innovation lab in your company? Every company has one. How many people are shutting down the innovation lab in your company? That's like innovation labs like a big trend and now companies are actually shutting them down because most companies' innovation labs aren't actually like producing anything they build these things, cool things, but then they never get into production with them and actually change the business model. So what we do is really different. So we don't have, we do have actually some data centers. Not really. We have some racks in a Red Hat data center, but that's not really what we're about. We're actually more about this. So OpenShift, which we're all here chatting about, is super, super cool technology and it represents game-changing technology for our businesses, like game-changing capabilities for our business. And yet most of our organizations are not really optimized to be able to take advantage of the power of that technology. When we in IT suddenly tell a business user, I can deploy into production safely five times a day for this app. They don't know what to do. They're terrified of it. We hear stories from our customers where the business users then say, can you guys slow down a little bit because you're going a bit too fast? Now hopefully some of you might be thinking that's like a dream for me and my organization to get to that point, but we have seen people use technology to achieve that. And really, the thing is, so what we're doing in the Open Innovation Labs is we help our customers do this kind of cultural change. We're helping our customers' teams go through some kind of a transformation. So while we use cool technology as part of what we do, we're actually also focused on cultural change. And in particular we do that team by team within our customers' organizations. The way I describe this, because it sounds kind of out there and weird and doesn't make sense, it's actually really simple if I use an analogy of learning to cook. I'm not a great cook. I like to cook, but I'm not very good. I've watched a bunch of TV programs. I bought some books. In fact, I have a shelf of books at home. I kind of watched a few YouTube videos and sometimes in that experience I've, how should I say, I've got a little bit better. I can follow recipes and things now. But I recently did an evening team building exercise with a chef. And that was really cool because I learned some stuff. So if you haven't done one of these before, I did one in Paris. Great place to do cooking lessons with a French chef. They're very bossy. But I mean, I learned a lot again in that evening experience, but it was still kind of like playing with the idea of cooking. So what we do is a little bit different. It's like going into the kitchen of a Michelin star restaurant and being part of that kitchen team, the cooks and the chefs in there and spending four weeks, six weeks, eight weeks, 10 weeks, 12 weeks, up to 12 weeks in that kitchen. By spending a really long time in a place like that, when you leave that amazing restaurant, the kind of food that you're going to cook in your home kitchen is going to be really different. And you're probably going to optimize your home kitchen in a very different way, different equipment, different tools, different process. And I mean, ultimately, the whole point of it is to cook better food. So kind of this is what we do in Red Hat. We're kind of taking the best of Red Hat's culture and DNA, the way that we write software as a company, and taking the best of from both the way that our engineers build open shifts and work in communities. And what we've seen is best of breed within the industry. And we've created an experience like that, except it's not just for you to go into one kitchen, but actually to come as a team, come as a whole team. And because it's not free, I wish it could be, but because it's not free, you actually come with a real business problem. And I'll describe a little bit more about the business problems that people solve. But you come with a business problem and a team, and we actually match one-to-one Red Hat people to the customer's people.  And our residencies happen everywhere in the world. So you'll have heard that we have an open innovation labs in Boston. We have one in London. We have one in Singapore. But we've done a couple here in Finland already. So no one in Finland wants to leave their families behind for four weeks to travel to London. So we create pop-ups here. We've done a couple. One was in a customer's office. Maybe they'll tell you about it. They're here. We should ask them. Someone's waving over there. So definitely asked the guys from Elisa. I guess they're not that anonymous. Yeah. So definitely asked them about that experience. And that was a pop-up inside the customer's own office. But we still actually took over, actually the basement almost. But we took over a part of their office and did a bit of a makeover. The other one was done in the GE healthcare office that was here. It's like a co-working space. And there was about a 10 minute walk from the customer's, their main office building. And so the pop-up is kind of how we do this. Because obviously nobody wants to travel. So for me, the location's not that important. I think the secret of it is just taking this team out of the day-to-day environment. Wanted to share an answer to a question I gave recently to a customer that asked about what we do. So I think that in a lot of your organizations, people are talking about we need new skills. We need new types of people in our organization for this new digital world that we're moving into. And they don't always trust us for that. They think that they have to get people from outside to do it. So someone asked me that question.  And I was like, well, first of all, I don't think we change your people. I think it's not like that. And I thought about that a little bit more. And I said, actually, the change from how they operate in your office and in their environment and when they come into one of these pop-up labs, I think it's about 24 to 48 hours as the trust starts to get built between the team. And so personally, what we believe is that the context, the environment that you're a part of, is really, really important. And that's what allows these people to change it. I think how many of you know this concept of Theory X and Theory Y? A couple of hands, not a lot. So there's this concept of Theory X. Theory X is that you're all very lazy. And that the only way to get you to work is to motivate you through money or beatings or some kind of discipline. And that ultimately, we can't really trust you, right? Doesn't sound very good. Theory Y is that actually, we're all very motivated and passionate about the things we do. And that if we can harness the right kind of passions and motivation, we can trust people to make decisions. And we can delegate authority to everybody to make decisions. And I think the source of this theory is quite old. Most companies are built around Theory X. You have layers and layers of management. You have experts management that reason over the system and tell the workers how they should do. And this comes from Taylorism. Frederick Taylor is a, trust me, you'll know where I'm going in a second. But Frederick Taylor is this guy from the Industrial Revolution that started timing people and how they did their jobs in factories. And he started to optimize how the factory workers started to put cars together and put different types of things together. And the big idea behind that is that we can't really trust people and that you need experts to reason over the system. Most of our companies are quite large organizations that, for the startups, you don't fall into this category. So for the guys who work in little tiny companies, you definitely don't fit into this. But for the big companies here that own a whole market, you have either a majority market share or significant market share or maybe you work for a government organization. So you're part of a monopoly. The Taylorism is really how organizations are run. The thing is that actually what we're starting to realize is that that's not how people are motivated. And that system is fundamentally flawed. And actually, the good news is that I guess factories and the car manufacturing in particular has already totally killed this myth of Theory X and Taylorism. That's why we have the Toyota production method and Lean manufacturing. They have already recognized that Taylorism doesn't work. So if you go into, you know, the Toyota factories, anyone in the production line can walk over to something called the Andon cord and they can pull it and the whole production line stops. And they trust everybody in the factory to do that. And that's because they actually delegate responsibility down to people and they teach management to do things called Gemba walks, which is management have to go to the work. And management have to understand and see the work in progress. And the way that they're doing things in Lean manufacturing is very different. So our organizations, most of them need somehow to adopt some of these ways of working. And so what we're doing is kind of taking the cool technology tools and actually showing organizations how to implement new kind of cultural ways of working by using these tools in better, much more exciting ways. So if we think about like continuous integration, I mean, some of the exciting stuff that you guys have been presenting on are about like the business value that you can achieve by being able to make code changes faster. That's some of the cool things that containers allow you to do. So continuous integration and continuous delivery is one of the big things. And actually what we're trying to do within the labs is actually helping our customers, we kind of almost like sometimes act as a dating agency between ops. Devops is sometimes they're called now and the devs and the business and we're kind of bringing them all together. For some organizations, they're really far progressing down that and there's a bunch of them here that are really advanced in that. For some of our Red Hat customers, they're really, really the opposite side. So that's one significant part of what we're doing in the labs. And I'll probably tell you a few more stories. Just wanted to tell you a little bit of some of the applications that we're building. We've been building mobile apps, little web apps, some kind of not so little web apps that can touch thousands or millions of users. And we've also been doing some cool things around brownfield migration. So one of the big challenges with OpenShift and I've seen this with some of the stories here is you don't just want to put greenfield applications onto OpenShift where you're building from scratch for this cloud native world but you're actually wanting to take very significant old applications and move it onto the platform. So that's something that we're doing as well. And just to give you some tips on that, so we're using things like metrics-based process modeling for brownfield applications. We actually model how work is done today and how that application gets from dev all the way through to production. And then we actually focus on where the biggest pain points are in that application and we try and compress the time down. So some of our customers tell us, well, getting a VM, that's three weeks. Why? Let's do it a different way. So greenfield and brownfield. And then the other thing I should say is we've done some really cool stuff and we're doing some really cool stuff around. Recently, we're experimenting with customers doing things like windows containers. So we're working with our friends at Microsoft. We have a very early beta or I would say alpha program for windows containers and OpenShift. And so we're doing some work where we're having both windows containers and Linux containers running in the same cluster. And we've been doing some super, super cool stuff around GPUs and actually, you know, running on bare metal and getting using GPUs to do things like running gaming engines within the cluster to be able to model real-world problems. So there's some really fancy use cases. I would broadly say that our customers are kind of coming in three different ways. One is that customers are doing that transformation thing I talked about. So what we're doing when we're talking about transformation, I want to show you some stuff in a second. I don't just have one slide, but I wanted to show you some of the stuff we're doing. So what we're doing is everything that we do in Open Innovation Labs to help our customers transform, we're actually trying to also, because we're an open source software company, we're also trying to open source all of the ways of working, all of the methods that we use so that you can use it within your own organization yourself. So when it comes to like the transformation use case, we're partnering often with our customers who are trying to do agile or DevOps or digital transformation. So that's one key bit. We then have customers who, their current processes, when they're trying to build a new application, how many of you in your organization, this is a story, I have a new app, IT knows, the business is coming to the IT, I need a new thing built, and it turns into over a million euro project and at least 18 months to get into production. How many have that problem today? Okay, just like only five honest people. But every project turns into that. So we call that like kind of a disrupt use case where we're actually showing often actually more the biggest challenge we found is actually showing the business that this is possible. We know in, I guess we're all geeks, mostly geeks here, right? We know that it's possible. We always, our minds are always blown at how these projects can take so long. And so what we've been doing a lot recently is just actually going earlier in the cycle with our partners in IT, Red Hat's own partners in IT, and helping their business guys go through a facilitated process to be able to launch these apps faster. So we've built a whole bunch with customers where within six weeks we actually have something that, well, I would say within a few weeks we have something that's in front of the users, but within six weeks we have something that can actually run an open shift and you can actually expose to the internet. And most teams are capable of taking what we've built within a month or two after that and actually putting it into production. And that's really fun.  It's kind of the opposite of these castles that most of the organizations we're part of today are. Castles are built to defend a position. They're not really built to move out, but the thing is about castles is the world changed and we don't build high walls around our cities anymore because technology has changed. And so most of these organizations are having to be able to launch lots of speedboats. And then the other use case that we're doing a lot of, obviously, is customers adopting open shifts. So if you're early in your open shift journey, the open innovation labs residency is a wonderful way to get things right. I think like four years ago when we started this, even I would say that we could be honest, like us in Red Hat didn't really know how to help our own customers adopt this technology in the right way. And I mean, some of our early adopter customers have talked about their journey, the pains, the challenges they've had. We've now taken a lot of those learnings and built it into sort of the way we do the open innovation labs today. So we do funky things like we actually do a double residency with customers where we have one kind of track of that residency is the infrastructure team building their on-premise open shift cluster, getting it ready for production. And they work in a very agile focused way to get like a minimum viable production environment. But we have their first app team also in the same room, both teams doing demos to each other every week, and they're building either the first app or the first migration of the app onto open shift. And what we're doing here is we're bringing the people who maintain the cluster, who do the cluster ops, more in closer contact with their customers, developers, right? And getting them to do this kind of like demos to the developers to say, look at what we're building for you. That's kind of cool. And then we're getting the same, the app team to do demos to the business. And we're showing the business how a feature in open shifts like, you know, AB or blue-green deployments can actually help directly to a business problem that they're facing. Like, I want to be able to deploy two different versions of the application, and I want to test which version of the application converts more users to my system. Really simple. And obviously, as Istio comes into the product, we're going to do more sophisticated stuff with Istio, being able to segment traffic across different versions of applications, being able to do things like feature flags, segmenting different bits of traffic directly down into micro experiments in production. So we're doing all sorts of cool stuff like that with customers. And I call that like the road trip. A lot of our customers today when they're adopting OpenShift are not today, but in the last four years, a lot of our customers, buying OpenShift is kind of like buying a Tesla, right? It's a car. It drives. So you think you know it, but it can drive itself and it's electric. And so the thing is, like, how do you know that the Tesla is going to really be good in your day-to-day life? It's a good question. So most of our customers have taken the Tesla and they have a steam engine that is everything is running on today, and then they force the Tesla and they weld it on top of the steam engine and they say, well, all those security things that we do today, we're going to make OpenShift do all of that.  And then they ask, Red Hat, why does your product not do what it's supposed to do? I'll give you an anecdote. How many of you know about Pivotal Cloud Foundry? Or you can be honest, we're okay. We know you must know about them, right? So the others are probably asleep.  It happens. And they said, well, Pivotal Cloud Foundry has this thing called CfPush and you can, developers can just push their source code and then it gets deployed. I was like, oh, cool. We do that, too. It's sourced to image and we can do that. And they went, yeah, we turn that feature off. And I know there's lots of good reasons why you would turn off sourced to image and theirs was security and so on. But ultimately, a lot of the things that the way that we approach deploying OpenShift is also a cultural change in the way that ourselves as an organization need to deploy it. So what we've tried to do now is create a more of a prescriptive journey for people going through their first OpenShift journey, which we've learned significantly from people in this room who, far further along the line, and maybe some others. And we found that to be really, really interesting. So I wanted to share, and there will be time for questions, but I wanted to take a second actually to share a few things that we've been doing that you can take away from all of what we've been doing. So I told you that we were open sourcing everything that we do. So we've created this cool library called the Open Practice Library. And so these are not all, but we've been in the process of open sourcing this over the last two months. This is based on a number of other open source frameworks. We've been basically creating a practice library. So ways of working for yourselves that you can use that kind of codifies the methodology that we use so that you can actually use this in your organization and actually maybe our secret agenda is not so secret, but we want you to contribute to this as well. So the idea here is rather straightforward in some ways. How many of you guys know about Scrum? Scrum is everywhere now, right? So kind of Scrum is like this delivery loop here, right? All the practices in Scrum, daily stand-ups, showcase, sprint planning, all of those things, backlog refinement, showcase, all of those events are kind of like this delivery loop. And we like this framework or this thing we call it's called the Mobius Loop. We really like it because it introduces another loop, which is the discovery loop. And what's good about the discovery loop is that within it, you kind of say, well, why am I doing this? Who am I building this for? What are the business outcomes that I'm trying to achieve? And what are the hypothesis or theories that I have to achieve those business outcomes? And so you go through this discovery loop to generate options. And then you have the options pivot. And essentially with the options pivot, you're entering and sometimes the options pivot looks like product backlog, right? I mean, the product backlog is a set of options that you build. And hopefully those things actually make a difference to your product. So we go through the delivery loop. And in the delivery loop, we're building, but we're also measuring and learning. And at some point, what I like about this loop is you make a decision here in the options pivot, do I keep building? That's where the screensaver's turned off again or coming on. Do I keep building? Or have I actually established something here that I need to now to actually measure or do it go through another discovery loop? So it's pretty cool. There's a whole bunch of practices in here. And I'll just show you impact mapping. It's a fun one that we use. So for each of these, this library isn't meant to be a how to, but actually a collection of kind of, also if you think about golf, it's kind of like a collection of golf clubs. And we tried to show you where to use your golf clubs. And we're looking for more donations. So each of these has basically how many people you need, the time and how difficult it is. And the kind of participants why and when. And rather than telling you how to use it, we actually link back to the original material for most of these practices. And we would really welcome, if you're using a practice that's really useful in your organization, please, please, please fully open source. Please donate those to us. And hopefully you'll find this useful. We're actually working on something really cool now where we're actually building like an interactive discovery loop, or sorry, interactive loop. And you'll be able to kind of pick practices and compose your own process, which is kind of cool. So definitely recommend that. This is all under its own GitHub repo. And the reason we put it under its own GitHub rather than one of the Red Hat ones is we don't, and there's no Red Hat branding on it. This is an upstream community project. We don't really want to have Red Hat owning it fully. We want it to be owned by a community. So there's a really cool Gitter chat page that's connected to this that you can sign into. There's a bunch of cool stuff. And actually, you can either send pull requests, because all of this is a static website with Hugo. If anybody knows Hugo, no. It's very cool. Static websites are the future. And so, basically, we have actually a CMS workflow on top of this. So that's one thing I wanted to show you. The other thing I want to show you is have a little browse around our own GitHub page. We have a bunch of cool stuff in here. And I wanted to show you some stuff that could be really, really useful, because we found it useful. So the first one is this thing called Labs CI CD. So when we were taking our customers on these journeys, quite prescriptive journeys, one of the first things that we had to do for every team in OpenShift is continuous integration and continuous delivery. So we built kind of like a pretty cool starter CI CD project. There's a bit more info about it. One of our guys in the team, actually his wife, drew some of these hand drawn logos. But basically, this is a quick start. If you're starting out with OpenShift, obviously it contains Jenkins and pipelines within it. But whenever you want to do anything more sophisticated, you end up building a lot more scaffolding on top of that. So this is really cool. Super cool. And what we find is that most of our customers are actually ending up having to build something like this for their developers. So being able to provide an out of the box scaffolding for your teams is really great. And we've also pre-built the pipelines with a bunch of clever stuff in here. So things like SonarCube, we've got OWASP and a bunch of security checks that are kind of out of the box in the pipeline. So we have a number of external contributors to this, but I would love it if you guys also contributed back to this. It's, I think, really helpful for you guys. So, funny thing, when we were preparing our, when we've been building the Open Innovation Labs, we had to actually prepare our own Red Hat consultants to work with you, our customers. And a lot of our, you know, our consultants, you probably, there's, I think there must be some here, but you've also worked with them. I mean, some of them have helped you build some of the platforms that you've got. And the thing about it is that our consultants are super awesome, but have also, primarily, they mostly go on site with our customers and they work as an individual within the customer's organization. And what we wanted, the way that we work in the Open Innovation Labs is really different. We're working as teams, we're doing a lot of pairing, mob, mob learning. There's a lot of different practices and ways of working. So we built this course, it's a four or five day course, called the Labs DevOps Culture and Practice. So what we did was we have a little bit of technology within there and this is the technical workbook. So the funky thing about this is I think you can tell what the theme is, but I'll read it out. The manual menace, attack of the pipelines, revenge of the automated testing, and can you tell the theme yet? And enslaved hope, the non-functional strike back, return of the monitoring, the cluster awakens, and the last unicorn developer. So basically what we did was this is the technical part of the exercise and I'll point you where the slides are and everything else. So basically what we did here was we interleaved a course that involves teaching people all the cultural practices that you see in the Open Practice Library. So impact mapping, event storming, user story mapping, priority slider, social contracts, all of these kind of funky things and we actually also built a technical workbook to just basically introduce people to the simple things of using OpenShift from a developer perspective and some of them are actually based around test driven development. So it's not just purely CICD and things like that on OpenShift. Check this out. It's also on GitHub, of course. So this is the GitHub page. It's under the Red Hat Open Innovation Labs, RHD Labs GitHub page. All the slides are linked to here, though. I have to tell you, we use Google Slides inside Red Hat and we're trying to get basically all of that out into something like Reveal.js so that it's a code and that we can then accept more contributions from you guys. But the PDFs are definitely there and if you email Jeremy at redhat.com, I can give you the PowerPoint version of it or whatever. So this is really cool and this is really good because if you're trying to get 120 developers or 500 developers or, I don't know, some of our customers have 3,000 developers or 10, some of the customers we work with have more developers than Red Hat as people. That's kind of crazy when a customer has more developers than we have employees. And so we run this. We do about 24, 25 people in a class. It's about the limit that we can do with quality. But this is a great way to get a large number of developers quickly through and enabled on the platform. One of the cool things that we're doing now is we're actually, as part of our customers who are trying to scale out OpenShift internally, we're actually offering this. And the way we offer this is we're not really interested. We have a whole training organization and they actually just came on this course last week to see how that Red Hat training can turn this into a product. But one of the challenges of that, and Tony, by the way, is one of our facilitators on it. One of the challenges that you have to, as a facilitator, you're talking about your own DevOps experiences as part of that. So what we're doing is we actually want to help our customers to be able to run this course themselves. We're not really interested in running it 20 times in your organization. We really want to run it two or three times or four times until you can run it yourself and contribute back to it. How am I doing for time? Another few minutes. Cool. Let me show you some more cool stuff. Do you know that Red Hat has communities of practice inside Red Hat? So you guys are also building communities of practice. So all of the Red Hat communities of practice, most of our source code is on this Red Hat COP GitHub organization. The reason I wanted to show you this, definitely check out all the other cool stuff, because we have a couple of things that could be useful for you. Let me start with the basics. So CASL, as the Americans call it, like they say CASL, I don't know. Basically, this is our container and automation solutions lab. So we have what the little rack I told you about earlier, we took most of that automation that we built and we open source states, Ansible automation. So we're not putting any kind of, this is not production ready, but if you're building simple stuff with OpenShift, this is a super cool Ansible repo for doing all sorts of clever stuff on OpenStack AWS and Google Cloud and soon to be Azure, because Microsoft gave us, were very generous and gave us a bunch of credits to be able to get this working on Azure as well. In fact, this might be a bit out of date, but this is a bunch of really good automation that you can please do donate to it or steal, that you're welcome to do whatever you want. It's full open source, but this is really good. So we use this to build our own clusters and that's quite nice. The other thing that I wanted to share with you more is this thing, which doesn't have the greatest readme file in the world, but this OpenShift supplier is actually super cool. So basically, isn't everything cool? This is actually a way of putting kind of your projects in Ansible and being able to apply them into a cluster. So check this out because our customers who we've shown this to really love it. And actually it, that we're evolving this a little bit more. I probably want to show you another webpage. I hope this is useful. I've got one more minute. Uncontained. So Red Hat's consultants are building this website.  Basically Red Hat's consultants work with you guys. We learn a lot from your crazy, funky environments. And then we go back into the COP and we build this stuff. One of the things that we're doing here is not just focusing on ops, but we're actually also trying to help you with developers. So the OpenShift supplier is a key part of this. Being able for a developer to be able to codify their application in Ansible. Definitely explore and play with it. And this last one is a bit early, but within the COP folder you'll find something called Pathfinder. Well, the documentation is a bit like, check out what Noel wrote and all the rest. This is a tool to, if you have a large legacy estate with OpenShift, sorry, no, if you have a large legacy estate with hundreds of applications, how do you actually do an assessment across all of those applications? So Pathfinder is a tool that you can run that basically it's an assessment tool that asks you a bunch of questions about your applications. And we've thought long and hard about the questions, but it also then gives you a visualization. When you've asked and filled in the form for every application, you get a visualization of your entire estate. And then you can see, oh, which ones are the low-hanging fruit? Which ones are the ones that maybe I should leave behind? And it's a really great tool. What I would say here is it's kind of really early days for us inside Red Hat, but definitely speak to someone you know at Red Hat to get in touch with the guys behind this for a demo or to use because this is going to be really powerful for migration. That was kind of mostly what I wanted to show. Definitely come and check us out and get up.


So let me go to the last part where we'll give you a little bit of best practices. Although some of these things are applicable more to the faculty, researchers or directors of institutions who are setting up innovation ecosystems, there will be glimpses of the things which will be useful to you also. Especially when let me say five years down the line, you want to create your own innovation team or maybe in your own company or you want to select a partner for helping in your innovation, some of the elements will come in handy for you. So what we do is that we look at Betik, our lab which is called Betik. We look at Betik as not the inventor but Betik as a running partner for the inventors who are running a marathon. We look at those who do healthcare innovation and especially some of you who are actually already thinking of doing that. We have the greatest respect for you because we feel that you are the ones who will win the gold medals. We all celebrate Neeraj Chopra but we must equally celebrate who are supporting them to reach that place. That doesn't happen every time that we have to also recognize that. So I'll give you glimpses of the ecosystem that builds winners like what we were seeing earlier. So once you step into Betik at IIT Bombay, we have facilities for POC building which is the first one here, CAD and simulation, the second picture here, electronics prototyping, plastic prototyping, metal 3D printing and also pilot manufacturing. We also have facilities in Pune and Nagpur invention to you and the gate lab which I showed you earlier, those markers you can put on the body and then cameras will pick up your human movement which is a good indicator for not only what's called as musculoskeletal problems but also for psychological or neurological problems, walking signature changes if you have some even mental disorders, neurological disorders. And the best part is that we have pipeline. The pipeline starts from Mehta, it's called as medical device hackathon which we normally do it in summer months. This year we did a E Mehta because we could not get physical, get together of people and this is where the problem that keep on coming to us almost on a daily if not weekly basis. Problems from doctors saying why don't you look at this is a very important problem. Those problems and many people who want to work in medic or medic centers, we qualify these to get qualified because we see which problems are worth taking forward and which innovators are worth supporting forward. So they all participate in this Mehta. The best ideas and innovators we invite them to medic which is a one week intensive camp. This year we are doing an E medic but five days intensive camp becomes very difficult. We distribute that over four weekends. In fact, the last Saturday that is second of October was the first day of this year's medic and so second October, 9th October, 16th October, 23rd October and 24th October is going to be finale of this medic event. Very best of the best ideas and innovators will give them a one year fellowship in medic. Like we mentioned the first medic which Adarshah and Tapas had, they came from this medic event and joined medic for one and a half years and exhibition typically you get to meet investors and partners and doctors and even general public. The moment you say that this is very interesting product we want to buy that, then you should start a company at that point of time. And Sine is our business incubator but these innovators can go any other incubator that they want to and eventually they go to medical park or an industry park or a research park and so on. So typically from a hospital bedside to engineering bench to business back to hospital bedside we can close the loop for a low to low to medium risk device like the stethoscope and many others we have done. We can do it now in under one to two years now, it's possible but a high risk device like an implant can take you five to eight years. So just remember that the risk as well as investment and timeline are high for high risk devices. So for startup companies we don't really recommend implants and class 4 devices. For startup companies I think that screening, diagnosis, low risk, low to medium risk devices are a good bet because investment is low, you can get to the market faster as long as you are creating a good value proposition, it works very well. Let me just show some pictures of this hackathon which we do in different places. We are in Bangalore, Pune, Varda, Kolhapur, Nathpur, Mumbai also other colleges and then the medic which is currently going on but these are the previous medic, day one typically we take them to hospitals but now because we can't take them to hospital this time we are showing them videos of hospital immersion. Day two they start looking at brainstorming and how to create solution they see the start building the POCs, they for the test it in some way and also volunteers and the day five they pitch it to a room full of doctors, industry experts, technology experts, investors and so on. And these are pictures of our previous medic camps. Those in the front row and some with the ties obviously are our jury members and most of them are doctors who can give very, very cutting feedback on ideas. Some doctors will say this is a great idea and the same jury panel one doctor will say no, no we are solving it in different way and you should do like that and this is very good feedback in just one day. The kind of feedback that these innovators get is worth. You won't get the feedback even if you travel one year and meet so many other doctors. It's a very intensive kind of environment. So this year we are doing an e-medic 2 to 24 October already started and you can watch the news in LinkedIn and other places that we'll put out those pictures. And then the winners of those medic, we bring them as medic fellows for one year and you can see the pictures where these medic fellows are working with doctors. In every picture you'll find one medic engineer and one doctor and some pictures you also see the patients like the baby in the middle that was a Vardier hospital in Mumbai and these babies were clubfoot deformity. We helped in creating what is called as a smart brace. So the parents know that how to put the brace properly and the doctors can monitor whether the parents have put the brace properly because if it's not done properly the deformity cannot be corrected throughout the life. The best time to create the deformity is in the first three months to one year after the baby's birth. So all other pictures have this doctors engineers we call them as our happy pictures which gives us a lot of joy, satisfaction, motivation to do this innovation. And then the fourth step I mentioned was to put the device in the exhibition. We organize our own exhibitions at least once or twice every year which we call as medics, medical device expo. But we also go to other events like the India international science fair where you can see our former health minister Dr. Harshvardhan coming to our booth and by the time he came to the booth for the third time for the third year he was asking, so what is new this time Dr. Rupesh? He's our CEO of our committee. Honorable Prime Minister had come to IIT Bombay, we had a special exhibition for him and you can see him seeing our prosthetic leg which we have developed for like Jaipur leg but it's a much better, much smarter device made using advanced technologies, slightly higher price but much better functionality in terms of walking gate. On the bottom right you also see product launches happening during our exhibitions. So you can see Dr. Kakurkar along with our director launching a diabetic foot screener which is a major issue in the country that out of 6 crore diabetic patients in the country today almost 10% will get some amputation of the foot toe because of a gangrene and an infection which doesn't come in the news but it's a fact. The largest number of amputations happening are because of diabetes in this country and that we want to prevent by this diabetic foot screener device that is being launched during one of these events. So today we have 16 products coming out of Bidic, all these are spanning, screening, diagnosis, monitoring devices, surgical instruments various other treatment devices, rehabilitation assistive devices and these are spanning also low risk class to high risk class and you can see the company names in red color. Every one of these has one minimum funding of 50 lakh rupees. Average funding was 1 crore and the maximum funding some companies have gone even 4 to 5 crore rupees of funding to go forward in their innovation pathway and many companies are also coming to us. These are all small, medium companies, Indian companies who cannot set up their own R&D centers because of either cost or inability to attract the right kind of talent. So this comes to us saying that why don't you become our R&D unit we know the market, we know the doctors, we can do distribution we know the specification of the product but we do not know how to create the product and do this concept prototype and product. Why don't you do it for us and they're so happy that they're coming back to us now second time, third time and so on. And this we call it as a better ecosystem where we say that we need to be able to create a overall architecture of an institution where we can take research to innovation to entrepreneurship and for that we need four pillars, that's for your interest and if you're looking at any institution where you want to get help see that they have at least as many of these as possible. So one is that do they have an interdisciplinary team structure for example, we have people who have we actually have doctors in our team member, full-time doctors or physiotherapists or biomedical engineers, we have electronics people, we have material scientists, we have mechanical people design software, you know all these people work together in Betik lab and many of them are managers, mentors and so on that's one critical part. Innovation culture when you're doing innovation you're taking a risk when you're taking a risk there's going to be failure when there's a failure you want to learn from failure and then go and become stronger and move ahead not get disappointed or disheartened by failure. So how do you handle failures which come out of risk which is part of innovation is a very big part of the culture which Indians are not really mastered yet so we try to really handle that in a big way. And third is this infrastructure for designing manufacturing, testing and so on only the kind of procedures that we have you won't believe that people have come to Betik and said that you almost run like industry we have signed formats and records which everyone has to fill a doctor visits us, we give them a form to fill saying that you have fill and sign that doctors are surprised when we go to hospital they ask us to fill a form first time when you go to hospital to open your file we give a doctor to open a file in our lab it has to be signed by the doctor and then signed by the person who is interviewing the doctor and that becomes our first step towards problem definition can you imagine we have like 200 forms like that in Betik and this is part of the ISO 13485 we are internationally recognized what's called as a quality management system for medical devices and I don't think any other academic institute in the country has that that makes us very easy for us to get permissions from hospitals or testing centers or government for doing these patient trials and human clinical trials now you can say all this sounds very difficult for an academic institute this is not a job academic institute we are supposed to do just teaching and research right who is talking about these things in which academic institution so people actually get surprised that I even talk about these things and they say how are you even finding the energy or the resources to do all this next students I would like to just mention Sir just passing made a remark that he has this metal 3D printing you know this is the one of the only machines in the whole country which can do titanium implants in IIT for example and that would be 3D printed you make 3D printed plastic parts but the type of infrastructure which Ravi is saying is it really takes huge huge amount of effort and you know like every pillar what you see has been very very painstakingly built and once the pillar is built for example people are now using it to make titanium tooth implants, customize titanium implants for the various parts of the body just you know other than any other large of course the knee and the hip joints but you know customized implants can come out of that once more he showed this whole big picture of multiple facilities but I thought I'll just mention this one facility which is you know which is one of the toughest materials and it goes through a huge process of sintering and you know powder but just to you know highlight that point of infrastructure I was telling Ravi that lot of my own friends you know across institutes also get very very surprised and you know it is you know the way you know the whole pillars have been built, the way the whole methodology has been built we're going to follow that now very rigidly in our eight days of you know engagement where we're going to show you different incubators but you're free to you know also think about how whatever you come up with in fact I've opened it earlier I said we'll do toy and game but I opened it up I said whatever you want to but you're to build a team of five people but you know again back to you Ravi thanks I couldn't stop myself because you just made a passing remark on the metal 3D printing but I know that I thought you put in for two full years to get that machine up and running next to my lab and you know just to get inspiration I go there and watch some of the prints printing going on and it's really a fabulous initiative yeah please Ravi go ahead Thank you for mentioning that actually we are using that to do research in one area which has not been done anywhere in the world also which is Maxlo Facially Implant many road accidents the face gets crushed sometimes the eyeball get eyeball is intact but the bone under the eyeball get crushed and the entire eyesight becomes you know unbalanced so there's something called orbital implant there's something called your many cancer patients the Tambaku, Gudka cancer patients you might have seen in TV advertisements one whole side of the face is gone right we have to rebuild the whole thing using and we are using this research to look at reconstructing facial bones you know that is Maxlo Facial is what is called so this is all tough so again thank you for saying that again I would again mention to you a very important thing you know Professor Ravi's first PG student worked on this whole issue of how do you identify the benchmark and how do you get the scanned image of your bone or from this side to map it on this side there are some three to four PG students who worked on it so it is not coming just out of nowhere it's coming out of deep research you know and all those stages are there and now you know those same PG students are now you know heading institutes in Singapore and other locations and you know taking the betting story forward but even you know just now that Sir just mentioned that the 3D depicting the you know the face the Maxlo Facial bones but to do that the type of research which is at the back you know is you know a phenomenal amount of knowledge which has been made thank you for saying because what I want to say next is precisely that how do you put the whole things together you know it's not just facilities but also people but also culture and many people who come to our lab get surprised they almost say that we don't want to leave this place and I say how do you do something like that I say the secret is very simple our focus is not on buying a machine or not on you know getting some award or not on you know writing a paper or getting a promotion or something like that but we are always saying and we tell that to every team member who comes to saying that focus on the end user think about the poor patient in that rural area who is cannot afford a treatment or cannot afford a diagnosis simply because he's in a wrong place or has a wrong income you know structure so we say that if you focus on that the end user who you want to really help and benefit somehow all things magically fall in place it may take sometimes months it may not happen in days and weeks but sometimes it has happened miraculously we thought about a very critical problem or a resource and there's a magical phone call and then by the way we invented a new sensor we are looking at someone can try it out and we are looking at a sensor which needs exactly same specifications so these miracles will happen if you are what I call a purity of purpose in terms of really helping the marginalized poor people I think you know somehow these things fall into place I want to share that which is unscientific but I would like you to try it out and see that can you take on a problem which others have not taken just because there's no money or business into the whole thing but somehow magically everything falls into place just try it out sometime in your life and that I want to end with one more couple more points one is that when you say stakeholders and we academia we represent academia in medical domain it is very important to have the three other stakeholders one I mentioned all the time which is hospitals I also now mentioned industry which is both startups and industry and government government plays a very critical role because they are the ones who give us funding to create by these machines build these labs you know give pay salaries not very high salaries but some salaries to these fellows and all that and the medical device regulation which I mentioned also academia we typically do R and D production development industry typically does manufacturing and marketing if your R and D is complete properly handshaking between your prototype to product has to be proper and then hospitals where we go to identify a problem and we go back to them to see whether the solution is proper or not these are the four critical stakeholders in medical device innovation but it does not stop there we need four more people we need incubators where the startups can start we need testing centers where are very interesting centers in the country accessible for startup companies big companies have their own testing centers but startup companies where will they go for mechanical safety testing electrical safety testing and so on these centers cost close to rupees to setup we need investors to put money in this you know in this area investors are putting money in B2B and e-commerce and fintech and everything else but healthcare it is still it is slowly increasing but it's still not there and finally media has to play an important role they have to highlight stories of this innovation how they're making a difference it is happening again now it is happening but in the beginning five years back healthcare startups were nowhere there in this whole ecosystem but now we are seeing very good traction in all the four all the eight friends and last I would like to share with you how do you decide what you want to do in life if you decide to do entrepreneurship is it right for you or not that is the first question if you want to really do entrepreneurship and create your startup company what problem you should solve or what area you should work on that's one decision point and once you decide to do a startup in a particular area let's say healthcare startup or a screening device for cancer anything else you want to look at you decided that how do you select the team members for that okay so this slide will answer your these questions this is loosely borrowed from a Japanese concept called ike guy in case you want to look it up but here is my version of that same Japanese concept so it's based upon answering four questions to yourself close your eyes or go sit in some quiet place think about what you really love to do think about what you are good at doing think about what will get you some money because finally life cannot be done on charity you have to earn some money and finally what the world needs okay these four things if you look at these four questions and you want to also look at how do you know the answer to the question I am giving you criteria you know that you love to do something if you forget food and sleep you are just cheerful it just keeps you engaged you just don't want to stop doing that that is what it means that you love to do what you are good at doing how do you know that that is what your degree is that is what you are trained into that is what you are good at doing what you are paid for is your salary coming from that and someone is giving a check or transferring money to bank account and what the world needs is give you some contentment when we do something what the world needs you feel little happy inside okay now let me cross these and get you four more sectors what you love to do and what you are good at doing is what is called as passion and just to put a picture so that you can connect with that in your mind what you are trained to doing what you are good at doing and what your salary comes from is a profession and he is one great doctor from South India again and what the world needs and what it can be paid for the same doctor teaches biology to his other kids in his building in his spare time or weekends and the parents don't mind giving him some money or maybe taking him out on dinner which is money in some form that is called as vocation and here is one more example of that who made vocation into his full-time job and what the world needs and what you love to do is what is called as mission the trick in life is to find something which connects on the four sides if you can find that and if you find that early in life oh yeah you can achieve fulfillment you know way before others and this fulfillment cannot be bought by riches or comforts or good words or praises from people this is complete inner fulfillment okay so find out what is it that you can do that connects on the four sides and once you decide what you want to do find out others who connect with you on a similar passion this helps you to answer both these critical questions of you so that is the end of my last part and all the things and maybe I want to leave you a thought with you in medtech innovation in general what do you think is the biggest bottleneck or a challenge which is preventing the success stories coming out is it that we have academic mindset I mean as students we just want to learn something on your degree get some high marks and get a salary job is it the academic mindset from student side and teachers just want to simply teach what is in textbooks we classically said textbook to blackboard to student notebook without going through anyone's head or heart okay or is it that or is it that safety testing is an issue or there are conflicts between the founders is it that facilities are there manufacturing equipment facilities are not there or finance is not there I mean or anything else that you feel that important I just want to leave you with this question and we can see what answers you give and I'll leave you with one last slide about this is the content information if you want to look up betik.org you can look at it so that is the ISO certificate for our lab there is a book called medical device innovation where we have written stories of these 16 startups but book is right now auto print although the e-version is there on Amazon the hard copy is sold out we are writing the second edition of that hopefully early next year it will come out and then you have few other places where betik as a story betik as a best practice or betik startup companies as as a case study by the way one of the betik startups is becoming a Harvard case study which is one very rare distinction honors for an Indian company to feature in Harvard case study like that so this is our take on the connecting research also with education and that's why we call it as a reinvent reinvent yourself reinvent the country reinvent academic environment but I think we have a long way to go to do this in the next 5-10 years if you get it right I think our country can be really very not only economically powerful and create a good standard of living but also create a good quality of life so I think we have to marry these both standard of living with quality of life and we can do that I think we all will be very very content and fulfilled nation as a but thank you very much this is again very very inspirational you know to of course all our students including me your last slide was fabulous about you know what we set out as a goal in life that was really nice so they are mentioning that you know one should be able to see the goal of a start like in front of one's eyes so that he she may get a proper encouragement to run that is one student the other students saying academic mindset setting a rigid goal is what another student is saying and then you know and one student saying is an academic mindset of the student also at the same time perseverance of you know people about students outside the perseverance of people about students outside the institute so they think that the students in the I think the person they might have meant also perception of people about students could be perception did you mean yes yes yes yes from another national university they also have some very very interesting projects going on in the innovation studio so now you know long in doing innovation we are doing entrepreneurship right I want to make couple of comments here one is that now the process has opened up the areas one of the areas which is in the opinion going to be very hot in five years time so if it's a good time to put your mind and feet firmly on the ground on that and pun intended this is going to be a great tech the lot of people now I'm seeing that very good IT engineers thanks to pandemic and thanks to this online sessions like this they are now you know can you believe in cities like Bombay and Bangalore and Pune and other cities the house prices and rental have come down which means the people are going back to their hometowns when they go back to hometowns they all have their independent houses and kitchen gardens they are looking at the possibility of creating their own kitchen gardens every month you know egregate in general and egregate for professionals kitchen gardens in particular are such a hot area that I think if you put technology into that that is one one one great thing that's one point I want to tell you the second point I would like to add that yes the perception about people in general you know it used to be parents first the parents who say why are you doing innovation entrepreneurship get a salary job, play safe, get married you know things like that now I can see many parents and I'm not talking about IT students many other parents are saying ok one year you do innovation entrepreneurship we will not come in the way if you want even 5,000 rupees we will give you you know for your basic running costs if you succeed no one looking like everyone is happy about it if you fail in entrepreneurship believe me the kind of things that you that you learn in that one year of failure the kind of confidence that you get the kind of capability that you build makes you enormously valuable to the next company that hires you so there is no failure in entrepreneurship you either succeed or you learn right and that is now being understood even by parents so they are also encouraging the children to do that I want to add one third point you are from IT Hyderabad you are from IT Bombay and so on many other 16 startup companies that have showcased you 70% of the founders are not from IT they are not from middle class families they are from low middle class or poor families ok small towns rural areas the kind of passion the perseverance now I will use the word perseverance they stick to the problem they understand the problem they see the problem being faced by their own family or neighbors or their local community they want to solve it no matter what that kind of commitment actually takes them over multiple hurdles including the hurdle of communication they don't even know how to talk properly but the moment they start speaking everyone in the room knows that this guy is someone to bet on it doesn't matter whether they can speak or not the passion shines through in their eyes and gestures and so on just remember that when you pick partners pick partners who are themselves going to be committed to the problem the goalpost is not a startup company or money or whatever or a unicorn which is fashionable these days but to solve the problem big problem for a large number of people everything else will follow difference so I wanted to ask if Betik just deals with the physical health care of a person or it also deals with the mental health care because that is again some different domain that you will touch so Betik does not deal with this or that Betik deals with doctors and innovators who want to solve the problem so we have seen we have done head to toe so there was a recent company who came and said that can you develop a a deep brain deep brain stimulator or deep brain some device okay now we have no clue about deep brain or no clue about it but then the company also brought connections to the neurologies and we have our own connections in all the hospitals so we went around saying anyone is interested in that problem so we got that and we also need someone who will work on the problem for next 2-3 years so we reached out so through these Meda hackathons and MediCants we get people right and someone gets interested in the brain problems brain cancer problem so our always our goal is to build a team of a doctor and an industry in this case and an innovator who want to solve a problem for us it does not matter what problem is solved we are not particularly into we are domain agnostic we don't have a problem in any domain as long as problem is good enough and the team is there value proposition is there and it is possible to put it in a market in the next 2-3 years you saw my 4 criteria right yeah yeah in fact again it is the commitment and the perseverance and of course the passion which you come in and you are ready to commit to work when you ready to work things happen there is a possibility in every problem we see a solution we have learned all the dimensions of how these things happen at multiple levels at a personality level you talked about how they need to commit themselves and at a methodology level we have the 4Ds and it is really wonderful thank you so much Ravi for this lecture fantastic thank you for inviting all the students everyone in the room we look forward to you in finding your mission and may you succeed in that even if some good news that comes out of your life of this whole thing we are always happy to hear that is our true currency of teachers it is not a salary but what our students do is what makes us really rich in that sense thank you very much good day to all of you


That feeling of emptiness or depression when you don't meet a goal and wondering what you did wrong that you didn't achieve what you set out to do. Or worse, that feeling of wondering if your goal wasn't challenging enough when you meet it. I went back and forth between these two pools of emotions for years until I finally cracked the goal-setting code. And now through this oh-so-easy exercise, I've eliminated a lot of those feelings when it comes to setting my goals and finally meeting or achieving them. I'm showing you my easy exercise today, so stick around. Hey everyone, it's Leanne and I am a slave to my goals. It is not a healthy relationship. I set goals in everything I do, but it really is my roadmap or my compass for success. It's my roadmap for my business goals. It's my roadmap for even my personal goals, especially now my personal branding goals. Without this compass or roadmap, I think a lot of what I do would be all over the map. But when I set goals, I want to make sure that they're challenging me in a way that pushes my comfort levels, but also makes them realistic enough that I have a chance of achieving the goals. So I finally created a simple framework to help me set my goals so that I no longer had those feelings of overwhelm when I couldn't meet the goal and underwhelm when I needed my goal. And so enters my framework. My framework for personal brand goal setting. Set three goals instead of one. Let me show you what I mean. Before we look at this three-goal framework that I mentioned, don't forget to subscribe to my YouTube channel and click on that little bell to be notified of new content. We're talking about personal branding and LinkedIn every week for the hospitality industry, and I'd love to see you here. Okay, so more about this three-goal framework. So instead of setting one measurable goal, this is something that can be measured usually through numbers. We're going to set three goals. We're going to set a meet goal, an exceed goal, and then a far exceed goal. So let's go through the three goals one by one. Before we do that, don't forget that with any goal, we wanted to follow the smart goal framework. We want our goals to be specific, measurable, achievable, realistic, and time-based. And what setting three goals instead of one does is it helps with the measurable, the achievable, and the time-based part of the goal setting. Let's talk first about the meet goal. Meet goals will often stretch you beyond what you achieved last time, typically by three to 15%. We're going to use an example as we go through all three goals of attracting new LinkedIn followers to our LinkedIn profile. Let's say your goal is to attract 500 new followers this year to your LinkedIn profile. Last year, your achievement was 450 new followers. This goal of 500 new followers is roughly an increase of about 10% over the achievement that we had last year of 450. This makes it a very realistic meet goal.  They should make you a little bit uncomfortable because you're looking at goals that are going to be 15 to 30% more than what you achieved last year. Let's take a look again at that LinkedIn example. Last year, you attracted 450 new followers. This year, you'd like to attract 600 new followers. That's roughly 25% more than what you achieved last year. Still achievable, but it will push you to up your LinkedIn game just a little bit more to attract that following. Now, the far exceed goal. Far exceed goals are the ones where you're like, there is no way I'm going to achieve this goal, but wouldn't it be cool if I did? They will push you to do things outside of your comfort zone and really dig in to achieve your personal branding goal. So now if we look at that LinkedIn follower goal again, you had 450 new followers last year. This year, you'd love to attract 700 new followers. That's a 40% bump over what you achieved last year. You're really gonna have to up your LinkedIn game to meet this goal, but this far exceed goal, it will be challenging and oh my goodness, what a great feeling if you achieve this goal. But regardless of the far exceed goal, you have set meet and exceed goals that are achievable and within your grasp. So do you see now how this three goal framework makes things a little bit more exciting and a little bit more achievable all at the same time? One of the tricks I learned is to assign a bit of a celebration for when I meet, I exceed or I far exceed a goal and make that celebration in relation to the goal itself. By meeting a goal, maybe your celebration is smaller in nature, but as you start to creep up and hit your far exceed goals, ensure that you have a reward system in place and celebrate your achievement. Do you think this framework could work for you? If you do, please drop in the comments how you are going to reframe your goals using the meet, exceed and far exceed framework. And if you need a quick worksheet to help detail out your goals, you can find one over at liankulderwood.com forward slash three goals. That's the number three goals. My friend, my goal for today's video was to provide you with a framework that will help you meet your achievable goals as well as push you outside of your comfort zone to far exceed your goals. I hope I've provided some encouragement and I wish you all the best with your personal branding goals this season. Thanks for watching. Bye for now.


You too team keep it clean welcome to another episode of NFL questions themselves Well, you can ask me any question you want and we answer in a video like this You want to be a part of it? You can send me an email to team keep it clean at gmail.com or for the patrons You can send it directly on patreon if you want to become a team keep it clean patron You can go to patreon.com slash engraving vids and if you don't even got to bother even looking at it It's all good either way. I love y'all team keep it clean We got some great questions as we always do and the first question my guy said you won't like this So let's see what he thinks that I won't like first question came from my guy Dylan He said honky played fantastic and it's not the first time the dude's a dog But more hasn't played poorly this season, but it definitely hasn't been great What I'm asking may be an overreaction But the GM in me is watering his mouth previously You had talked about sending honky to be a starter elsewhere in Miami being a good landing spot You got me thinking imagine the hall we would get from Miami for Lamar Jackson What if we pulled in three first-round picks or more for Lamar? I'd be really tempted to pull the trigger Lamar would be happy the Ravens will be happy Honey would be happy Miami will be happy. Nobody loses thoughts. Oh, you sure Lamar will be happy After all he's done for this team and if honey after having three good games You Trade Lamar who has had made so much history here and hang ain't even hit his peak yet You trade Lamar for three first-round draft picks. I know as a GM. Oh, yeah draft picks. They sound great But doing that Lamar have I don't know Lamar be happy. Yeah, you get the play for the crib Dolphin now dog. I'm sure they will take Lamar over to her You know to have been even baby been better like better for to her not better than Lamar, but even better for to he been playing better, but I'm Now I am and he said nobody loses with Huntley, I love what Huntley's been doing and you know We rooting for Huntley heavy And that's whether he stays with the Ravens like selfishly we want to stay with the Ravens But for Huntley wanting to go elsewhere and go do his thing but for Tyler Huntley We Again the good three games and I mean a great third game, but What is Tyler Huntley's consistency We've seen two games with Defences haven't had to prepare for them then one game where they did I mean the one game where they did prepare for me had his best games Because he got to prepare for them as well. So it goes both ways But what is his consistency? Can he keep this up? Can he continue to do this? We won't know till we know But like I just know so I wouldn't be willing to do this because again Lamar He's shown you so much And he's shown you so much or so little I Think um with with Lamar When I was talking to my guy JT makes really good points Huntley's learned a lot from Lamar, but now on the flip side with with Huntley getting with Lamar getting to see Huntley like really play a lot Huntley could take some notes from I mean Lamar could take some notes from what Huntley has been doing And where Huntley has had success where Huntley has done well Um, especially in the short passing game Just continue taking that short passing game short passing game short passing game And it's been having this offense a lot better and that helps out the offensive line Because you know the offensive line ain't been good all year that helped that helps a lot So and that's on g-road too calling the right place Calling plays a short stuff not sending everybody deep all the time for Lamar It's about calling the short stuff and that's okay. It ain't got to be the big play every time So but back to this whole No, I I wouldn't do it next question came from my boy g-star He said after yet again a horrible call to go for two and fail Do you think it's time to replace the coaching staff? The only coach I can see that would be on the team next year would be wink The defense hurt us and helped us today when we needed the pressure. We got it Why couldn't harbors and wink replicate that and we would be able to go win in overtime They're just playing scared. I haven't been on the fire harbors train But now i'm buying my first class ticket to get him out And then he thought about it after a day and he saw the infamous video He said never mind Uh, I've had some time to digest this loss and I've seen the ravens wired segment He literally asked the whole team if they wanted to go for the win or tie it up the whole team Well, he asked the offense But anyway, he said the whole team said they wanted the win and to go for a coach Who is that entrenched with his team is good in my books I thought he made a decision on the fly and didn't go off of anything But analytics harbors is a good coach and I respect the risk I respect that he respects the team enough to ask them what they would want to do Giro though is still on my hit list though With Giro still being on your hit list, that's fine. That's cool But you guys to realize that any offensive coordinator that comes here, they're gonna end up being on your hit list Because that's that's been the same old pattern for the longest The it's always seems to be the offensive coordinator under harbors All these offensive coordinates they come and it's like man, why this guy? So I um I'm just that's that's one thing that just worries me about the future and I told y'all this already um But and and even with the uh, I know you said he hasn't had the time to digest it and he started the wired segment Again, it wasn't anything that was a decision that was made on the fly I don't even think the decision was like. Oh, all right. Since my teammates I mean since my team they told me they want to go for it. All right. I'm with it I think it was just something that he decided already Something that he decided already and he just wanted that that that that co-signer That extra little old kid because he knew they weren't gonna say no Who's gonna say no, what player you know, what player what offensive player is gonna say no No, coach. Let's play for overtime. Who's gonna say that? Nobody's gonna say that next question came from my god Daryl He said they engraved him besides all the injuries that have been annoying me all season My problem with our coordinators have been infuriating me since 2019 and it goes without saying the problems we have with giro So i'm going to talk about wink above all the ravens are known for their defense It's just in our dna and culture But I am thinking that we have a problem that cannot be solved unless we cut our losses with some of our defensive coaches I've seen former players such as matt judon sedaria smith and even chris wormley Going to new teams and perform at a higher level than they did with us Derek wolf coming off his best best sack year before coming to the ravens and kaleas comes to us After making the pro bowl when our second day was actually healthy And they haven't been able to produce any sex when we are blitzing more than 50 of our defensive snaps For the last three years, uh, even when things were going great Everyone knew our biggest problem was getting to the quarterback And my question to you is do you think wink is the problem? Or is it something that is even beyond him because I see this as being something that is Is going to seep into next season as well. That's a really good question Raven scheme is not a scheme that produces a bunch of sex They rely on pressure based in blitzes and they hope that pressure because remember wink says sex are overrated Um, and I think that that was just a way to sort of cover the fact that This game doesn't really get them like that And that's not that it's fine, but I mean his scheme overall over the years. Um, he's he hasn't given up many points There's one thing about the ravens defense. They they will give up some stuff They give us some plays sometimes they won't get to the quarterback, but they didn't really give up many points So that's a good thing Um, but it's it's the scheme matt judon He was here and and where wink scheme It's about the more you can do the more you can do If you outside lying backer You're gonna be dropping back as well be ready to drop back Um, because you're not just gonna be a pure pass rusher. There ain't no such thing in this scheme.  The more playing time that he was getting as a raven He was doing better. He's producing more and he was he was nice And a lot of us wanted us to resign as darey smith Knew we weren't going to resign as darey smith still wanted the ravens to anyway, but knew it wasn't going to happen Uh, so yeah, they let him walk and he just did what he did in green bay been balling over there He's hurt right now, but besides that he's been balling over there doing his thing Proud of the darey smith happy for him matt judon He'd been to talk of a lot of people with what he's been doing over there with the patriots Um, but again, it's it's just a scheme. That's it That's it You see a daffy away his numbers. You see tyus bowser's numbers. I think tyus bowser's are leading uh Sack, I think he leaves us in sex and he got like I think six something like that So again, the scheme is it's never gonna produce like big sack numbers or anything like that Uh, so I mean you should set your expectations as long as wink is here. Um, that's the scheme That's how he runs it and it is what it is. Next question came from king jayme He said, what's up my man engraving hope all is well with you and the fan Appreciate it I've been watching your content for a while and you have a lot of pointers and important tabs on the flock Trust appreciate that. I just had a quick question How likely do you think the ravens outcome will be this playoff run due to major key players and injuries? Do you think we still have a chance and will the ravens resign davante freeman next all season? He still has big explosive plays All right, so two questions in here. Um, what do you think the uh, the ravens the outcome will be If for the ravens playoff run where they got to make the playoffs first They got to do that first and it's looking very very shaky right now for them to even do that But if they can do that, um I right now based on alpha how this team has been I I don't see a super bowl run Um, anything is possible because if you get in anything can happen Um, but just thinking about the team Yeah, the injuries to the decision-making. Um, I just I don't really see it But I mean, hopefully they proved me wrong that'd be great Hopefully they prove a lot of us wrong who don't see it. Um, especially right now That would be lovely now as far as davante freeman. I think they could resign him at least for training camp and Preseason and stuff, but I think he would be one of those guys that they could wave Like right before the season starts and have him on a practice squad And they would all depend on the health of jk dobbins and gust edwards So, yeah, uh, so I think davante freeman. I think he'll be back. This question came from asia She said I love your videos. Appreciate it. Uh, she says in one last time when I heard my name. I was like, oh, i'm famous But yeah, why does john harbaugh just let lamar rest? I know playoffs is coming But sometimes when quarterbacks get hurt You would just let them get healthy from time to time But he just wants to rush him on the field if it was me I would let him rest to get ready for bigger games coming up like the bingles rams and stealers Well, he ended up doing that he ended up doing that and I was very proud of john harbaugh I was proud of the ravens for not rushing lamar because they seemed to see the bigger picture. I was worried When the reports first came out about lamar's injury, I was very worried that they would just hey, you got to go out there But they didn't so hopefully that doesn't mean that the injury is more serious than what it appeared to be And that uh lamar they just he got to rest and hopefully he'll be back and when he's back Hopefully he is 100% and he's still not rushed Managing lamar's return next question came from my boy less He said they ain't graven hope all is good with you and the fam hope caught his tanned up and mario appreciate that After watching the game versus green bay, I think we should all be extremely proud of our team I was worried about this one where we show what we're even what we're about even with missing so many starters Like you I didn't agree with the cause hards may going foot on fourth down in the first drive And then a plate called in that two point conversion at the end was so predictable So I guess the one question is this is the plate calling these kind of situations a bit too predictable and shows a lack Of thought to patterns of ours that opponents can pick up on and exploit. Yes. Yes You you said everything you answered your own question really you answered your question in your question Yes He said anyway, my main question. Okay. That was the main question My main question is about the return of lamar given that tyler has done so well How much of a difficult spot does this put on the ravens to manage lamar's return? This actually makes it a little bit. It makes it tough and easy for them at the same time Makes it a little tougher for when lamar when he's 100 and it's like, oh If tyler's still playing hot if he's still hot and lamar's 100 then you can be like, okay But we got to go with lamar, but If um if lamar is still hurting then it makes it easier for them to start tyler because he's been playing So far so good. So hopefully he continues that And does make it hard on a ravens and doesn't end up playing bad or something like that But we want him to continue playing great Games like that against against the packers like oh, yeah, you you keep that up tyler. You keep it all the way up. We loved it um he said uh If lamar returns and doesn't play amazing people will go off and say well We should have kept going tyler huntley if it ain't broke don't fix it Yeah, they will say that if only continues to play and we have a result that sets us back in the race for the afc north People will say well, I didn't they go back to lamar. Uh, it's a situation where people will criticize the players in the organization Whichever way they go with this. Yeah, that's true I say, how do you think the ravens will manage this situation? And how do you think the players themselves will given that I suspect if and when lamar returns He's going to be under even more scrutiny than ever given the good form of tyler in his own form prior to the injuries They positive team keeping clean much peace and love. Oh, that's such a great question Um, there's there's going to be a lot of pressure on on lamar Yeah, and like you say more scrutiny because people If and especially if We'll see if lamar plays in this bingles game or not But even just based off of this packers game say for instance lamar comes back in the bingles game And he don't look so good people gonna be calling for lamar's head like that They will be like that just like that They're gonna be like, oh everything that you did in the past. Yeah, all that stuff don't matter We don't we don't worry about that. You're not doing it now. What does that mean for us?  He hears so much stuff that people say about him He listens to more so much stuff that people say about him. So I just I just want him to play lamar football play instinctively Just go out there and do his thing be the lamar that we all know that he can be And not play like you looking over your shoulder So, uh, that's that's just one thing that worries me a little bit Um, but raven we're gonna see how this thing plays itself out because it is it is going to be very interesting These last three games so much on the line too. It's not like oh man raven season is over. It's done No, they still got three extremely important games left So every single decision that the ravens make It's crucial. All right next question came from my god chase and this was sent before the game and he said Uh, just remember I wanted to ask if you're ready for whichever terrible take steven a smith goes with next week The way I see it if the ravens win against the packers He will say that huntley needs to replace lamar going forward due to being so obviously superior Or if the ravens lose the narrative will be that the ravens just have horrible quarterbacks But either way your swing steven a will have known all along I'm very curious, uh, because I haven't really watched anything. I don't really watch too much. Um, of all that stuff Uh, sometimes I'll wheel just a little bit if I'm like cleaning or something like that and have it on in the background Because it's always a fun list. I always I enjoy hearing that stuff. Um, but I just I don't I don't just don't listen to it that much but I haven't heard or seen anything like on to it because usually on twitter That's when I'll get like informed that steven a said something Um, but I haven't seen any ravens fans saying anything about steven a so he must be super quiet on this whole thing Since lamar's been out. Maybe he's been like, all right, you know, I'm gonna leave them ravens alone Next question came from reyan and say what's the possibilities of airy to ray luis or both Ray is head coach airy this defensive coordinator coming to be Uh for the ravens and how much of an impact would they have if the ravens sign them and if they let john and wink go That's never gonna happen ever Um, ray luis is never gonna coach the ravens. The airy is never gonna coach The ravens, uh, that will be something, uh, especially Even more so airy that's a defensive coordinator. I didn't possibly even maybe working his way. That would be wow. Imagine that Like you think these guys play for john harbaugh, which they do they certainly do they love harbaugh imagine how much more they will play for air read Like air read and he will be a coach that automatically as soon as he enters the building that pressure goes up Because this guy is somebody that played the game of football He knows the game of football You know, he knows the game of football from everything that he accomplished as a safety Just the way that he was able to disguise things that he was doing is just he was just amazing the best The best ballhawking safety ever ever So the knowledge that he could bring to the ravens the knowledge that he could bring To their secondary the knowledge that he could even bring to offense So it but yeah, it ain't never gonna go down the last question on this episode came from a boy jeremy He said engraving greetings from maryland First started watching you since the dobbers and elvis videos this season and watched every video since I recently saw this quote from bateman And I thought it was interesting. I appreciate you watching the videos by the way So shout out to jk and dobbins and uh, and gust Edwards, dude, and obviously the unfortunate news Um, but yeah, that's that's what brought you to be with team keeper clean. So Thank you He said uh the quote he said I think just the ability to come in and still perform at a high level Said why receiving rasha bateman who caught seven passes for 103 yards from huntley against the browns When lamar jackson goes down or anything for a lot of people a lot question a lot of question marks go up in the air Of if this offense can still run without him But I think huntley comes in improves to us that we're not just a one-man show We're a team and we can still operate at a high level. So i'm very impressed with him and his confidence thus far Do you think this quote is showing frustration by bateman with a lack of involvement or production when lamar is playing? Or am I just overthinking this appreciate all you do Uh and shout out to your family. All right, appreciate it. This is a really good question I remember that quote And he sent this question on december 17th. By the way, so I believe that was the day that that quote came out from rasha bateman's presser um It It could have been because I mean we saw with tyler huntley. Uh, yeah, he Do a lot to rasha bateman in that first game When at browns game, was it the browns game of steel is he had a brown the browns game But then we saw this week Rasha bateman only had like one or two catches something like that so, um I uh I don't really I don't think it was a shot I mean, you never know. I don't think you're overreacting by thinking that it's a possibility that could it could have been Him showing some frustration With his lack of involvement Um when lamar was playing but I think it was more so To just big up the team that I mean it could have been so it could have been a little backhanded compliments But I I think it was more so to big up the team and really to big up Tyler huntley and really give a shout out to him and saying like hey So many of y'all y'all doubted us just cuz lamar went down But tyler huntley could still come in here and play too. That's all I think


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