Hi everyone, Joe for JaspeysCaseBrakes.com coming at you with 2019-2020 Hip Parade Basketball. Hip Parade the Rookies, Graded Basketball Edition Series 1, 5 box, half of a case from a fresh case, Random Team Break number 3, second half already in the store. Big thanks to all of these folks for getting into the action. There are all 30 teams right here. So we'll assign you a random team and then if there's college cards, we're going to go by the checklist first as always and if there's no checklist then we'll go by our college rules or non-pro uniform rules. Basically if the player is active, we'll go to the team that he's currently on. If they're retired, go to the team they played for the longest according to basketballreference.com. A lot of nice stuff in here that we can chase and not a lot of boxes produced. So good opportunity to maybe find some really nice stuff. So let's roll it, let's randomize it. Snake eyes, two times for each list. Good luck. One and two. After two times, we've got a bunch of kents down to a Kyle cook. Snake eyes, two times, one and two. After two times, we've got the nuggets down to the Grizzlies. So Kenneth with the nuggets, Sons and my Lakers, player playing tonight, go Lakers.  We're gonna put all this on one page right here. Let me know if you need to see your teams again in case that's a little too small on your device. We're gonna pause the video to allow for a little bit of trading time. Trade at your, actually no, no, you can still trade, but why don't I open this first and see which half we're gonna do. There it is, series one right here. And I'll flip back to that list in just a second. All right, so as you can see on the top camera and the camera right here, one, two, three, four, five boxes on the left and right side. We'll select a die, not like that one. One, two, three for the left side, four, five, six for the right side. And it's one, so we're gonna do the left side right here. And this side we will save for next time. So this is, that's back there for random team three. This will be for break number four. All right, so those are all mark number four. And I'm sure we'll run this back later tonight. Look at on the sofa there. All right, let's flip back here. No one's even chatting trade. So, well, let's just roll then. TWC, trade window closed. Let's print, let's rip. I'm eager to see what's inside here. Good luck. All right, right out of the gate, we've got a graded card. And it's gonna be Zion Williamson. Wow. NBA debut, Mosaic parallel, Zion already graded for you. Mint nine, PSA nine. Pelicans, that's gonna go to Kenneth Barefoot. Nice one, Ken. There you go. Nice way to start Friday evening. There he is with the pals. Nice start. Thanks, hip parade. They do a good job. We've got Devin Booker. PSA nine, 2015 Panini Absolute Devin Booker. Rookie, he's been doing pretty well. Phoenix Suns, that's gonna go to Kenneth. When will Origins 4 be uploaded? When it breaks. We haven't done it yet. Check the schedule, please. It's pinned into your chat. And I don't think Nightbot's dropped it recently, but it's pinned in your chat. It's happening after this. That's, we can only upload videos after they break. All right, it looks like a Kyle Kuzma. Nice, in that checkerboard pattern. PSA nine, Rated Rookie Kyle's Kuzma. Could he have a big game to these? He's been struggling a little bit. If he goes off today. That goes to my Lakers. Kenneth with the Lakers, go Lakers. This one's graded a BGS nine, five. It's Jared Culver, Rated Rookie Hollow. Centering, centering's a nine.  And the edges are a perfect 10. Nice, for an overall grade of nine, five. Timberwolves, that's gonna be for Kenneth as well. It's some upside in this guy too, right? They got D'Angelo Russell. He's gonna have a whole season with D'Angelo Russell. They're gonna get the number one overall pick. Still have Carl Anthony Towns. Could be a very interesting team there, if it all clicks. Might have some new ownership too. I could breathe some fresh air into that organization as well. All right, and the final one is gonna be... This is great addition too, right? They're all graded. Ooh, this is nice. This one's gonna be for the Kings. And that's another one for Kenneth. It's a Fox in the Box, De'Aaron Fox. PSA nine, rookie De'Aaron Fox. That's another organization with some good talent there. Could all click pretty quickly for them. And there you go, ladies and gentlemen. Pick your team, or sorry, not pick your team. Random team three of Hit Parade, The Rookie's Basketball in the books. Second half is in the store on jaskyscasebreaks.com. Check it out. I'm Joe. I'll see you next time for the next break. Bye-bye.


I guess what's the challenge going up against the Jets this week from what you're seeing on today? Yeah, I think it's a big challenge. I think they got a really good front. They fly around to the ball, you know, CJ, he's going to be around the ball. I think they are pit and trading front. I think they're physical, they're willing to tackle, so it's a big challenge for us on offense. I think you've become a more patient back over the years, Derek, in terms of, you know, even if you're hitting up a number of runs and not necessarily getting a big one, you're more comfortable doing that, knowing that eventually one of the big ones will come along. Yeah, definitely. Yeah, I think you described that perfect. I mean, you got to be patient in this league, and it's not always going to happen early. Sometimes it will, but if it doesn't, you just got to be patient. Keep hitting the dirty runs and eventually it'll pop through for you. You talked in 2018 about, obviously, the talk with Eddie George and all the different parts about being a technician and reading things and how much you improved. So from like that point to now, have you basically been roughly the same or have you continued to add, you know, since then? Yeah, I think over the years, you just get more experience. You learn the game more and, you know, you become better at it, the more you continue working on those things. And I think it's just, you know, what comes with it and comes with the position. I heard a lot of guys talk about the fact that you guys turned the ball over seven times on offense. How much does that need to get reversed? That trend for you guys to maybe reach your full potential on offense? Yeah, we definitely want to be in the turn of a margin. Want to be taking care of the ball and getting turnovers. What we pride ourselves on doing as a team and, you know, just change that around and be better at it. Coach, you were in third and two. You were out third and higher. You know that coming into a game? Was that all called after the second down play? You know, this depends on, you know, what the coaches want to want me in or they want me out. But usually, you know, I usually come out and Jay Mack comes in and does a great job.  Do you think opponents sometimes are happy to see you leaving the field? I hope so. But I mean, I mean, I've been doing it for a while. So I'm pretty sure they're expected. Derek, how much have you enjoyed kind of even more incorporating yourself in the receiving game? I know it's something that you continue to work on and just to be an extra threat in a different way?  You know, if he doesn't find anybody downfield, you know, I'm there.  But yeah, just, you know, working on it every day, trying to improve, trying to get better, being available, taking advantage of opportunities when I, you know, be able to get an opportunity to catch the ball and get a feel and try to make a play.  You know, just trying to get better. And then when the game comes and opportunity comes, just go out there and do what I can. You've worked for a number of different runbacks, Coach. As he preached it maybe or worked with you more than anybody has. And is that kind of your prodding him, asking him, hey, let's just do this. Anytime we get a spare ball winner, is he kind of initiating that? Yeah, I think it's both of us, you know, wanting to do it and wanting to work at it.  So it was both of us wanting to do it and working at it every day. I'd like how this team has responded when other, when guys have gone down and certainly some question marks about the receiver position this week. How do you like the other guys behind who they owe and AJ and how you like this team's ability to kind of keep going when you've got guys out? Yeah, I think just preparing, like a starter, working every day, doing all the things you need to to be ready for the game in the meeting rooms and then on the practice field and going out there trying to make a play. And I thought those guys did a great job last week coming in and stepping up and, you know, just like the same thing this week.  Do you ever do the math yourself in terms of, okay, through three weeks this many carries means this many carries for a whole season? Do you ever? No, I don't ever do that. Does a reception touch count the same to you as a carrot in terms of the workload? See, I keep asking about this workload and stuff.


Looking at the frontal sinus drainage pathway as I said, sagittal plane is a very very good plane to delineate the frontal and the sphenoth model recess drainage patterns and we shall see this as we go along. This is the parasagital image showing us the level of the frontal, this is the frontal beak and nasal process of the maxilla forming the frontal beak and this is where is the level of the frontal recess. Above a frontal ostium, so above this is the frontal sinus, at the level of beak is the frontal ostium and below it is the frontal sinus drainage pathway and anterior to the frontal sinus drainage pathway is your agarnasi cell and posteriorly lie the bulla and the supra bulla cells. On the coronal scan this is our frontal sinus drainage pathway, this location on the coronal scan would be determined by what is the insinate process attachment. So the insinate has different superior attachments, this one here is going up and attaching both to the skull base and the middle wall of the orbit and the FSDP then lies medial to this insinate process. So this insinate process is a sabersheet bone, anterior attachment to the lacrimal bone posterior free margin. This is your bulla ethmoidalis and this is the hiatus semilunaris, this is the insinate on the coronal scan attaching inferiorly to the inferior turbinate going superiorly attaching to the medial wall of the orbit and the FSDP lies medial to this insinate attachment. This is type one attachment of the insinate process resulting in this formation of this blind recess called the recesses terminalis. The other types of attachments are type two and three although they have been classified differently some have classified into type six types as well but these are the main kinds and this is type two attachment to the skull base and type three attachment to the middle turbinate. In these two cases now the FSDP lies lateral to the insinate and drains into the infundibulum. There are chances of cross infection between ethmoidal cells and the frontal sinuses now increase. Here the FSDP was lying medial to it and draining directly into the middle meatus. Now here it drains into the ethmoidal infundibulum. So looking at our CT examples this is our insinate traveling up attaching to the skull base, FSDP lying lateral to it and this one here has a combination of attachment both through the skull base and the middle wall of the orbit and this one is to the middle turbinate. Frontal sinus drainage pathway is surrounded by a lot of cells called the frontal ethmoidal cells which alter the path and are very critical for the surgeon to know because as it is frontal sinus surgery is a challenging procedure because the endoscopist requires a very angulated approach to reach there. So the presence of these cells which further alter the path are critical for the surgeon to know before he goes in. So this is the agar nasi cell which is anterior to the frontal sinus drainage path frontal recess and this is the anterior most anterior model air cell. Behind it is your FSDP and behind the FSDP the frontal sinus drainage pathway let me call it FSDP from now making it simpler. So this lies the bullar and the suprabullar cells. Agar nasi also is very closely related to the nasal lacrimal duct and hence remember that infections can cross from one to another here as well. So these frontal ethmoidal cells which surround it have been classified by various authors and we are very used to following the modified cones classification till a long time back and we still continue to do that in many institutions. That's perfectly fine. What I'm going to talk about is the International Frontal Sinus Anatomy Classification which was proposed by Wormold at all in 2016 and they claim that this gives us a more precise aiming of cells. The nomenclature is more precise based on the relationship with the FSDP. They have been classified into anterior posterior and medial cells and it is proposed that they will allow easier communication between surgeons and radiologists hence a better planning of surgery. So anterior cells which lie anterior to the FSDP. So these would include the agar nasi and the supra agar cells. The supra agar cell and the supra agar frontal cell. These will push the drainage pathway medially, posteriorly or posterior medially. So let's see how they look like. Again use your 3D platform. This is the agar nasi cell. This is how we see it on all the three planes and the cursor would align it on all the three planes for us making our job much simpler. The satchel image now will show us the cell superior to it much better. So this is the agar nasi and this will now be the supra agar cell lying above the agar nasi but not extending into the frontal sinus. This is the supra agar frontal cell which is further up extending into the frontal sinus that means above the level of the frontal beak because the frontal sinus lies above the level of the frontal beak. Cells which are posterior to the FSDP are the bulla and the suprabular cells. So we have the suprabular cell, suprabular frontal cell and supra orbital cells. Since they lie posterior to the FSDP now this pathway will be pushed anteriorly by these posterior cells. So this is our bulla etymodalis on the coronal and the sagittal scan. This is a parasage image and above this is your suprabular cell. Even above this is your suprabular frontal cell. All these cells are not present in all individuals. They will have variable prevalence rates. So don't expect to see all of them together in one patient. We may have a few in one and some other cells in another patient. So this is your suprabular frontal cell which reaches the skull base which is one of the boundary of the cell and projecting anteriorly into the frontal sinus. A little more posteriorly than the level of the bulla supra orbital etymoidal cells which lie at the level of the anterior etymoidal artery which is seen as a tiny notch in the medial wall of the orbit. So it is at this level that you try and localize and look for your supra orbital etymoidal cells which form the posterior boundary of the frontal sinus. Medial cells include the frontal septal cell and this will push the drainage pathway laterally. So it is in the midline here frontal septal cell. It can compress the FSDP laterally. What else can obstruct a frontal sinus drainage pathway? We could have this. What is this? Aherated crystal galli which can also obstruct the osteum if very large. So we have talked about the anterior etymoidal artery. A couple of words more on this vessel. This is a vessel which is a branch of the ophthalmic artery coming from the orbit, runs through this canal, the anterior etymoidal artery canal, seen as a notch in the medial wall of the orbit, goes all the way across and pierces this lateral lamilla of the cribriform plate to enter the olfactory fossa. So this is your crystal galli and this is the cribriform plate, the medial lamilla up till the vertical attachment of the middle terminate and the lateral lamilla here which is the vertical part beyond the attachment of the middle terminate. So that's how this artery runs and sometimes it may be hanging in a misentry. It may hang further down, especially in the presence of supra orbital etymoidal cells and this can catch the surgeon unawares and if injured can lead to profuse hemorrhage. So it will be good for the surgeon to know whether the anterior etymoidal artery is low lying or hanging in a misentry. The posterior sinus group includes the posterior etymoidal cells and the sphenoid sinus. What delineates the anterior etymoidal cells from the posterior etymoidal cells is the basal lamilla. Now what is basal lamilla? This is the middle terminate. It has 3 attachments from anterior to posterior. So anteriorly it goes up and attaches vertically to the cribriform plate. Slightly more posteriorly it has an oblique attachment to the middle wall of the orbit and this is what is called the basal lamilla and this is the posterior horizontal attachment to the palatine process of the maxilla. So this basal lamilla is what delineates the posterior cells from the posterior cells. Again 3D platform and we can trace this basal lamilla on all the 3 planes. This is the basal lamilla. This is the middle terminate going up attaching here and anteriorly are the anterior cells. Posteriorly are the posterior cells. Posterior cells are by far fewer in number and larger in size. This is showing the same thing again. This is your basal lamilla and these are the ethmoidal cells and the sphenoid sinus. What are onodic cells? Now posterior ethmoidal sinus is pneumatized before the pneumatization of the sphenoid sinus occurs. So they have a tendency to go into the sphenoid bone and lie above the level of the sphenoid sinus above and lateral to the sphenoid sinus. So these cells are then called onodic cells. On the coronal image what gives us a clue to the presence of these onodic cells is this horizontal septation. So horizontal septation points out that yes there could be onodic cells here. Why so? Because now I am cutting through here like this and this septum will form this margin onodic cell lying above this. A cruciform septation points towards bilateral onodic cells. Sphenoid sinus drains via the sphenoid sphenoid ostium through the sphenoid model recess and then into the superior meiasis and so is the case with the austere model cells which drain separately into the superior meiasis. Sphenoid has a few critical relationships that we must all be aware of. Superior allies the optic nerve canal. Laterally here lies the internal carotid artery. Infero laterally lies the foramenrotundum and infero media realize the bideon canal. Now all these foramina carry critical neurovascular structures and these could be deheysant into the sinus which we need to really point out in our reports. Here is an example of a septum which is going and attaching to this optic nerve canal. So again traction here could injure this. So remember to mention this in your report when you see especially if the patient is to be taken up for sphenoid sinus surgery. Sometimes this bone could be very very thin making it at risk. Pneumatization of the anterior clenoid process as we see here on the left side results in the formation of what is called the carotid recess. So between the optic nerve canal and the carotid we have this narrow tunnel which is the optic carotid recess. So this surgeon has to remove disease from here. These structures would be at greater risk of injury and remember to mention that. A rarer defect is the lateral cranioferential wall which is a defect in the lateral wall of the sphenoid sinus. It is a bony defect between the basis sphenoid and the greater wing of the sphenoid resulting in this defect which is medial to the forearm and rotundum. This was a case of spontaneous CSF rhinorrhea and this defect is known to have an association with spontaneous CSF rhinorrhea. So here we could see some soft tissue here and the corresponding MR images show us beautifully well the N-cafelloseal through this defect which is called the lateral cranioferential wall. So since we have gone through this anatomy and we are all very familiar with the axial and coronal images let us I will here show you a video of the sagittal sequences and try and identify all our structures.


Hi everyone, Joe for Jasby's casebreaks.com coming at you with a box of 2022 Fanatics under wraps, autographed baseball. Random team break number 17, last filler we got to do to unlock that shoe box break coming up in the next video. It's a 30 spot break, everyone gets a random team in a major league baseball. The Marlins will also get any and all multi autographed baseballs. So just keep that in mind. So there's a multi auto like this one right here. We'll go to the Marlins. All right, then we'll re-randomize everybody's names and we'll see who gets into the gold rush break. Big thanks to this group right here for getting in on it. There are the teams right there. Let's roll it and randomize it. 6 and a 6, 12 times for names and teams. Different dice roll for the giveaway, part one. Two, three, four, five, six, seven. 12 times for the teams. Jason Hayward with a solo shot. All right, there's the first half of the list right there. There's Steve Locke with that Marlins spot which gets any and all multi signed autographs. Any and all. All right. Now let's pop this open and we can play a little Who Am I? Oh, so the rules for this by the way. The baseball will go to the current team that they're on if active and then the team they played for the longest if they're retired. Unless there's like a specific, like unless there's a team logo on there or a particular year for like an all-star game or something like that. So just keep that in mind. Let's pull up some stats. Let's pull up baseball reference. No, not Thor. I haven't even given any clues yet, Adam. I'm a retired right-handed pitcher. Stood 6-2-1-70. A Hall of Famer. Eight-time all-star. A World Series winner. Early in my career. Two-time ERA title. I mean, these numbers are going to give it away. I've got 324 wins to 292 losses. A 319 ERA. Three saves, by the way. And 5,714 strikeouts. Who am I? And who did he play for the longest? He played for that team the longest. Yep, Nolan Ryan. Pretty easy. James got it. Spent five seasons with the Rangers. Five seasons with the Mets. Eight seasons with the California Angels. And spent nine seasons with the Houston Astros. So that's going to go to Eugene with the Astros. There you go, Eugene. Oh, I should probably show you the baseball, right? There we go. Should have all the stickers and stuff on there. There you go. Nice Nolan Ryan. All right. There you go. Eugene with Houston. Congrats. Now, let's gather everybody's names here. Let's see who's going to win those gold rush shoebox spots. So it'll be the top nine after eight. Three and a five. Eight times. Good luck. One, two, three, four, five, six. All right. So after eight times from 10 on down. Sorry, Jason. Very close, but just not quite 10 through 30. I appreciate everyone giving this a go. But only the top nine can be in the next break. That's going to be Eugene. Jason Parker, you did get in. Eugene. Chris. Eugene again. Steve Locke, Tristan, Steve Locke, and Scott. Congrats to the top nine. We'll see you in the next video for the break itself, jaspyscasebreaks.com.


Now for something completely different as it is put so nicely. Where do computers go when they are old and tired? They go into the big computer heaven and well no, not here. They are polished and made nice again and loved and cleaned and will be brought a new purpose and Lukas and Daniel are with me today and will tell you how they are doing that. The stage is yours. Yes thank you very much and welcome to our talk. Hey old man, old computers for young people. I am Daniel and I am running a local initiative in Zulin and I am Lukas. I am from Brunswick where all of this started last year and we will tell you about this program. Hey old man, old computers for young people and this is an initiative that started in the beginning of the lockdown last year which collects computers from private persons and gives them out to all of the kids that couldn't participate in remote education. So that started sometime last year and it started with a phone call one of our founders Muritz called another founder Martin. Hey, I know a teacher who needs a couple of computers for her students and Martin said yeah sure we they are lying around everywhere and so it came that the two of them thought hey that that's not just the case with us that is also the case with other people. Many companies changed them every three years and all of these computers we could collect and give to students and then the whole thing started in Brunswick. Now we have collected a lot of computers in Brunswick and we also could find other people in other towns that recreated this and now we want to show you how you can do this as a local initiative and also how we managed to bring this from Brunswick to all of Germany and now it's Daniel's turn. Thanks, so let's show us the first slide. There we go. So what what is the problem? What's the problem we're trying to solve? So 2019 remote schooling was not really imaginable. People would have laughed at us if we told them that in 2020 all students in Germany would participate in at home and do school from at home from home and now fast forward to 2020 and distance education for all students in Germany and but not everybody has a computer and not everyone can afford one. So there we come to the question of how this is socially acceptable and there was no support for students that could not afford a computer even though they were forced to participate in the education from at home and only after about a year of the pandemic in 2021 there were the first cases and decision court decisions where at least the kids of people that receive social security are assigned a bit of money to buy some sort of digital device to participate. But again, this is only for people that are receiving social benefits and this one this only started after a year of the pandemic. There was no support before that and the students were left hanging. So one could of course get mad about this, which is probably fair or you just start doing something about it. And that is what Martin and Moritz did in Brunswick. And we in Zooling did the same thing afterwards. So and what what you need to do this is what I want to show you. So can have the next slide please. All right. So what are we doing? We we are taking the initiative. What do we need to to found a local initiative? We need a team. So this is our team in Stuttgart. Then you need people that that care about this topic that are willing to put time into this topic and that are also very much bothered by the issue at hand. The fact that kids are trying to participate on small broken smartphone displays. And then, of course, you need some space to work and to store. Now not everybody has what we have here a big hall at their disposal and a lot of space. For the start is enough to just have an office room or storage room just to get started. And the third thing that you need is nerds or techies that are capable of using and polishing these devices. People that have some technical knowledge and know how to do a Ubuntu installation from a new USB stick, for example. But I think among the listeners of this talk, there's probably the smaller problem. Then the next thing that is extremely important if one wants to do this is partners. So you need companies that are well-networked in your local economy. You need system houses. So many computers only can give out computers if they receive a reliable proof of deletion of hard drives, which is something that system houses can do. And if some of them may be engaged, maybe excited and willing to do this for you, maybe even for free, then that means that you can receive donations from companies that have this requirement. And then the next thing would be non-profit organizations and NGOs that might be able to help you, especially when maybe one is looking for certain special parts that you can't find anymore. For example, one was using up all of their power cords, which they needed. And at some point, one has to buy some of these and then maybe some non-profits can donate money to you and pay some of those bills. Now, if we have all that, then we can get started. So we collect the first donations. And if everything is going well, that looks something like that. You can see mountains and mountains of computers here. So these photos are from some local initiative in Svechte, I think. So especially important is if you're collecting donations, try to have some central disposal point where people can bring them. Because if you want to go to every single individual's donation, going to every grandma that has a computer to give up, that takes ages. While even when people can come to you to give them, that saves a lot of time. And then if one is there, one has collected some big donations, maybe one drove to some company that had a lot of computers to give for big donations, you can do that. Then you have this mountain of computers. And my first thought was, oh my God, what if we won't get rid of these? And then the next thought was, wow, all of these computers would probably have ended up in the trash bin. All of these really still very usable work devices. So there was one company that gave us quad-core i5 computers with eight gigs of RAM. Those would have gone to the trash. And at that point, in the sense of sustainability, that is probably not the way we should treat resources of this planet. And if these computers are supposed to be thrown away and the next house over there, people who really need them, then that doesn't really make sense from a social standpoint. Something has to happen there. So we started doing something and collected all of these towers. And once you have all of these towers there, you have to somewhat polish them in order to bring them to the next purpose. And what that can look like is what you can see on the next slide. Oh, I'm sorry. Before that, we have one other slide. So not all things that are donated are actually usable. So here are some lowest common denominator for what needs to be there, which we said was four gigabytes of RAM and two cores with at least two gigahertz. And of course, please no trash. We received some weird things. So CDs left in CD-ROM drives is a thing that happened a lot. So in our installation script, there's a statement now that just ejects all drives just to see if there's still a CD left in there. All right. And then once you have usable devices, you can give them a dust down and refurbish them. Sometimes they really have a big pelt of dust. Maybe you can see this on the stream. We see how one of our colleagues from once week is using a compressor to just blow air through the computer so that the computer doesn't die from heat soon, which was probably near in this case. Also, you also take a red rock to it. And all of these things are also things that non-nerds can do. A lot of people asked us that wanted to help. They asked what they can do. And like cleaning devices is the thing that absolutely everyone can do. And there are also a lot of other things that you'll see where people that aren't necessarily technical can still help. All right. One next picture, please. All right. So once they clean, they receive a Linux image, which is Ubuntu in our case because that is just a very common thing. And one can very surely find support for it. One if there are problems that arise. We built our own image, which we have an automated GitLab CI image for. The installation is completely automated. So we only have to plug in the USB stick and boot from it. And the rest is largely happens on its own. And then in the end, we also take some tests and check if everything works, for example, laptops on on webcams on laptops and drives and whether the browser starts properly and so on. Also, we install a lot of software that the users may need. So yeah, that's one all of the things that are used in schools these days. So we have these computers and we refurbished them. And now we have to see where are these computers supposed to go. So we are collecting the needs. And that's why we just talked to schools. So we have a document package here, which is something that we also offer to all of the initiatives. One of them is a letter to schools, which lists whatever we're doing and why also a requirement list, which is something a way that the school can tell us what their requirement is, which in the end is just a number, which is like maybe we have, we need 10, 12, 50 computers, something in that frame. And the third thing is an FAQ, which because like a long let email is probably not going to be read. So that document lists a couple further info for various schools. So yeah, so the schools and maybe some often the teachers know the students and know whether they have devices at home or can probably collect that info quite quickly. But after one year of pandemic, most teachers know how their students are working and who has a proper device and who doesn't. For example, when they know, this kid also always has like it's not very close to the camera than that he's probably using a smart phone. And yeah, so especially people without their own device, but also families that maybe have multiple children, but not enough devices. And for example, here in Soling, we had a survey for lots of student and a lot of people entered that. Yeah, we have a tablet, but this and the student can use it. But it turned out that yeah, the tablet is Android five, you can't install Microsoft Teams on it anymore. And then that doesn't work out and then like the whole planning stage for the survey didn't work out and or maybe the device broke in the period. And maybe yeah, some some other things didn't work out or maybe the parents need to work from at home and now need the device and then the students can't have it anymore. So there's a lot of things that can happen and have happened. All kinds of people came to us asking for hardware and we were happy to provide them. And of course, there are other reasons to support us. And well, in the end, the schools just contact us and we provide them as soon as we have the hardware ready. Now we've talked about the documents, but we have to get them distributed to the schools and we want to give all schools the opportunity to react at the same time. So what do we do? We write emails to the school. Mission accomplished. Then all schools know what to do and we're just waiting for feedback. That is what we did. And well, we didn't get much of a reaction. Of course, well, it takes schools some time to really assess the needs and ask the teachers, collect the information, report back. So we waited a little bit longer. And in the meantime, we also had some press after which one or two schools approached us and asked, well, that is cool. You're surely completely overwhelmed by now. Do you maybe have one or two computers left? Of course we had. So we kept on waiting. And still there was hardly any response on we couldn't imagine why. No idea. But students and parents contacted us following the press we had and we asked what schools they were with and asked. And so that is what I did. And one conversation I summed it up here for you because it really stuck with me. I was like, hi, I'm from Hey, old man, we're collecting hardware for schools. And the reaction was like, what? No interest. But we want to help your students with free laptops. Silence. Okay, well, let me look for paper. I'll just I'll just write a note to the principle. And I did that two or three times. And this one sentence, we want to give away free laptops. That was the is the catchphrase to get any principle listening. Yeah, so then we had the first schools who needed devices. And then some months later, we finally got a response to the initial email. And I don't want to keep this sentence from you that we received. And because it's very telling, it says, in the false believe that the offering to give free hardware to students was false. I just deleted your email. I thought it was spam, basically.  And I have the suspicion that this may have been the case for many schools. So what could we have done differently? Other forms of contact, maybe? Yeah, you could call them directly. These principles, sometimes they're very open. Also go to the press. That was very helpful for us and also for other organizations. Because students and families and teachers and schools will come forward and contact you directly approaching teachers, you may be acquainted with. It's also a good option. And just talking our email in box exploded. When there was a teacher conference, which we didn't know off, but that included principles that already had received devices from us. And as soon as they started talking to their colleagues about that, the whole thing really took off. And we were able to give away a lot more hardware. So as soon as you have your initiative known, it works. So we've got the needs. We've got the devices. Now we can start. This is what it looks like before delivery. We want to really give people quality devices. So we always deliver our devices with a nice tote bag and with a card. And that is what it looks like in the picture I just showed you. So you get the monitor, mouse, keyboard, computer, tote bag. And we try to give out hardware that is as new as possible, which isn't always doable. But we try. We try to make our hardware that we give out feel like a present. We don't just want to give out all stuff. We want to make it nice and beautiful. Because it's also about the subjective feeling that people get. We want to we want to have people feel included, feel welcomed, feel as if they're getting a present something valuable. That is what we want to do. This is the feeling we want to evoke with our students. Okay, what we always include in deliveries is parents, because we don't give the devices to the schools, but actually to the students and their families. We don't give them to the schools as property. And we don't give them to the students directly. And we do but we do kind of events where the computers are distributed. So that was a first impression for you of what we're doing. Here are a few pictures of the giving out distribution event in Zollingen. That is an example of one city and now our other speaker will tell you how this concept can be shared between cities and copy pasted. So I hope you've gotten a nice overview of what Hey, Old Man is doing. And it quickly became clear to us that this problem is ubiquitous. It's not just present in Brunswick, but in all of Germany. For example, if you listen to the Hardware for Future talk yesterday, of course, there are also other similar initiatives in other cities. What we did was kind of create a brand, make it trendy, make it marketable. And we wanted to spread the concept. We wanted to give other people such as Daniel to be able to just copy the concept quickly and effortlessly. So we thought with all the experience that we have, that we could distribute it or share it online for free so that others can copy it as a social franchise. So we made a homepage, social media. We pulled through a consistent design. We compiled a manual, flyers, print materials and other templates. We wanted to share all of these materials to anyone who wanted to copy our concept. And of course, that also included a better version of our Ubuntu distribution. We have a GitLab CI pipeline, meanwhile, which is working really well for us. So we're always up to date. And this is, well, we have it in Buntzwick, we have it in Zollingen. We're keeping on enhancing the concept and sharing it with people who like the idea and who want to continue the work. So data is great, images is great. Design is great. But the most important thing is the network. More and more companies are realizing how valuable those initiatives are and getting in touch. And also it's very important to talk about issues that you encountered and how to resolve them and learn from each other. This is the good thing about networking, getting to know other initiatives as well, all over Germany. And by sharing and copying the concept, we have the concept applicable now all over Germany in the cities which you can see on the slide. And it would be really great if people who are watching right now, maybe would also like to do that in their own city. Because we think this initiative is not just about old computers, but it's also about social things. And we don't think that we have all the answers or we are the best, but that other people can take the concept, enhance it, change it, so that in the end it becomes better and we can spread it even further. So that almost takes me to the end. If you're thinking, wow, this looks like a good idea. If the initiative is already present in your city, you're welcome to drop by and see what the guys and gals are doing. And we always need helping hands. No matter how much experience you have or how much time you can give, anybody is welcome. And if you don't have an initiative in your city, because of course there's a few white patches on the map still, we'll support you as best as we can so that you can find your own initiative in your city. Our best case scenario is hearing from someone who says, I just learned a few, I wrote you an email, you got back to me and within the week I had the project running. This is what we strive for. And it's really worth it. Because we can really make positive change in people's lives. And it will be really great if that initiative could be spread further. And what we are also always looking for is laptops, PCs, monitors. So if you know companies who want to get rid of them, contact us. Also if it's a large amount of devices, or if it's just accessories, because we need those as well. And also you can donate money to us. And also room space, like if you have storage space available that we could use. That would also be great. So that was our talk and our idea. So we hope that this concept will apply. That's it for our talk. Thank you for being here. And now we have a Q&A. Oh, well, I'll give a big thanks. Yeah, that's a great thing. I think that's a really great thing. And I think you're super cool for doing that. And it's great to see. And also the pad is really full of questions. And we probably won't get through all of them. But Lucas and Daniel did say they will do a big blue button session right after this. And now in the pad at the very bottom there will probably be an invite link to the big blue button session. So we can ask some further questions. So I'll start with the first question. So how do you separate your initiative from other initiatives like the computer chest and others? Are you aware of the others? Yeah, okay, so I'd say personally, no, I didn't know them. Daniel and I listened to the hub for futures and yeah, heard that they basically have the same issues as we do. And we are in contact with them. And we'll probably then also contact others. So yeah, we don't have the same brand to say that that way. But yeah, we have the same goals. So we can work together. Yeah, I guess. Oh, yeah, I'm sorry. I'm muted and talked on. So there apparently was a branch that wanted to be founded in Recklinghausen. But here in North and Westphalia, apparently hardware is given out in the communes. And that doesn't really work out. But what would you say to that? Well, I haven't heard about this. But yeah, Zooling is not that far from Recklinghausen. So our city did distribute iPads. And that did help a bit. But they weren't enough at all. And also it was a one time initiative. And I think it came from some sort of digitalization package. It wasn't enough, though. And the schools are now coming to us and said that the iPads from the city aren't arriving, or we didn't get as many as we ordered and so on. And still asking for computers. So alright, so yeah, the typical announcement politics. So I have a practical question. So how legally consistent are your data deletion services and are you applying BIOS updates? So BIOS update application we can't do. That is probably technically possible, but not worth the effort. Because the effort is actually quite a lot once you have been handling this many computers. And deleting about the file deletion, these are not our certificates, they're from professional companies. So we only tell them that we will override the hard drives. And please give us the computers free of any data. And for anyone that wants a professional data deletion, we offer that via our system house, which is a free service that they are offering to us from from goodwill. And that may take a while sometimes. And how data protection conform is that? Well, as professional as a professional system house would do that, you can't really get it better. Okay, so how are you treating financial donations? If you're not a proper nonprofit? So yeah, monetary donations in Brunswick, they can do that since they are an actual nonprofit. And here in Zolling, we aren't. And that's why we can't directly accept monetary donations, but are collaborating with a nonprofit in our area that have a filter on their donation account, and then pay bills for us. And since many of us are local initiatives, and they can decide whether they want to be a nonprofit or independent. And then at some points, we are looking into maybe founding more nonprofits. But nonprofits Okay, did you make the experience that towers aren't as well received as laptops? Well, yes, that is a thing. A lot of people would rather have a laptop, because it's just more practical. Often, I think one notices that many companies, like the old generation of computers are towers and given away. They are well received. And in many families, it is often even a practical issue about having the space and often not even all of it has its own desk. And then using the dinner table for all of their tower PCs is not really realistic. But yeah, we just give out what we can do. Most of it is still desktops. And the laptops do go away a bit faster. Then somebody is writing. How did you acquire the donations? So when we're asking the companies, then the companies usually told us that they're looking for hardware themselves at the moment. Yeah, here in Brunswick, we really just did the code exploration and just really pushed companies a bit and called them multiple times. And that helped.  And especially like, once you have a brand like we do with this old man thing, that that makes companies want to donate more. If it's a more well known project, and especially if the media is involved, and then also it's often like local larger companies like banks or something that do have an association with the local community and want to be involved there. But yeah, you do really have to put some pressure on the companies. Then there are a lot of questions about logistical topics, but which I would leave for the big button talk later, because we have come to the end of our time slot. But then there's one more question that collects multiple questions again. So this should be an office and an issue for the government. And they should do that. And what you're essentially you are enabling the government not to do its job properly. So yeah, that is great. But that doesn't help anyone, especially not the kids. So yeah, what we're still hoping for our initiative, we hope that we're making ourselves unnecessary. And that other initiatives are especially the government will will pick this job up. But since nothing was happening, we just decided to do it and to cover the job. And things are getting better. I am optimistic about this, and that the the public, the governments will take care of it more. But doing something is better than doing nothing. And making the world a bit a better place. Transcendence note, I'm not receiving audio from the Herald. Apparently was muted. Ah, yes. All right. So I visited another pet to see who's up next. Suddenly, my computer wasn't recording anymore. I'm sorry. A little hiccup there. So in the next hour, there will be a talk about emojis and how they are badly working. Again, go to the big blue button with Lucas and Daniel, ask them some more questions. The link is in the question pad at the very bottom. And in about 18 minutes at 9pm, we will continue with the talk about emojis and why they're not working the way they should. Thank you very much. And


Hello, everyone. I am Ketki Kulkarni. I'm a Senior Product Manager at Microsoft, and today's webinar topic is Switching to a Product Role. This is mainly focused for early-to-mid-career professionals. Do you have a lot of product ideas that you want to see through execution? Do you feel energized by product design and product conversations? Have you already been doing product management but don't have the official title yet? Are you already looking to make the change but haven't had any luck with the offers? Or you have already made the change and you are in the new role as a Product Manager coming from a different discipline and feeling overwhelmed by the role? If you could relate to any of these questions, then I'm hoping you can take away something from my experience that I'm about to share here today. For me, being a Product Manager has been a journey. I have been through several roles through several industries. I made the transition to product about four years ago coming from data analytics space. A couple of disclaimers about today's webinar. What I'm talking is most relevant to a Product Manager role in tech, but there may be things that generally apply to product roles across the board. Also, what I'm sharing here is purely based on my own opinion and my lived experience as I made the transition. So with that context, let's get started. We are looking at three different phases of transitioning to a product career today. First, examining if you're ready for the change. The second part is actually making the change and how to prepare things to know. And the final stage is after you've made the change in your new role, how to set up for success. So let's dive into the first section. Are you ready for the change? And we will break this down further into three questions that you can ask yourself. Why do you want to become a Product Manager? Will you miss your current role and what kind of Product Manager do you want to be? Let's look at each one of these. Now, cliches are cliches for a reason, just like our first point here. Start with why. Why do you want to become a Product Manager? What is it about the role that attracts you? Are you running away from your current situation? Or is it something that will take you closer to your goal? What about product discussions energize you? Get these and all other types of reflective questions will help you do an honest self assessment and help define your why. There is no right or wrong here, but knowing your reasons and being convicted is going to help you motivate to make the change. So do an honest assessment and define your why. For me, the big picture motivates me. I was really interested in knowing the what and the why and contributing towards it. Also in my roles, I had had a taste of product development, product management and all of those aspects had felt really energizing. The other reason was also that my career path at the time, the natural extension would have been product management because there was not much room for vertical growth in there. These were my reasons, but let's begin with defining your reasons. So once you've defined your why, let's move on to our second question. Will you miss your current role? When I was in the process of transitioning, I was talking to a PM friend of mine and she asked me this question. Will you miss being in your current role? Will the components of your current role that energize you on a day-to-day basis, will you miss that?  Will you miss those? And the extension of that is would you feel that the investment you've made in your career path so far, is that going to be a waste? I would argue that no skill learned goes waste. You may be able to apply those skills to a product career even though not directly. So there will be transferable skills. And again, it's not as if the change you make is irreversible. It's just that since you're taking all this effort, it makes sense to ponder over this question a little bit. And the third and final aspect of examining your decision is knowing what type of product manager do you want to be. There are many types of product management roles and not titles, actual job descriptions like a UX PM, a research PM, a data and analytics PM, business PM, customer success PM and so on. What is it that you're aiming for? Is that close to your current role? Are there transferable skills? For example, coming from the analytics background, it was natural for me to be considered for roles that were focused on data analytics or product management. And that is how I entered the product role. Are you ready to step down a level and start from scratch? Speaking from personal experience, I also accepted an offer that was one level below, but looking back now that did not matter at all. You can always prove your credibility once in the role and show that you're already performing at a higher level. So just to recap this section, using these three questions will help you examine your decision. Starting with why, knowing why you want to be a product manager, looking at the aspects of your current role and deciding if you're going to miss that or do you feel like you're giving up on something. And then the third one is what type of product manager you want to be. Now, once you examine if you're ready for a change, the second phase takes us to getting ready for the change. And this is all about preparing or knowing certain things about the product role. We will again break down this section into five different aspects. Switching internally or changing companies, being aware of the titles out there, developing transferable skills, communication skills, and networking and resources. These are the five aspects that I work through and that really help me with the preparation. So let's look at them one by one. Where are you applying? If you're looking to switch internally, this may be a safer option, depending on how product focused your company is and how supportive your team or manager is for such a transition. If you can't switch, could you do any kind of rotation as a PM? All this to gain real product experience, which you can then apply when you're formally interviewing. But even if you decided to look outside of your company, all of these are good exercises to follow to build a set of PM skills, which you can then draw upon during your interviews. For me, I was open to looking both internal and external opportunities. And when the time came to evaluate an offer, I decided to go outside the company. The second aspect of this is titles galore. There are many, many program manager, product manager, product manager in tech, technical program manager, and many, many more titles out there. Even a given title may have different interpretation across different organization and teams within a company itself. So, if you're looking to switch internally, this may be slightly easier as you can talk to your colleague to try to understand the job description and what that role entails. If you're looking externally, then you have to do your research though. Ask a lot of clarifying questions to your hiring manager. Better even talk to product managers there and ask what their day-to-day looks like. What is the job architecture to understand the actual job description? Look beyond the titles. Transferrable skills. Now, in your current role, whether you're changing internally or externally, think about what are the transferrable skills that you can bring to a product or career. And if you think there aren't enough of those, then start working on it today. What do I mean by this and why is this so important? Now, let's say you're a data scientist, then the ability to make data-driven decisions, having a deep understanding of data, visualization, querying are all transferrable skills that will give you an edge in the product career. Similarly, if coming from a developer role, then understanding the engineering architecture, the technology decisions that drive execution, ways of working with and speaking the language of engineering teams, are all another set of transferrable skills that are going to help you a lot. The reason why this is important is then you can draw upon these skills and highlight them in your interviews. This is what will differentiate you from a person who's looking to start their career as a PM versus you who have been in the industry for a while but new to a product career. Instead of hypotheticals, you should be able to wear your product hat and talk about your current projects in terms of these skills and how you would apply when you run them as a product manager. If you're not doing this already, it is not too late to start. The more real project experience you have to bring to these interviews, the more the chances of you being considered for a product role. Fourth point is communication skills. If there is one skill you could build and practice as you prepare for the product role, I'd say it is the communication skills. Emphasis on written communication. As PMs, we have to interact with teams and people across the company, across disciplines with the executive team and even sometimes with vendors and customers depending on your role. And irrespective of what type of PM you are, this interdisciplinary collaboration is an important aspect of your role. Especially in the hybrid nature of work that we are in, asynchronous collaboration cannot be ignored and documents and one-pager are the best ways to get your point across, in my opinion. There are many freely available resources out there to work on your writing skills. Writing lengthy documents may be easy, but clear and concise documents articulating your idea well takes practice and PMs need that skill. And that brings us to the final point of networking and resources. The reason for including this towards the end is not because it's not important, but because it's highly talked about and there are many resources that you can find online about this just with a click of a button. Now, the networking piece of it is somewhat related to the titles point that we talked about before. Talking to product managers is the only way of knowing what the nature of their job is. And even if you don't know anybody personally, there are quite a few online forums, professional networking groups where you can join and reach out for help. I have definitely taken advantage of such forums for my preparation to understand the job architecture, to get resume review, interview help, and I'm still a part of those groups today to continuously improve on my product skills. Another set of great resources obviously books whenever faced with new challenge or a new problem, I generally tend towards books. And one of the books which is highly recommended and which also I found useful for the interviews is Cracking the PM interview by Gail Lachman McDowell. That's one of the books that I'll highly recommend for interview preparation. There are various other books that are popular in the product design, product strategy or product thinking category, the design of everyday things upstream by Dan Heath, The Power of Moment by Dan and Chip Heath, and then The Power of Habit by Charles Duhigg. In order to learn productivity and metrics, measure what matters is the one highly recommended book that I have also benefited from. So other than books, I also like to follow the work of certain product leaders either through professional networks or via their blog sites. And like I said earlier, there are a lot of online product forums. They also have conference and webinar content freely available on the online platforms that you can also take advantage of. So that is all about our second phase which is getting ready for the change. And now let's look at the third section, final section of this webinar which is after you've made the change, how to set up yourself in the new role. The structure here, the three buckets that you see, alignment, learning and execution, these are completely inspired by Deblew's blog about setting yourself in the first 90 days. Deblew is a respected product leader, one that I admire and follow for many years and she has a blog called Perspectives by Deblew and in one of the articles she categorizes the first 90 days into these three aspects, alignment, learning and execution. And now let's see how that applies to someone who's coming into a product role from different disciplines. Now the alignment piece may generally apply to any roles but there are some things that are specific to product. The first and foremost is about setting expectations with your manager and coming up with a 90 day plan. This is key because you're coming in from a different role and your onboarding plan may not be necessarily the same as the onboarding plan of other product managers on your team. So develop a detailed 90 day plan and what has worked with me across different roles is coming up with 30, 60 and 90 day milestones as to how you will track progress with your manager. The second part is absorbing the culture, rituals and history. As a product manager you must influence without authority. The more you get acquainted with the rituals and history and gain an understanding of the tribal knowledge the better integrated you will be with the product and the team. This is probably more applicable to larger companies and organizations that have well established routines. Now this is not to say that you cannot challenge the existing routines but unless you understand the context fully it will be hard to suggest and affect any meaningful change. You can note along the way what is going well, what is not and where the gaps are. And the third and final point in alignment is building rapport with the crew. This also relates to influencing without authority. Your product trial depending on your company and role may comprise of an engineer, a designer, a data scientist for example. These are people from across disciplines that don't directly report to you but you need everyone to be onboard and working with you to execute on the vision and on your product. Take time to understand the ways of working and build a rapport with your crew. This investment will go a long way in defining the success of your role and of your product. Now that covers the alignment piece and let's look at the learning piece now. The first and most important in this category is prioritization and being able to say no. Rootless prioritization and knowing when and how to say no is a must in this role. There'll be hundreds of things that are grabbing your attention but you'll need to know which ones to focus on and why. Your crew is going to look up to you to decide the what and why. So how do you make decisions and prioritize is something that is a key element of your role. You will be tested on this even in interviews. What data points do you consider when making a decision? Will depend on many factors such as customer feedback, business outcomes, engineering feasibility and so on. This will also influence how you plan and prioritize your own day-to-day work. The second one is the underrated art of note-taking. I realized this early on in my role as thorough and detailed notes I took the easier it was for me to ramp up on a given initiative or a project. Don't treat it as just another housekeeping item. You'll find out quickly that taking notes, good notes, is not that easy. So volunteer for taking notes in meetings, especially initially when you may not have a lot to contribute but you're there to mainly learn and listen. And the third one, which is generally applicable for any role is to be curious and always open to learning. Remember you're coming into this role from a different discipline and there may be a lot of acronyms, jargons, specific references to product frameworks and tools that you may hear. Don't be afraid to ask what these mean. There you have opportunities to learn from everyone and anyone. There's usually a product lingo that PMs on your team may be using but play your newbie card and try to absorb as much as you can from everyone around you. Books and resources can only take you so far but nothing like on-the-job training. And finally, let's look at the execution bucket. Lots of time in meetings and collaboration. Now, although I knew this would be the case it was still a bit of adjustment for me to accept all this time spent in meetings and to plan my day around that. Now replace meeting with any form of collaboration especially in this hybrid situation of work. Because of the interdisciplinary nature of the product manager role we are expected to spend a good amount of time in collaboration and again prioritization and focus will come into play in deciding what meetings you go to and what meetings you say no to. I believe this only comes with experience but be prepared to spend a lot of time in meetings especially initially. The second point is accepting that you may not have tangible deliverables day to day. Now coming from a data analytics space this was also another thing that took a bit of an adjustment for me. There weren't necessarily tangible deliverables daily that I could check off. For example, running a script, getting that ETL job to work, etc. And while there are project milestones and wins to track your progress along the way the final outcome may take some time from the time you have delivered your spec to seeing the final ship product. This is not to say that you won't have anything to do in between just know that what you call deliverables may not be exactly the same as in your current role. And the final point is to look beyond frameworks and tools. I felt that it's very easy to get intimidated by certain product frameworks and tools that are being used. There are tons of product frameworks out there and you may also observe that some of your colleagues are very loyal advocates of some of these but without knowing the purpose of a framework it can easily become a crutch. So if you capture the essence of what you would like to present in a form that's comfortable to you and easily understood that by your stakeholders don't feel pressurized to use a particular framework. Once you understand the fundamentals and the reasons behind using the framework though it can be a very efficient way of getting your point across. And again this also in my view comes with experience. That brings us to the end of this webinar. I will say one thing though even there are so many aspects to consider about a product role so far this has been one of the most fulfilling roles of my career. And even today if there's one thing that I remind myself daily is ruthless prioritization to gain focus. And there's a quote exactly that explains how that I want to leave you with as we end this webinar. People think focus means saying yes to the thing you've got to focus on but that's not what it means at all. It means saying no to the hundreds of other good ideas by Steve Jobs. And with that we come to the end of this webinar. I would like to thank Product School for this opportunity and all for tuning in. If you would like to connect with me or reach out for questions you can reach out to me on LinkedIn. Thank you again for your time.