we've got one here that wasn't running so check the capacitor there the start capacitor and it was blown kicked it on it didn't run so went ahead and found the compressor overheated so using out the cool little tool by SUPCO there have a link down below but you see it put the perfect pattern of water all the way across the compressors help cool it down you know it speeds it up a little bit condenser was a little bit dirty so we got that washed out then my favorite thing in the world to do how to lock on there you didn't have the key I love my grinder something else to kind of help out a little bit which I've heard good and bad both finally just went ahead and just put the rain jacket on because that's it's good for a while but we're gonna head and just through the tools underneath the awning here to keep them dry so checking our inside evaporator here this is an interesting contraption here basically we have a fan motor here and this sucks the cold air from inside here blows it through the PVC pipe which has their ice cream mix in there to the different ice cream machines up front and it keeps the ice cream mix cold when it goes out to the machine and then the return path is right here on another three inch PVC pipe where it comes back this customer does a really good job of taking care of his equipment for a long time lots of ice cream mix mainly got the ice cream in here and in the mix basically it's pulled out of there through these pumps right here this is one of the old-school methods so just pumps it through here on out through the hoses he's got the sugar vanilla chocolate and things there okay trying to protect my defrost block there this is a great day for this crap to happen it's raining a little crazy and some lightning which I usually don't get too excited here's a tech tip guys when you put these things in there there's a very good chance you're gonna feel the jolt which really sucks so what I'll do since my shoes are insulated I'll usually just shook I can't tell if it kicked on not good still not running so unfortunately just kind of make that back out you may have lost this compressor see if it feels warm still I can still feel some heat in there may check my terminals there make sure they're okay they all seem like they're okay I try one more time it's shook you seen it shake I don't see my pressure gauge or drop in the I can't tell if that's the contactor of the relay I won't put my amp meter on there see what we got yeah it's not running all right so we went ahead and changed potential relay with a used one I had on my truck because I just wanted to try it before I condemned this compressor so basically went ahead and plugged it in again and I heard it sound like it kicked on the compressor basically didn't move my gauge at all but I can feel it vibrating and running it's basically not pumping so it feels like it's basically just free spinning inside there yeah this is not a good time to be doing this stuff but you know anything for the customer so he needs a new compressor I think it feels like it's been twisted off the basically crankshaft busted loose and it's just free spinning in there because it's it's not moving at all the amperage is very very low 5 amps is way high for these little motors these motors are usually about 0.5 0.8 amps so it's gonna need a new compressor so like I said I just put that relay in there to game by type thing to kind of try it out and that's what we're gonna have to do I'm gonna get my bigger 10 out so basically the compressor they have has a B oil in it so we're going to take the a B oil out and switch it to PoE other than that they've got it so we're going to go get it get that change that you can see whether sucks but hey it's work we got work to do so by all means we're just going to get done we're gonna put up our little tent here that'll keep me dry it's not a real tall one but it'll work so let's go get the compressor all right so you guys have talked about what it's like to have to get your parts so our parts are right here so we just basically come up and to get them you place your sign copy there and you pick up your compressor so boom of course I just got the corona on my hand when I touch their pen and touch their paper so we got the compressor here get it going okay we got the new one ready to go here this one came with a fancy box which we're gonna get the stuff out of that we're gonna dump the oil out of this thing and swap it over to PoE oil so what I'll end up doing is pulling the suction cap there dump it into my clean can here use that in a truck for all kinds of different stuff and then once we know our oil level I'll pour this into my reclaim bucket and we'll put some new oil into there where we were at before pour it back in and we're good to go that's what your oil should look like how often does it not look like that technically this holds about 22 ounces so we got that marked out today's day like I said 22 the model number is exactly the same put that in there and pour it in but we got to dump this out so we'll just refill it right up there it looks like to about the D area so we could weigh it with the scale but that technically at the same kind of ounces fluid ounces versus some other kind of ounces but hey it is what it is this is the easiest way all right went ahead and zeroed it out just curiosity's sake and dump this in here get that other plug out so they won't have an air vacuum lock okay get the compressor and braze got the heater there and done filter dryer out so just got to drop the other one in and start brazing her up got her mark there this wires had some numbers to do a little cheater here this will be underneath the cover nobody will see that and there's that wonderful headmaster like I worked on yesterday this one is 180 all right got the feed all in there and the heater hook back up I've kept my plugs in there ever since I got that oil changed and then same thing I mean the dryer's gonna be my last thing I put in there so we're keeping everything as dry as possible it has led up quite a bit on the rain so we're doing pretty good on that so just got to hook up our electrical and then gut the box there out okay we got it brazed in dryer in there at the vacuum pump running gonna do a little cheater method going on there because I still got to do the power here so I got strip my goodies out of this box here and get them put in there and get our new start components in there and use the nicer brackets to hit a wire tie on there before they had one defrost late at night for like an hour usually we'll do an hour for using a beer cooler so I added half an hour one during the day the 45 minutes late at night and then maybe a 15 minute which this is timed off defrost me and the fans just keep running those won't affect anything I don't want to create no issues but his clock was off so it gets off again it won't be like nailing it hard right in the middle of the day when they might be busy I got lucky it's running a little go-go juice in there bubble in there to go 150th go ahead and block this off a touch see if we can get it up to around the 180th area and then we'll start tuning it in they steady the calculator breast in based off our total charge we have our cardboard here pullers about 50 degrees get our solid got my calculations here so we're four pounds 11 ounces added 15% to that and we're at 11 additional ounces so we're gonna go ahead and add 11 extra ounces that would be five pounds six ounces so we'll just go ahead and continue to add get her up there five pounds six ounces and this is not a real big receiver on this thing at all it's kind of a small one all right so we'll go ahead and stop there close enough let's just with it blocked off again we're right at 209 ish area so remove it see how she does and make sure she stays solid pretty good there stabilize make sure that that's not something random they just have to add a little bit more to it just be certain but it could be the TXV and I gave it some time to stabilize just like I figured it's just TXV probably hunting around staying happy so five pounds seven ounces of me I just just touched more but we're gonna make sure he marked it there I wasn't even certain to first look refrigerant I see him since that's what we always use is 404 for coolers and freezers and the PoE oil probably is likely it so far everything looks really good and he should be pretty happy we're gonna make sure we do a pump down make sure that it pumps down make sure the pressure switch is shutting off in the right location things are intact don't want to walk way half-checking the gonads and just looking things over we got 27 degree compressor superheat which is a good thing run about 22 degree of app I need three degree discharge under 85 to look at our discharge temperature let's put that on a minute ago here is see how it looks it's got a good grip there it's pretty moderate love when moisture gets in there just put her into a simple deep frost which I timed off that'll make her pump down see what she shuts off that much of a head pressure a little bit too close enough to government work bring her out of it this is where the analogs would come in handy that's not gonna respond fast enough need some adjustment on our control there basically now we're bringing her on around about 45 ish and she's shutting off where you see that right now only has a range of about a differential of about 58 so can't go too high other than that everything's looking pretty good went ahead and heated up my receiver came in about the 80% mark so we're full on our capacity our solenoids right there which the cooler is not that far away so it everything's checking out pretty good so everything looks good foils clean and the super heats good on the box so we just got checked cooler and it will be all set


Okay, we good? Okay, I'm just I'm speaking on the microphone so that we can everyone in our live feed can hear Welcome back from the dinner break We're beginning our performing arts series now and Our first performance is from class Zepa called Winterden Linden The Thank you for your performance. It was really amazing and now we are can you actually hear me? Yeah, and the audience why? Okay, and now it's our Korean Performance inspired now you can feel the interaction of modern and contemporary because as she is from South Korea and living in UK and She is composer and researcher and And we will move to this stage You


Alright, so I'm John Kelsey. I work at NIST, and I want to tell you what we're up to, at least some of what we're up to. So, the post-quantum crypto competition, that's the thing everybody knows about. You can, the slides are, I think, online, or you can ask me and I'll send them to you. So, there's a workshop right after crypto, so that's the place to really go for more information. But, you can see what's going on. We have still several submissions, and we're still kind of percolating on that, thinking about what the next step is as far as pairing things down, and stick around after crypto to find out more. We also are working on a standardization effort for lightweight crypto. That means crypto, you know, symmetric crypto that is less demanding than, say, AES. And so, you can see there's this process here for choosing one of these. We've had this competition started a little while ago. We have, like, a whole bunch of competitors, and we're getting ready to winnow things down a bit. And there'll be several more rounds, I think, before we get to a final answer here. And you can see the URL here, and there's also, there's a mailing list and all kinds of stuff, if you're interested. So, let's see. What else we got? Random Bit Generators. This is something I've been working on for basically my whole time at NIST. So, we recently, by recently, I mean, like a year ago, a year and a half ago, we published 90B, which is standard for entropy sources, entropy source evaluation. We are kind of trying to collect errata about this, like, basically errors in formulas, ambiguities, things like that. And we keep trying to get to a final point on that and then finding out that there are more, more comments. So, we hopefully will be putting out a revised version soon. We also have 90C, which will be coming out soon, and this is the final piece of this. This tells you how to take a DRBG from 90A, the Deterministic Random Bit Generator, and then an entropy source from 90B and put them together to make a full RBG. So, that will be coming out soon and we hope to get comments from it. So, let's see. Then the most interesting thing, probably, that I need to talk about is FIPS 186-5, the Digital Signature Standard. So, this is going to be out for public comment very soon. Important things. Number one, we're adding support for deterministic stuff, EDDSA, ECDSA Deterministic. We also have fixed this thing that we are not quite, I'm not quite sure why it wound up this way, where we weren't allowing large RSA Moduli. So, if you really want to do post-quantum RSA now, you know, you'll be okay. Yeah. The other thing is we're planning to kind of do away with DSA, with just integer DSA. So, there are a couple of reasons for this involving like, you know, it's kind of hard to get the parameters right, and also hardly anybody's using it. So, if you have strong feelings about this, like if us doing away with support for normal DSA is going to just kill you, let us know on the comment email, and there's, you know, you can catch up with me or Dustin, who's actually really the project lead on this. So, let's see. Then the NIST Threshold Crypto Project, which apparently looks like it's some sort of a cult thing involving summoning demons, but I'm not quite sure how that works. So, basically, we're working on standardizing threshold schemes, and then, you know, maybe threshold, like Jameer, maybe something like signing, you know, threshold signatures, threshold public schemes. So, this is a big project we've got. We've got a NISTR out. That's a white paper, basically. We had a workshop earlier this year, and we're kind of trying to figure out what to do next. And so, there's a roadmap that we're going to kind of put up, basically, to say how we're going to get to something standard, how we're going to get to standardizing things. So, that's, I think if some of you saw Louise's talk on Sunday, so you know more than everybody else about this. And the last kind of big thing is randomness beacons. So, the crypto, like the 890 series is about generating secret random numbers, things for keys. This is public randomness. The idea here is you have, you know, you have a source that, once a minute, produces a random number. It's got a digital signature. It's got a timestamp. They're hash chains.  And these are useful for various kinds of public coordination things, like audits and things like that. So, we've got a new standard for interoperable randomness beacons. It's, I think right now it's still out in draft, but if you want to download it from our website, you'll be able to find it and read it and give us comments. And there are two other organizations in Metro in Brazil and Universidade de Santiago in Chile that are running beacons and they're moving to our standard. And so, it'll be possible to interoperate combined beacons in a cryptographically secure way, cool stuff. So, if you want to look up, find more, you can talk to me or you can just look at these at the URL. And I think that's everything. So, thanks a lot.


All right, good evening. So today, I'm going to be talking about transitioning from engineering management to product management, something that I've done over the last 12 years of my career, but professionally have done over the last three. So a little bit about myself. I studied hardware design. Really loved the lab classes, loved programming chips, from assembly to very long. And that's what kind of kept me going in the electrical engineering path. When I went to industry, though, within the first month, I shit you not, I just did not see myself working as a hardware designer for very long. No offense to any hardware designers out there. All my roommates were computer science majors. And they were all working at startups. And they would tell me about changes that they would make on their product, whatever they were working on. And the next week, 10,000, 100,000, a million people were using that. And it just sounded so exciting. So I just kind of fell in love in terms of the process and that iteration. And again, that goes back to my love for building. And that's kind of what got me into electrical engineering. So one of my roommates was working at Google and was trying to start a company and the online education space prepped me. And I was pretty gung-ho about it. I was like, let me help as much as I can. And so I started learning web development, something that I had never done in any of my studies. I dabbled a little bit, but never really built a full-fledged product. Learned my SQL, Apache, PHP at the time. So this is back in 2005. And we ended up bootstrapping a company and running that for two years. And then we raised it a big Series A. So I learned a ton. And I was always the lead tech on that team, as well as the engineering manager. But while I didn't really know that it was going on, I was actually transitioning to product at the time, like understanding what we need to build and why. So that's sort of my first foray into product management. We ended up selling that company in 2010. And in 2011, I started another company in the financial reward space. Again, a similar story started off as a tech CTO co-founder. But then, at that point, I already realized I was transitioning to product very quickly. But I still used my technical skills to my advantage. When we got acquired by LinkedIn, I was posed with a very hard question, be an engineering manager or be a product manager. I actually took a little bit of time to decide. This was three years ago. And I ended up talking to mentors and figuring out, like, what's my passion or what I wanted to do with my career. And decided that product management was my route. So after two startups, nine years in between those two startups, about four and a half each, moved over officially to product management. Well, other than site projects, I've been rid of single lighter code at work. So it's a little different. I'm also a mentor at 500 startups, giving advice to entrepreneurs. So today's agenda, we're going to go over a few things. Not going to talk about product management as a whole. There's a lot of great content on product school and other things about it. But today, I'm just going to go about shifting your mindset, going from engineering to product management, as well as my top three tips that I really learned over the last three years, especially working at a big company as a product manager, and then transitioning tips. So things that I saw within my own two companies, as well as at LinkedIn, in terms of transitioning over to product management from an engineering role. And then some paths to product. Things that I've seen over the last, actually, more than three years, maybe like the last eight years. And then Q&A. So everybody's seen this diagram. It's a classic diagram. Again, not going to go over this, but I just kind of want to give you a visual of like we're starting over in tech, at least that's where I was, and we shifted over to everything. And that's essentially what product management does. We just do everything reasonably well, not great. Maybe somebody has their forte and some things. Maybe UX, maybe engineering, maybe business, but as a product manager, you're going to have to be well versed and be okay with not being the smartest person in the room for all of these things. Product management is not about making decisions. As much as sometimes people think, you're not deciding between A&B or ABCD. It is really about taking those inputs. And so this is just a clip of the matrix when everybody's going to choose the red pill to go down the rabbit hole. So this is how I see product management. Sorry, this is kind of like going back to what I used to study. It really is just about taking a bunch of signals and synthesizing that and working with little groups and then rolling that up into other bigger groups. So marketing, data science, user research, engineering, design, product execs, your CEO. There's just so many factors that you have to say. And there's just no way, little right way of doing it. And so every company's going to do it their own way and you're going to find your own sort of way of developing. But it really is just about synthesizing those signals. And that's a really good way of me thinking about it because sometimes people go over index on one thing. And I think that's dangerous, right? You over index on design, you over index on engineering, over index on business, you're not going to get the best product over index on users as well. As much as we love to talk to users, sometimes if you over index there, you're not going to be building the right product. So I think this is just kind of the way I kind of picture it and how I tell my advisors or the people that I advise. So when I started off in product development, I always just cared about what I was building and how. I was learning technologies. I was thinking about the new technologies we're going to use and what can make it faster, what's extensible, what speeds up development, sort of the development process. Now there are engineers that I talk to that care about the why. And that's actually great. Actually most engineers that I work with care about why they're building. So I'm not saying that engineers don't care about it. What I'm saying is that product management, it's really more about the what and why you're building this. And so you're over indexing on that part of the world. That's the answer that you're supposed to come up with to help your engineers and your designers figure out what's going on. So again, it's just this whole shifting of mindset of how you think about problems. So this is a little dose of reality. It really hit me hard when I got to LinkedIn because again, 10 years at a startup, very different world. But you're going to have to like to do things that normally most people wouldn't like. Meetings, do you like talking to users? Do you like taking notes? Do you like diving into metrics? Actually I really do like diving into metrics. Do you like setting up and setting up meetings and taking notes and writing product specs or product briefs, however you like to call them? Having discussions. And not just dictating, but having thoughtful discussions where you're trying to convince or trying to get people in the direction where you're going. Some people find those frustrating. Some people thrive all those things. But those are all things that product managers have to do. One thing that I wanted to highlight is, do you like a good enough product or a perfect product? Something that I learned about myself over the last 12 years from like my first company to my second and even now is that I always cared about how I built things as an engineer, but not to the point where I'm going to spend too much time thinking too much about it. Like good enough was it's working, let's go ship it out, see how it's going. Because most likely we're going to have to change it. So spending too much time building it and building it and then refactoring it again. Those are the types of things that I found myself like not wanting to do. And I realized that the engineers that I was working with, the ones that I hired or the ones that I'm working with right now, like that's their passion. Their passion is building great, like fundamental great engineering product. That's just, I mean, that's just not how I was built. And again, that's just the mindset that I think most of the great product managers I've met have because at the end of the day, you're building for the user, you're building your product, you're not building the engineering part. Unless you're like an API startup, I get it. Speed is, if you're going to build a product that is mostly just here towards engineering, but most products that we're talking about here are consumer based products or SaaS products. So this is a little bit of a translation, maybe a little too rudimentary, but wanted to just kind of map, like at least my thinking before and now how my thinking is now. So before I would write code, now I do specs. We had code commits and we discussed how we would do things. Now I have Google Docs, like I live on Google Docs. I love creating a Google Doc, like a one pager, two pager, and just start adding people onto that from marketing to data science to get their input. Just have that conversation asynchronously on that doc. So it's kind of like my way of doing review board for those who are familiar with that or GitHub.  There's a lot of things that's under your responsibility where sometimes for some engineers would not want to talk to legal. They're just like, well, or marketing, but you're gonna have to do that. So there's no escaping that. So again, just fair warning. Again, this is all about the transition between engineering and product. Just trying to highlight a lot of the big parts and big hurdles. Again, how you think about this, and I touched on this earlier. How does this system scale? Does this system scale well? Actually, product managers generally won't care about that. I mean, they should if there's a option A and option B are drastically different. And obviously you talk to your engineer manager and you figure out, hey, how can we make the best decision going forward? You don't wanna put yourself in a whole two months later or a month later. But you really care about how does this product scale. And then you care about the metrics, not about how well the system is performing. Again, these are just easy translations. Just kind of want to set the table on how a product manager thinks and how an engineer manager or engineer thinks. So starting with my top three tips. Telling a story. This is actually something that I didn't really learn until I got to LinkedIn. As a founder, that's what you're supposed to be doing all the time. And so that's fine, I understood that. But at LinkedIn, even the smallest of things have to have a reason. And you're gonna have to start collecting those reasons and proving them. And the way you prove them, sort of like your arsenal and your arsenal of facts is from the direction of where your company's going, like from product exec or from your team organization direction to user research to data. So you really have to have those reasons. Again, engineers care where they're going with the product. And you're supposed to supply that answer. So, but not just in an answer where we're doing this because of this. We're doing this, and then here are the reasons why these are the user stories. These are the verbatims from customers. This is the product strategy. This is the data. So it really is just about taking all those signals and then crafting a story, getting people excited about what your project is about. And once you could get that, I mean, you know, you could start getting more engineers. You can get more resources and then, you know, you can start delivering a better product and more of their time and their commitment. So that's a team buy and then exec support. So that actually is something that is very familiar to me in terms of raising money. So in the first company and in the second company we raised a total of three rounds.  I'm like, not that much.   So when we need, you know, five more engineers and a data scientist and another designer on our team, like there really needs to be a reason for that. And it really starts with, you know, you as a product manager are selling not just your team but your boss. And then your boss can communicate that and hopefully you get a present in front of execs to get your case across or maybe he'll do it for you. But either way, I think this is one of the most important things that I learned that, you know, that my first six months at LinkedIn, I was really just executing and really just saying, wow, these are like really obvious things. Like we should be doing this. And I would convince people at small groups. But again, and this actually goes to my, actually my third point, which is communication. But another point is be nice, be understanding, be a diplomat. Again, it's not about making decisions, it's about getting the whole team involved. And you want to have everybody in sync. Everybody sort of helping you make the decision so you guys are moving as a group. Again, engineering, design, data science, marketing, sales, they all have their own perspectives. They all have their own frameworks of thinking. Your framework of thinking is combining all of these things and making the best decision or at least directing the conversation to get to that decision. They're going to be making the best decision they have from their own framework of thinking. So also understanding that is super important. Again, the two startups, we didn't have this type of resources. So again, if you're applying to big startups or big companies with these types of resources, it's just super helpful to think about like that other person on the table. Because they see you as somebody who can decide. And so just reaching over and just kind of making sure that they're heard is the most important thing for your relationship. Because sometimes you're going to need them and sometimes they're going to need you and it's just great to have a great relationship with them. Because of timelines, maybe there's disagreements. And also at a big company like LinkedIn, there's cross team collaboration. So I work on the messaging team and there is some product that we need to have happen in the fee team for instance or on the notification team. Like as long as we have a good relationship with them and we've done something for them, they've done something for us, like the next time it comes to that, like they will help you there. Like if you're kind of like too narrow focused on your own team and when they ask you for a favor, you don't oblige. Like it's going to come back and bite you again because you have to be as diplomatic as possible. And not actually us to every request, but within reason. And again, different motivations for the different teams. So going back to this topic, communication. Again, something that I did not learn at my startups. So small, everybody sort of knows what's going on already but at a big company or even a medium-sized company, communication is absolutely key. And I'm sure you've heard of this, but like my first six months, almost to the first year, I really didn't do this for a while. I didn't know the CC game and like adding people, removing people to have a conversation, not making sure you're not going to ask a hard question in front of execs or in front of other people that could get them a little embarrassed or defensive. It really is a skill. And it is something that you guys may already have, but I just want to highlight as something that is super important to being a really good product manager is over communication. Not just in the email world, but a Slack channel. You could think of your product requirements, your docs as a good communication as well as just giving people updates. Because if you don't email people with what you're doing, especially in these big companies, they're not going to know what you're doing. And nobody's going to do it for you. And maybe your boss can do it for you, but chances are they're busy doing some other things.  So it's actually very important to get this right so that you not just get visibility, but it's also great for celebration. And if you do have a win, and that can hopefully go to another win and then get more resources and get your project into a better state. So some of my transition tips. So these are things that I've seen as well as that I would have liked to have seen from some of the startups that I've mentored and my own startups. I think that if you help your product managers now by just doing some simple things, could be, how many people are here are engineers? Wow, the majority. Most of this content is for both, for everybody, applicable for everybody. But if you are an engineer, I think there are just easy ones that you can start doing right now to start helping your product manager. And you could always identify as a product manager, you could always identify the engineers who are product focused. Because they're the ones who give out the suggestions. There's one who goes the extra mile to try to go for those stretch goals in terms of the product. And I definitely notice that I can see that. And all the engineers that I've ever hired and my companies were all generally product focused. I could trust them with a lot of the product decisions. You know, the small ones and even the some of the big ones. And it really is, like if they want to transition to product management, I would be in favor of it. Some people don't. Obviously you guys are here because you want to. But I think just knowing the metrics, knowing the product and going above and beyond is like super important. So that's one thing you can do like right now and start just giving those hints. The next thing you could do is having a conversation with either your engineer manager or with your CEO if you're at a small company. Now this is hard, because if one of, like I'm just thinking of my own start, if one of the engineers wants to transition product, I'm like, well, we only have like six. Like I can't lose one. But I think if you're not in a rush, I think that transition actually could be really beneficial for both parties. And the reason I'm saying this, and I say this as for smaller startups and even like medium sized startups, because when you're in a small startup, you want people who are product focused. You want everybody thinking either of growth or the users. And if you have an engineering lead or engineer who wants to take that mantle, you know, who is typically for the founder because most of the time we're not hiring product managers, it's a really good opportunity to grow into that. So again, this transition may take a year or two as the team grows, and then they need a product manager, you're the perfect fit. Again, it could be something of a transition time, but it's definitely worth thinking about, because again, in both my companies and even now, if I saw that, I can see that transition happening quite easily. But expect pushback, it's not gonna happen immediately. And if you start, I mean, if you do have timelines and you do want to switch over now, then you could have that conversation and if it doesn't go well, then you can find a new home. You can go to another startup, you can go to another big company, you can make that explicit. I actually would make it if you're working at a startup and startups again, would love to have PMs or actually engineers who can contribute that are partially working as a PM, maybe like 30% of the time. Again, people, I would love that. I had designers who were engineers and designers, absolutely great because as a startup, you're always looking for people who wear many hats. Another tip that I have here is for engineers who are working on backend products at big companies or even at small companies, the best type of experience that you can get is building front-end development. And I know that sometimes that could be seen as HTML and CSS, oh, that's not as technical as what I was working on. But again, product management is really about building a product, building something for the users, working with designers and the best way of doing that, like literally like you're hand-in-hand with a product manager is being a front-end developer either on the web or on mobile. So I would heavily suggest people switching over because you'll learn a ton about product development, about building products and you just start thinking about it more hours of your day. Because remember, you spend eight hours or 10 hours of your day at work and if you're not doing something to improve that, I mean, you're just gonna do it at night and that's great but if you could start just using the majority of your day thinking about products and building products like that and then also helping with product management once you're on those teams, I think you're gonna be setting yourself up for an easy transition within the team. So paths to product. So I've gone over my three tips in terms of what I've learned and I've gone over some three transition tips for engineers but these are the three paths that I've seen from easiest to hardest in terms of product management. So the easiest ones I've seen is and the ones that I've seen most often are product managers from startups. I'm not gonna say that startups are desperate but there is just a ton of startups out there and again, like I said, if you can both give value as an engineer and as a product manager, I think that's actually even better. So going to those types of companies, series seed maybe is a lot tougher.  Series A, B and C, most likely a year, maybe less if you make it explicit. But again, you can start working on product immediately and startups really want to have people with domain knowledge of their product. So if you're there working as an engineer, especially if they don't have any product managers like most series seed and series A don't have product managers. So it's a really good opportunity, one to get to know the product but to get to know the people, your team, the execs out there and just really build a relationship. The only con is that early seed stage, like I said, may want to have engineers instead. So again, it's all about your transition time and you want to have a two-year transition, you want a year transition, you just want to apply. I'd have to say that applying, and I've done interviews for the last three years at LinkedIn, applying directly from an engineering position, like a straight-up engineering position to a product manager, like it's really tough. It's really tough. And again, this is why product school exists because it's just so hard, it's like a chicken or egg problem. How do you get into product management if you don't have any product manager experience? How do you get product manager experience if you can't get a job as a product manager? So it's extremely tough. And that's why I think that the transition, if you find an early-stage startup, you make it explicit, you don't make it explicit, is one of the easier transitions I've seen out there. A big company transition. Also doable, I've seen this. You could start working on product, you could do all those things that I said before. You can talk to your engineering manager, and at LinkedIn, you need an executive sponsor. So that makes it slightly difficult, slightly more difficult. And you're competing against a lot of experienced candidates because all of the experienced candidates want to go work at big companies because of the perks and the upward mobility and the fact that you can learn from a ton of different product managers and products that you can work on. So that's why I say it's a little bit less more competitive, even though there's, well, I don't know if there's more big companies, there's probably more smaller companies. I just think that there's just a ton more applicants and applicants with a lot of experience. So I don't do the first set of filtering of the resumes. I assume that they're filtering out some of them because I've only seen people with experience in product management when I interview them. So just a fair warning. But it is possible. This is something new. I have never heard of this before until like a year ago. It's a rotational product manager program. These are awesome. You don't need experience. You don't need to be a new grad. And obviously a great place to learn in those two companies. The only issue is when I tried to do my research, these are the only two I found. Maybe you guys could do better than I could. So I could assume that they're highly competitive as well. Again, just from the sheer number of applicants and the number of companies out there. But I just thought this was exciting because to me, product managers should come from every type of background. Obviously this is for engineers, but I don't think it matters where you come from in terms of your experience. So excited about these programs. I listed them as third because I think that nobody here is still in school. So this next one is not gonna be applicable. But there are a ton of APM programs. So if you're still in school, you probably have a leg up because there's just a boatload of APM programs and LinkedIn has one. And there's just, when I searched, there was just too many. So these are just a name a few and Kleiner Perkins actually has a product fellow that they just place you in one of their portfolio companies. Still highly competitive, but just from the sheer number. Again, my only guesstimation here is that they're easier to get into. But if you're not a new grad, you're out of luck here. MBAs, I do see my fair share. Some companies like, love MBAs. Some of them don't. I think at LinkedIn, we do like it. We don't keep it as a requirement. But I've seen a lot of MBAs at LinkedIn. And I think the advantage here is that you almost start afresh. It's almost like going to school again. Because then there's all these APM programs or MBA product internships. So then you get like a new chance to apply. But even from competitive programs and all the programs I've seen, it's not a guarantee. So this is expensive. This is time consuming. I don't suggest this unless you really want, I mean it will kind of head your bets because you'll most likely get the job somewhere. But going into product, it's kind of a bet. Again, why it's listed fifth here. Just because of the cost, time as well as not guarantee. I think you'd have just as good of a chance if not better going to a startup. Way better, sorry. And then the last one is building a company. This is by far the hardest one. But I think it's the best learning experience out there. I can't stress it enough. Anybody I've interviewed who has started a company at LinkedIn, it's almost, when I talk to them, it's just the way they think the experience they've had because they just basically had to live and breathe this for one to three years. And those have been more experienced even if I've interviewed somebody with five years' experience as a product manager at different companies. So you're just really getting a load of information. The harder part is that it's really hard to get funding. And these are very tough incubators to get into, although YC is not an incubator. And it's risky. So let's just say you don't get funding and you want to go do this on your own. Again, it's kind of like getting an MBA.  Again, it's a great learning experience, but it's also a huge risk.  So I've seen side projects a ton. They're working full time and they have these side projects. Yes, you get to learn a lot, but I don't know. Just it's not as in depth because you're not spending eight to 10 hours of your day.  So you really need to get past a side project and work on it full time. Really devote a lot of time. So I really think that this is a good way of learning, but again, it is the hardest and I think the riskiest. So I've done this and I've done this because the first time I started a company, I was 22 years old and I was paying rent of $450 in a room and Mountain View. And then the second time I was just, I was fortunate to be able to do it because I already had that experience and I had some money saved up. So I think that's sort of my path and my, or at least the past and some of the kind of advice that I have in terms of past product transition tips as well as my own tips from being a product manager at a big company. Some things to sort of follow and read. Ken Norton and Julie Zhao, amazing content. They are, Ken Norton is not a product manager now, but used to be at Google. Julie is a product manager or VP product, I think at Facebook, I think she's a VP. But her tweets, it's just awesome. Other PMs that turned into VC because apparently that is a thing. Our Josh Ellman, Hunter Walk and Chris Dixon, again great, there's just a ton. These are just my top five. And then some reading here, which I'm sure you guys have all heard, but these are some of the great books about building product. And then that first one is about cracking and then obviously the product school book, which I unfortunately didn't put on here, but very good as well. So yeah, just read up as much as you can and I would say just start building and going out there. So how many people here work at startups or small companies? Awesome, how many people work at big companies? All right, how many people are not engineers? Okay, awesome. So I think that's about it. I'm happy to answer any question. I'm just trying to be as helpful as possible and give you any of my advice from my experience. Yeah, that's a great question. So when I said you're not supposed to make any decisions, I meant that you're not supposed to make any decisions for other people or other stakeholders. You're supposed to take in all those inputs and typically, or not typically, but sometimes there are disagreements and that's where you're supposed to help guide the discussion and hopefully get everybody on the same page so that you don't have to make that hard call. I've only had to make some hard calls where two teams or two groups or two, whatever, are completely disagreeing and we just have to make a call. I'm going to actually through that right now and it's tough and actually I'm not the decider here. So it's between me and another team and it's tough because I think we both have our perspective, we both have sort of all our inputs saying one thing and they have all their inputs saying another and at some point somebody else is going to have to make that decision. So those happen so rarely, actually, our VPs actually want us to show them more. Like they're saying we can't all be working this harmoniously together. There should be more disagreements because he wants to make more decisions or at least hear out what some of the things are happening. So that's where we just do something called the clean escalation where two members of generally of the product team will write up a doc together about the pros and cons of making a decision or building a product or whatever. And then that way that everything's written out. You sort of have your arguments, their arguments and sort of everything's laid out and then the executive or the VP will kind of read that and sometimes they'll have a meeting and then they'll kind of make a call. Those are like the decision and that's at a really high level, at a really macro level, at a micro level within your own team that could also happen. Like marketing could say one thing and then design or engineering wants to do another thing for whatever reason. So you're sort of doing that same thing but like the buck stops at you to make sort of those kind of, not decisions but get sort of consensus between the two teams and really dig into like why people are saying of what they're saying. And really it's just, it's really, it really goes back to the motivations. Like you have to understand like what people are trying to do. And again, maybe something, advice that I could take on my own is like trying to get those clean escalation documents written within my own team. Just so that like the marketing and engineering could like write it together. Maybe something I could try. Yeah. And the software engineer. Can you say that one more time? From the software engineer, right? So did you see anyone in the software company that didn't know how to go to earth and like it's not allowed for them? And who's still an engineer? Yeah, a different type of thing. Yeah, yeah, I've seen that before. I mean, if you're thinking of hardware, I've seen that at obviously hardware startups. So I made that transition, but my transition went to software after my hardware. Actually, now that I think about it a lot, there are a lot of EE, my EE fellows when we graduated that are now product managers. Actually two of them are on at LinkedIn. Like they graduated a year above me or year below me. And I think it does happen. So I guess your question is like, how do you make those transitions one and two without having to learn a new skill? I would say go to a smaller startup that is within your field. And there is gonna be something like a product manager role. And so that's probably the best transition. I think a lot of what we do has, I wouldn't say little. I would say a lot of what we do is interpersonal and sort of helping flow the decision making process. There is a lot of domain experience that is necessary. And so in those cases actually, I failed to put this up, it's like working on side projects. So if you are working at a hardware company and you make it into a PM organ, your passion is in software, consumer products. Build a side project. So you go in, and I've seen this before from people I interviewed, they'll come in from Cisco or other hardware companies. And then they'll say, we worked on these two side projects, me and these other two people. And this is what we did. And just put it on your resume. This is what we did. This is what we launched. We put it on the App Store. I will download the app. I'm looking at the resume, I'm downloading the app. So hopefully it works, because there's been a lot of times where I download the app and it's not working. I can't log in. And so I'll ask them, hey, what happened here? I watched your little video and I wanna understand more of how you were thinking about this product. And it really just starts the conversation. And I would say a lot of the resumes that we have, even with experience, still have those side projects. Again, I failed to put that on here. Sorry, my mistake. But again, that's a great way of making yourself stand out. And it's not hard, it's free.  Yeah, sorry. So the question was, how would an engineer from a hardware background that works at a hardware company get a job at a consumer facing a company as a PM? And you can make that transition to product management maybe fairly easy in a hardware company. But having then side projects that you can put in the app store or launch as a website is actually really, really helpful. Because really what I do in terms of interviewing is try to understand what you were building, why, what problem you were trying to solve, like how are you gonna make money? How are you gonna get users? So all those product questions that would come along with if you were just to work at like, let's just say Yelp or something. Like I would ask those same questions, but in this case, I could just ask. And the best thing is that you probably know every single answer to those questions. So it makes that conversation really easily. Yeah. My question is, do those resumes actually get, I was assuming that they get pretty tired because they don't work in a very good way. They're like, I understand it's not that because they don't look at work people. But in bigger companies, do those resumes actually make it seem like Cisco example? Yeah, so I have not seen, like and I wanna just emphasize this again. I have just repeat the question. So he said, does the resumes filter through to interviewers for people who have hardware, who work at hardware companies that don't have that experience and do those resumes come to me? I would say no. And the reason is that I've only interviewed people with at least two to three years of experience. And the people who have no experience are usually just like fresh grads. And again, this is that chicken or egg problem. Like how do you get a job in PM if you can't get a job if you don't have experience? So again, product school is great, but I don't think it's enough. You're gonna have to help yourself transition into a product role within your own company even at the hardware. And I'm sure they have product managers that do very similar jobs and think about similar problems. And again, what I was mentioning in the previous question was that once you are in that product management role, at a hardware company, work on side projects. Cause those are free. You can start building a product and then launching it, build a couple of products. Maybe you'll get some traction. Maybe you won't, but you just put those in your resume, put them at as high as possible because those are actually like really, really fruitful discussions that we can have that help me understand how you think about building a product. And I understand it takes some time and it takes some, maybe money if you're not a good designer or maybe you can design it yourself. But again, those are ways that you can help stand out. Yeah. Yeah. I think it's an add-on. I definitely don't think it's a critical piece. And the reason why I think it's an add-on is that as part of the MBA, you're not actually really learning how to build product. You're really learning about decision-making and you're learning how to think more broadly, which is part of that Venn diagram, right? It's the business part. It's understanding and then touching a little bit, but you're really just talking about one part of it. So I think it's an add-on. I think it's actually very useful for engineers because if you have an engineering background and you go to get an MBA, it does help round out like those two parts of those diagrams, right? Again, getting those side projects and then building a product, it will help you with the UX and the UI. But I don't think it's prerequisite, but I think it's a nice add-on. It's expensive and time-consuming, though. Yes. So the question was about domain knowledge and product manager's having that domain knowledge and how easy is it to transition from one company to another company, right? So I think that question is, it's just dependent on the company. I think there are some companies that want product managers that can do anything because it's really just the way you think, the way you think about problems, the way you break down problems, the way you work with other teams. So if you think about like Google or Facebook or LinkedIn, like they want people who they can put in messaging, they want people who they can put in some sort of like B2B part of LinkedIn. So I don't think it's a requirement to have domain knowledge. I think for smaller startups, it would be really good to have that domain knowledge because there's nowhere else to put you. They would prefer that. And then in some cases, these big companies would like to have domain knowledge if they want to hire a very senior or director-level product manager. But generally, like when I talked to other product managers like at LinkedIn, like the reason why we're here is that we can go from one product to another product and we're doing our rotation. And you'll see that at Facebook, you'll see that at Google. It's just learning about a different ecosystem, like ad space. Like I don't know that much about the ad space. I'm sure I can learn, but I just don't right now. I know how to build engaging consumer products. I don't know that much about SaaS products. I mean, I know enough, but I don't know, I've never done it. I don't really have that ingrained in me. So it'd be really hard for me to be a director of product or like a senior product manager at a SaaS company or an ads company. So again, that's where the domain knowledge when you go to startups plays in big. Yes. So the question was how do you know, how do you learn about business and legal? You know, when you don't really get taught that. I think you don't, you never know about legal. You have to hire a lawyer. And that's why they make a lot of money. They are very expensive at startups and at big companies as well. I think it's just understanding when you need to talk to legal. And we have open office hours with our legal department. And generally from small things, I wouldn't go to them. But if I have any sort of hint that I need to talk to legal, I'll sign up for the office hours and we'll talk. And then I'll understand more and more about what requires a legal component. It's really just pattern matching and understanding. And the business component, I think the way I learned it when you specifically asked about my background, just by, you know, quitting my job and doing startups. I think, you know, you start understanding like, you know, building the product isn't the like, building the code or writing the code is not the most important thing. It's about building the product and that is for users to use and then to pay for. So then you start really thinking about the business. So it's really just about experience. And in terms of some of the examples that I've given, if you could help your product manager, if you're an engineer that works with a product manager, think about these things. And like write up a one page doc.  Like we always talk about one pager because product managers generally are lazy. And we just want like a one pager that like kind of explains like our view of the world. And if you could help start doing that and then help and then obviously have a conversation, you can start learning as much as you can from the product manager you work with. Hi, email. So the question was in terms of communicating and overcommuting, what sort of tools do I use? Email, unfortunately, is still number one. Slack is great if I need a question answered, but really it's just about communicating to large groups of people, putting the distribution list out and just say, hey listen, our team ramped this. These are the results. These are what we're working on next. And you know, here are some links to some of our docs. Then following up that with like two weeks later or a month later with an update. Like people love updates and you know, you learn this from starting a company, your VCs want updates. They would like monthly updates. So it's again, it's very mirror to my experience as an entrepreneur, but you know, I learned that the hard way because I thought that this would be done for me and I would only have to worry about my own team. So it's really about communicating with your own team and outside your team. Yes. So the question is, do people that have graduated two years, one or two years ago still qualify? That's a good question. I don't know the answer. It may be dependent per company. I know at LinkedIn you have to still be a student. Oh right, how does an resume look for an APM? Really all of, I and I, it's APM season right now at LinkedIn and I've done like six in the last two weeks. Every single one of them had a side project or started an organization or was pro, I mean it's kind of like just getting into college, right? Like you can't just show like your classes and your grade point average. Sometimes if it's really, really good, but most of the times they want to see like your interest in building a product. Hopefully, and this is again something else that I've seen too, you already have a product management internship somewhere because all of the ones that I've reviewed over the last two weeks have a product PM roll internship for like three to four months. Yes here. The question was when you talk about side projects and you're building a product, does it mean that you have to code it or can you hire somebody else? I will ask who built this and I've interviewed people and they'll say I had my friend help me with this or I paid somebody to do this. I don't think it matters because as a product manager you're not building it but as long as you can answer those questions about why you're building this, what decisions you made and you know exactly how everything was done and you're really driving every product decision and company decision. I think you're totally fine. Yes. One of the slides about the Facebook. Yes. So I think I'm an example of that actually but I've been operating to you based on my domain experience actually. For the rotational program? I'm sorry? For the rotational program? No, just the product management. Okay, awesome. The first round and all that so that's only because of the domain experience. Right. What do I expect when I meet the second panel which is basically the product management itself that don't have any product management experience but somehow it will be all for the industry? Right. What do I expect as part of the interview or even get a job, how easy it is for each and every? Yeah, so there is a lot of content out there. One of the best pieces of content is actually from product school. It was the Uber, it was the guy from Uber who said cracking the inner product management interview with the guy from Uber. I don't know how old it was but I think it's actually the most viewed product school video. That's a great from soup to nuts again. I can't answer that question in a minute but there are some resources out there. Just at the high level is that we wanna know how you think. We wanna understand how you communicate and also how you have this habit, be a conversation. And how you think is really about taking all those signals and then coming up with the right thing, or not the right thing to do but what you think the right thing to do is. Yes. Is there any engineering mindset in the throwaway of the department? Sorry. Is there any engineering mindset that you throw away when you're being a product manager? Yeah, I mentioned one of them which is learning that perfect doesn't matter. And it actually applies to both engineering and design because designers love to craft their product which is fine. And engineers love to craft their product. I like to craft my story but at the end of the day like it's really about building. So I think that's the biggest thing that I would say that is that you would need to drop from building. The other thing which I had to learn my first six months going from engineering manager slash CTO and making generally like I said I worked on product decisions but I was still so involved in the decision-making on the engineering part like letting that go. Cause again, you know, you don't need to worry about the engineering part as much. Like yes, of course if they'll say well this thing takes 10 months and this one will take one week or whatever, for example, you wanna understand why but trying to stay away from well how about you do it this way or I built it this way why don't you go ahead and design the system that way. Like that's when you start going into their territory. And again, it's really about having that good relationship with your partners. Yes, you. So the question is transitioning over to another team within the same company but is a different sort of different domain. Okay. So I would say the best way of doing it and this happens to me quite a bit at LinkedIn is I would get other people from other departments to set up a coffee and I think you should just do the same but not just the product managers within that team or around those teams. The marketers or the sales or whoever. What other teams that that product manager or that product group has to work with to start having try to understand more of like why they're making decisions or how they're making decisions and get your name out there. Cause then not only will you learn but they'll also get to know you better and then that can also help with the transition.


Hello, my name is Koush Varshni, I'm a Distinguished Research Scientist and Senior Manager at IBM Research. I'm here to answer three questions about AI governance. Governance is an interesting word. It means control. And if we think back in history, steam engines had this part called the governor, and it regulated the flow of steam, and it was there to make sure that the system remained safe. And when we say AI governance, it's the set of practices to keep an AI system under control so that it remains safe as well. So it includes things like respecting regulations, curating data, and creating fact sheets that explain how the system works. Some of the risks posed by generative AI and LLMs are actually the same as traditional machine learning. So things like fairness, transparency, robustness to attacks, they're all still concerns. But then there's some new ones as well. So new risks that are emerging with generative AI include things like toxicity, harmful behaviors, bullying, these sort of things. And then there's also hallucination. So where the model is putting out things which kind of sound like they would make sense, they're plausible, but they're actually factually incorrect. And we've created a taxonomy of common harms that can mitigate these behaviors with data curation, with fine tuning, prompt tuning, prompt engineering. So all of that is really the way to address them. But this is just a starting point. So if we start and think for a second, governments, enterprises, all sorts of other organizations will have additional constraints to build into their LLMs, so that they follow applicable laws, industry standards, social norms, and so on. And understanding the models is also quite different, because we no longer need to know exactly how the models make their decisions and predictions. This is what we used to call explainability. But now instead what we need to be able to do is trace an LLMs generative output to the user's prompt or to its training data. So source attribution is the new explainability. Safety guarantees with generative AI are very difficult because there's no one-size-fits-all approach. Every organization needs to define their own values, their own behaviors that they find acceptable and unacceptable. For example, once you know the context of your chatbot's deployment, you can start to reason through the relevant risks. This could involve taking existing policy documents like laws, corporate policies, or other rules and using them as instruction data to teach the model how to behave. And interventions must also be scalable because we're dealing with such large models and even larger data sets. And at IBM, we're designing tools to address the unique threats posed by large language models and other content-generating foundation models. We're also devising new methods to limit chatbots from leaking personal or proprietary data and hallucinating wrong or irrelevant information.


Right good morning everyone and good morning to our students online as well. Let's begin this time with a word of prayer and then we'll get to almost the last portion of our course. So would anyone like to pray? Go ahead. Let's pray. Gracious loving Heavenly Father we thank you for enabling each one of us to gather here. We thank you a lot for your powerful covenant for your finished work at the cross or the blood of Lord. We pray that as we continue to learn we pray that you will equip us and strengthen us in areas which we are unaware and in areas that we are aware but when we have a little confusion that you clarify and you will strengthen us in your word. In Jesus name we pray. Amen. Thank you so much. Alright so last class all of you were in Mangalore especially our in-person students were in Mangalore and trust you had a good time of ministry there as well. But we did have our class so I hope that you were able to just go back and listen to the class. But let us just do a quick review of what we did last class. Last class we talked about mainly from chapter 18, the wisdom of the cross. We talked about substitution and what substitution means. Where God took our place. God died for man. When we were supposed to die God took our place. We looked also at one man's sin which is the first Adam and the first man when the first Adam being Adam who fell into sin and because of that sin came into this world. Sin and death was not part of God's plan. But because of what Adam did it became unnatural. Sin entered this world. Death entered this world. Because of sin there is death. God did not design sin. God did not design death. But what did the last Adam do? That is Jesus. He came as a man and wherever Adam as man, wherever we fail, wherever we sin, the last Adam overcame. He was victorious and on the cross although it appeared like a man was dying. But it was God who became flesh dying for us. That is substitution. Then we talked about atonement. Atonement is a price that was paid in full. In the Old Testament, in the Old Covenant we saw that there is a day of atonement.  Every sin, every sickness, every disease, everything that the enemy brought into this world was put on Jesus. He paid the full price. And so in the Old Covenant we see that in the day of atonement, they would take the blood and pour it on the tabernacle. And then they would also take a goat, the scapegoat and all the sins of Israel were put on that scapegoat and the goat was sent away. That is atonement, paid in full. It's like Jesus is putting a signature. So it's like taking a paper and we are writing 1 to 100. All the sins that we have made. And Jesus is coming and he is saying, putting his signature and saying paid in full. We don't have to pay the price for that. We looked at redemption which is one of the most powerful aspects of the cross. Christ redeemed us. The word redemption means to buy back with the price. There's a price that is paid. You buy it back. So sometimes when we talk about ministries, hey, I want to join ministry. There's a price to be paid. It's not okay because I don't know what to do. I want to join ministry. No. There's a price. I was just teaching in the third years. I was talking about how Paul and Timothy. Paul is sharing with Timothy and saying, Timothy, you join with my sufferings. He didn't say Timothy. It's a good fun. You get into the ship. You go to one place and then we reach the gospel. Everyone will say, thank you, pastor. Welcome, pastor. And then they'll give you good food to eat and you have a good night's rest. He didn't say that. Paul said, you join in my sufferings, Timothy. That means what? Sometimes people will stone you. People will try to beat you up. People try to put you into prison. They will chain you. They will ridicule you. They will spit at you. They will mock you for what you are preaching. But join in that sufferings because it is fruitful.  So Jesus, he redeemed us. He purchased us with a price. What was the price? Come on. What is the price Jesus paid? What? His life? Yes? Why are you confused? Jesus paid by his own blood, his own price, his own life he gave for us. He redeemed us back. And I talked about this, right? It was not like Jesus came. Okay, you are the Messiah. Okay, you'll be in prison. Tomorrow we'll decide what to do. Morning they got up. Okay, just crucify him. They took him. Somebody carried the cross for him. He went up. No. The scourging, the beating. 40 minus 1. The lashing. The crown of thorns. All of it was the full redemption price that he had to pay. It was not a simple price. Psalmist says, I look down and I can see my bones. So it was not a price that was like, you know, okay, just finish it off. One 20 minutes worth this is no. There was nothing left. You know, what is blood? Because of the blood in our body we live. Yes or no?  If you don't, if you haven't, please don't.  But if you cut your finger and if it's a deep cut, it will keep bleeding. Until you look after it. Now, when Jesus was beaten, the blood was dripping out of his body at all times. So by the time he reached the cross and he was hanging on the cross, there's no blood left. What happens when a body doesn't have blood? There's no red blood cells. There's no white blood cells. What happens? It shrinks. It is the blood that causes this. You know, if you hold everyone hold your hand and do this. Right. That's your muscle. Right. So that's because of the blood that's flowing in that you can hold your muscle. If there's no blood, you can only it's only bone there. And there are nerves. So there's no blood. This hand will become what is normally this thick will become this thin.  Because all the blood is drained out. So when Jesus was on the cross, they pierced his side. Water came out. That means over. No more blood left. He would have been 20 kgs. Just giving an example. Probably would have been around 20 to 25 kgs. Because all the blood is gone. Right.  He purchased us. He redeemed us by his own blood. Remember Isaiah 53? What did they say? They could not. They saw him. They could not recognize him. That he was a Messiah. So the price was paid in full. God's wrath and anger was put on Jesus. He redeemed us with a price. And this price was one price that was done once for the entire world. For many people. Right. So let's go to chapter 19. The power and the blessings of the cross. Now we talked about the power, just a few more things. The power of the cross breaks the dominion of sin and Satan in your life. Okay, declare this after me. The power of the cross breaks the dominion of sin and Satan over my life. Sin is natural. Satan will do his work. But the power of the cross destroys that. It destroys it. Right. So if we are being tempted and we fall into sin, we're living in sin.   Go back to the cross and say, I declare. I believe that the power of the cross can destroy the sin in my life. Right. And it can destroy the works of the devil. Let me tell you something. When the devil sees you and he sees me, he doesn't see just people. He tries to bring fear, unbelief, you know, all of these other aspects into our life. But if we are walking, the Holy Spirit inside of us, if we know that we're walking in an anointing, when the devil sees us, he doesn't see us as second, first year Bible college student. That is for people around us to see, first years. When the devil sees us, he sees us as the anointed of God. He's afraid. Right. But if we open our lives and we say, okay, you know, what this is the biggest problem I've faced, then what will happen? He will say, thank you for opening the door. Now tell me where should I sit? And then we have fear, unbelief. We'll say, okay, you sit in this area.  But the truth is the power of the cross breaks the dominion. What is dominion? The hold of Satan. It's defeated. It's broken. Right now, the devil is defeated. Do you believe that? Do you believe that the devil is defeated? Yes. Right. You got to believe it to walk in it. It's not because I'm saying you got to believe that the devil is defeated. Oh, but he's doing so much. Let him do, but he's defeated. Who is greater Jesus or the devil and whose child are you? Jesus is child of the devil's child. So who's the winner? So when the challenge comes, let me tell you my brother was sharing this.  We rushed him to the hospital and the doctors, you know, just checked on him and all. We rushed him to the emergency and they said there's no heartbeat. He's mostly going. He's gone. I remember I wasn't much of a believer at that time, but I just knew a few things. I said, God, I don't accept this. Number one, I don't accept this. My brother will live. Number two, your word says that the enemy comes to kill, steal and destroy, but you have come to give life and life in abundance. So I don't accept what this doctor has said. The doctor's report is not the final report. Yes or no? He told me the doctor told me there's no heartbeat. He's gone. And I remember there was this fear inside me. Oh, my own brother. What did I tell my parents? All these thoughts. I remember saying, No, I'm going to stand on God's word. I'm not going to accept what the devil is doing. I said, God, thank you for giving him life.  I went to park the car, the vehicle because it was an emergency. I had to go and park it. I came back. He was sitting and drinking juice. And I asked the doctor what happened? I said, I don't know. He got up. He sat. He asked for juice. I didn't do anything. We tell you something. Don't let the devil dictate terms in your life. Don't let the devil dictate terms in your life. You dictate the terms to the devil. Why? Because the power of the cross breaks the communion of sin and Satan in your life. Right? So it may not be things like this, but we can start using the word of God as the greatest weapon in your life. How many of you are going through a challenge right now? Right? Most of us, if you're not going through a challenge, that means something is okay. Good. Praise God. You're not going through a challenge. But there's something always right? What does the Bible say in this? What did Jesus say? In this world, you will have tribulations, but take heart. I have overcome the world. Now Jesus is telling who? Twelve fellows who are sitting there, thinking they are going to become leaders. Twelve disciples are sitting, oh man, okay, we'll do this ministry. Now Jesus is saying, you will have trouble in this world after I go. They're going to crucify me. They're going to kill me. No, no, God, Jesus, why? It's nice. No, everything's going nice. Things going nice. In this world, you will have tribulations. It is part of life. But what does Jesus say? Take heart. Be encouraged because I've overcome the world. He's talking about this before the cross. And so we are after the cross. And so will we have troubles? Will we have tribulations? Many. But you take heart. Because God, Jesus has overcome the world. It is very easy telling you. It's very easy to love God and follow God when everything is going good in your life. Yes or no? At the moment we see a mountain, we crumble. That's not what God's called us for. You've got to hold on to the word of God. Remember, the doctor's report is not the last report. The doctor may say this is something that can never be changed. No, it can be changed. Who decides Jeremiah? I forget. I think Jeremiah 37, 14. Is there anything too hard for the Lord? Nothing. Nothing that God cannot do. Yes? So remember, the power of the cross breaks the dominion of Satan over your life. In Adam, we were slaves. In Adam, we came under dominion of sin. But in the second Adam, which is Christ, we've been set free from sin. We're set free from... In the second Adam, we see that we are set free from Satan's dominion and authority over your life. Satan says, this is what you have to do. What did you do? Don't say, okay, as you say, then we become a slave to Satan and sin. You're not a slave.  You wear, you stand strong in the Lord. You wear the armor of God. You put on the helmet of salvation and you fight the good warfare. This is a fight. It's a war. Yes or no? Right? There are different fights that we'll have to fight. Choose your fights. Choose your wars. But don't choose to fight it alone. Fight it by putting on the armor of God. You know, the enemy will say, okay, this fellow is... He's not... I've brought trouble upon him. Still he's praising God. He'll take his fiery dart and he'll try to attack you in another way. Now imagine your shield you have kept it on the side. Just resting for some time. The shield of fate is always there. So when the fiery dart comes, you see, you put the shield of fate and the fiery dart is stopped. Then the devil will try something else. He'll try to come on another way. He'll use the shield and he'll try to come and say, try to attack you and say, you know, you have done all these things wrong. How can you do this? How can you look at this? This is the problem. This is what you did before. This is how you are. How can God forgive you? You put on the breastplate of righteousness. Say, hey, devil, I have a right standing before God. You see this breastplate here? The righteousness of God. You will not understand it. You hold on. You have to be able to know your identity and fight out of that identity. Right? Of course, there will be a time when you go into the room, you close the door and you pray. Nothing wrong. I've done that. I've shared it with you. When they said your father will, very, you know, he may not live because he's on 50, 52, 02. I declared God's word. I said, I don't agree to this, but I didn't go back to the room and I prayed and I cried out to God. But when I came out of that room, it was like an assurance that God is with me. Right? So nothing wrong.  No. The human beings, did Jesus cry? He went through all of this. So it's okay. God understands. But when we cry and we say, oh, what is this? Why is this happening to me? Why is then the story changes?  It's there on me. So I will fight this fight. Right? To understand the power of the cross, we must understand identification. Hebrews 2, 10, 11 and verse 14. Jesus identified with us in his birth. So we could identify with him in his death. Jesus was the son of God. He is the son of God. He came into this world. He identified himself by being born as a human being. How many of us were born of a virgin? Any of us were born of a virgin? No. A child is born only after the physical relationship between a man and a woman. A husband and a wife. And this virgin birth will never happen again. Why? Because God identified. God chose to come into this world without sin. He identified with us. How long was Jesus in the stomach? Two weeks. How long? Nine months? Okay. No special gift. Two weeks, three weeks. Nine months. Did Jesus have three eyes? One in case he has to see somewhere else. Did he eat normal food? Did he have to eat food? Why did Jesus says no? You know, the disciples came up to his followers. Show us some miracles. No. When Moses was there, Manna came down from heaven. Do some miracles. They came to Jesus and asked that. Do some miracles. What does Jesus say? Hey, I am the Manna. I am that Manna who came down. I am the bread of life.  Can you imagine the disciples? What are you talking about? You're talking about cannibalism.  It is against the Jewish customs. It is an offense to God.  When we... Jesus, he identified with us. He was a human being just like you and me. He walked around just like you and me. And so that we could identify with him in his death. We identify in his death. Jesus became like unto us so that he could represent us on the cross. He represents us in the mind of God. We were in him on the cross. What happened to Christ on the cross happened to you and me because we were in him. That's why the great Apostle Paul says I'm crucified with Christ. It is no longer I who lives but Christ lives within me. So that means what? Apostle Paul was not living for himself. You can't go to...  What Apostle Paul would have said? Good. And Satan... Okay, I'll bring shipwreck and persecution. Put you in the jail. Good. So Satan is wondering how do I... How do I intimidate this guy? He's not afraid of death. He's not afraid of jail. He's not afraid of persecution. He's not afraid of anything. What can I do to this guy? And if he's in jail also, he's writing letters and sending it to the church. If he's in jail also, he's destroying the whole jail cell. And the jailers are accepting Jesus. Their families accepting Jesus. What is happening? How do I stop this guy? You know why? Because Apostle Paul did not live for himself. In his mind, if you kill me, good.  It doesn't matter. I'm crucified with Christ. I've already... Whatever Jesus says, it's done.  What more do I want? And if you keep me here on earth, I'll be doing the ministry. And many more lives will come to know Jesus. So that's also good. I can't do anything to a person like that. The key was, the Apostle Paul was crucified with Christ. It was not about him. It was not about his life. He didn't love his life. He was willing to let go of his life. The cross gave us the power of over sin and death. On the cross, Jesus Christ broke the power of sin over our lives. On the cross, Jesus Christ annulled Satan's power over our lives. What is the meaning of annulled? He nullified. He emptied Satan's power. For example, if Jesus is standing and there are some thousand demons or Satan himself, do you think that Satan is going to come with his hands and he says, okay, Jesus, I want to talk to you regarding something. Do you think that's going to happen? The Bible says on the cross, in Genesis 4, he crushed the serpent's head. That's what we do with cockroaches. You see a cockroach, what do you do? You don't chase it away. Maybe some of us are scared of it, but then you crush it. And Jesus, just picture this, have this picture on your mind. There's a serpent going, he stamps on that serpent's head, he crushes it. That means what? He's pressing it down, crushing the head of the serpent. The head is the main thing. You get the head, it's done. Only the tail keeps shaking. Because it's in the head where all the venom and everything is there. It's defeated. Satan's power was defeated on the cross. He talked about Ephesians 2, 14 and 15. Having disarmed every principality, every authority, every power of darkness. He disarmed it. He made a public spectacle of the devil triumphing over them on the cross. So Jesus is there. The devil dare not come near him. Devil cannot. He cannot stand. You know, that same Satan who said, turn the stone into bread. Why don't you jump off? Tempted Jesus. Now Revelation 1 talks about the glorified Jesus. Do you think Satan can come near the glorified Jesus? Always. All authority, all dominion, all power belongs to him. He's seated on the throne. He's the king of majesty, the ancient of days. The one who holds the stars in his hand. The galaxies, he expands the earth. He expands the galaxies. And everything is in his hand. And sometimes we pray, God, I have cold. Can you please remove the cold? God is big. He's great. He is an authority. We are delivered from the powers of darkness. Satan has no authority over us except what we permit him to do in our lives. Remember this. When Satan was thrown in on the earth, God did not take away his authority or his gifts and skills that he had. God did not take away. So the devil has his own ways of working. Do we see the devil working around us? Plenty of ways. Why? It is because of us. We open the door to the enemy. When we open the door, the enemy comes in. But even sometimes we make these mistakes, we open the door. But when we call unto Jesus, he is faithful to answer us. It's not like Jesus is sitting. You open the door. Now, how do we close the door? No. Jesus has the power. He has the authority to destroy the power of sin and sickness over your life. He has it. He's done it. He will continue to do it. We hear of testimonies all across of people who have almost been in their death bed, but they've got up and walked out of the hospital. And the doctors don't know what to do. We've heard of testimonies where people have died. They've got their death certificate and then they're alive. They're holding their death certificate and taking photo. The doctors have no explanation for it. Why? Because sometimes we open doors, the enemy works, but God is still powerful. God is supreme. He has the authority over Satan and death. How do you know it? Is it some stories that I'm saying? Or is it something that I understand? No. What about Lazarus? You know what happens when blood does not flow to the brain? You get brain damage. You can't think. You'll die. You can't. Blood has to flow into the brain for us to live. Lazarus is in the tomb for how many days? Four days. When Lazarus got up, it was not like he had brain damage. He got up, he recognized everyone. Later on in the scriptures it says that, you know, Lazarus was with Jesus. It was the same Lazarus who Jesus raised him from the dead. Now Jesus didn't go into the technical terms. Okay, what about the brain? Now four days the blood has not gone into his body. No, no, no. God is a supernatural God. All of these things don't matter to him.  It matters to us. Maybe the doctors will say, you know, it matters to the doctors, but it doesn't matter to Jesus at all. If he has decided to do a miracle, it is done. The doctors cannot change it. That's why I always say the doctor's report is not the final report. Yes? Right? So even as believers, we must know this. We must know to be true, recognize it. We must walk in this. I'm not saying that, no, we will not fail at all. We will not, you know, fall down. We will not go through challenges. We will. I will going forward. There may be challenges. I feel weak and I may fall, but we got his word. They've got his promises with us. Right? We hold on to that. The blessings that flow through Calvary, the blessings that come to each one of us through the cross, forgiveness of sins, restoration unto God. That is the greatest, the greatest aspect of being a believer. We have forgiveness of sins. You know, other religions, they have a lot of things to do, including Judaism. Right? The people of Israel, what did they do for forgiveness of sins? Built offerings, sin offering, pain offering, get a goat, cut the goat, cut the lamb, pour the blood, atonement, so many things to do. But now, all we need to do is go to Jesus. Say, Lord Jesus, these are the sins that I have committed. I ask that you forgive my sins, cleanse me, make me whole.  You don't have to touch the cross, touch the feet of Jesus' cross, Jesus on the cross. You don't have to do all of that. Forgiveness, justification by faith in Jesus Christ. How do I know my sins are forgiven? You have faith. So you go to Jesus, say, Lord, I did something very wrong. Please forgive me. And I thank you for your word that says, if I confess my sins, you are faithful and you are just to forgive me. So I receive your forgiveness and I thank you for helping me to live a holy life. Jesus, amen. That moment, your sins are forgiven. You don't have to go back and say, how do I know? Is there a sign? Lord, can you show me a sign? The fan is on. Make it stop. Then I'll know that you have forgiven my sins. You don't have to do all of that. You have forgiveness of sins through faith in Jesus Christ. You know, Jesus paid the price on the cross. I find forgiveness through that. So if there are sins in our life right now that we have, nobody knows about it. Don't keep it in. Don't let it become a sin that will keep growing and growing. Just go back to the cross. How is the time? I don't hold on to it. Don't say, okay, nobody knows it's okay. No, just go back to the cross. That's why the word of God is alive and powerful, then in double-edged sport that penetrates into dividing into our soul, into our spirit, into our joints and marbles. The word of God speaks into our spirit. Right?  Right? There are things that go up. One of the things that we must do as believers is every time you start to pray, say, God, I thank you for the gift of life. I thank you that you are faithful. Thank you for forgiving my sins. Right? Sometimes it could be a thought. Sometimes it could be a word. Right? Sometimes it could be just getting angry. Two days back, there were a lot of kids playing in my house. They were making so much noise. I was unable to prepare. I was preparing some content and got so upset. I came out and I said, hey, are you guys... I shouted at them. I got upset.  Fifth standard, sixth standard kids. And they somehow break. They finish their exams. They are playing. I shouldn't have got upset. So I went back to God. I didn't say, okay, now I should leave the ministry because of that. Go back to Jesus and say, Lord, help me. Forgive me. I should not have got upset. But I got upset. This is not what something that you expect out of me. So I confess myself. Help me. Fruit of the Spirit is patience. It's a fruit of the Spirit. So help me to walk, to be patient. Forgive me. Oh, speaking rudely. Help me to walk in humility, walk in love. Then what do you do? You call all the children up and give them juice. Everything is sorted. Right? So I'm not saying that it has to be a big sin. It could be something else. But we must confess it. Now if we don't confess, what will happen? The small things of getting upset can grow, grow, grow and grow. Now what happens? Eventually everything will get upset. Why is the chair not straight? You get upset. Why is the fan so fast? You get upset. Why is the light dimmed? So these things can control us. It may be silly things, but they can control us. So it's very important that we go back, ask forgiveness of sins. Two, most powerful, healing from sickness and disease. Okay. Do you believe that Jesus can heal every sickness? You believe it? You're sure. Any disease, whatever the disease is. How do you know Jesus will... There's no medicine for it. And there are some diseases like... Forget what's the name of this. There's no medicine. There's nothing you can do.  There's no medicine. But can Jesus heal them? Sure about it. The doctor will say no medicine. Jesus doesn't need medicine. Jesus can heal. The cross heals us from every sickness and disease. Every sickness and disease. I love that verse. I forget the verse. But in the book of Exodus, when the people of Israel came out of Egypt and they were walking, none of them were sick in their bodies. Can you picture that? Have you thought of walking in the desert? Have you... You know, you try walking in the desert. One, you'll get like pain. Like pain can turn into fever. Fever can turn into high fever. There's no water there. There's no proper food. Have you ever thought of it? No, no sickness. Not one of them was sick. When they were in Egypt, what does God say? I will make sure that none of the diseases that fall upon the Egyptians will fall on you. They were there in the same place. It's like, for example, this is Egypt. Some are here. Some are in the first floor. The disease is going everywhere. But only those in the ground floor are getting sick. And all diseases. But first floor, everyone are enjoying. Nothing's happening to them. Because God's supernaturally protected the people of Israel. So remember that sickness and disease is in the control of God's hand. God controls it. Okay? So he's able to bring healing. The question may come up. So why didn't God heal the wee people? That may be a genuine question. We are not God to answer that. There are times God has His way. God has His plans. He has His purposes. But that does not change the fact that God is in control over everything that's happening around us. The power of sin is broken. We have wholeness, which is shalom. Wholeness. Four, we have authority and dominion over the enemy. What is authority? We have the authority. We have dominion over the devil. Over demons and over the work of the enemy. Over darkness. We have the authority. Right? In 1 Corinthians, Paul writes and he says, the weapons of our warfare, not carnal, they are mighty in God. They bring down strongholds and pretensions. They cast down reasonings and arguments. That's what they do. The weapons of our warfare are not carnal. They are mighty in God.  Right? Fifthly, the blessings of Abraham are included. Deuteronomy 28 talks about those wonderful, wonderful blessings. Right? I will bless you. I will keep you. Right? All those blessings, the Abrahamic Covenant that we talked about, every blessing, I will make you the father, I will make you the head and not the tail. You will be blessed wherever you go. Your fruits, your fruits will be, your palms will be blessed. You will be multiplied. I will bless you in every way. You will be the father of many nations. Your children will be blessed. So many blessings. All those blessings are included in the New Testament, in the New Covenant blessings. All of them are included. When God made the promise to Abraham, he said, I will bless you. He was stating that all who God is and all that God does was being released to Abraham. God did not need to itemize the list of the blessings, but he said, I will bless you. If you read that portion, there are seven four blessings. I will, I will, I will. Seven times. I will. It is done. I will bless you. I will make you great. I will do it. That's God's word. That's God's blessings upon us. And as New Covenant, a New Covenant has, has better promises of the old. So you and I, in the New Covenant, we can pray. We can say, God, I'm part of this. I receive all the blessings of the Abrahamic Covenant, but I've also received all the blessings of the New Covenant, which is a greater and a better Covenant. But remember this, there are blessing stealers. We talked about this, right? Fight again. They try to steal the blessings of God from our life. The devil will try to make us feel that we are useless, make us feel that we are nothing. Blessing stealers, our own mind can make us feel that we are nothing. Right? That's why Paul writes in Romans 12, he says, do not be conformed to this world. Don't listen to what the world says. Don't be conformed to the world, but be transformed by the renewing of your mind. Don't think in the natural. Think in the spiritual. Think of what you want to see yourself. Think of what Jesus sees you. There was a time in my life, you know, there was fear. There was fear. Now it would only be fearful. But I thank God that God just broke that. Fear is not something that we have to live by. What does Jesus say? That just shall live by fate. We live by fate. We don't visit fate whenever we want to or whenever we need it. We live by fate. Right? And so I want to encourage us, right?  Look at the cross. Focus on what Jesus wants to do in your life. And you tell God, this is what I want to do. I thank you that you are with me. I thank you that you have taken the price on the cross. I thank you that you have blessed me. And I thank you that you have destroyed the devil. And right now, as your child, I have communion and power over everything that the enemy is doing. So I will walk in that authority.  Right? Okay, we will take a break. We will come back and we will continue with the next chapter.


The body does an amazing job of breaking down quickly. You know, you start decomposing 15 minutes after your heart stops.  And if they're laying on the floor and the temperature is just not really cold in the room, their skin's gonna stick to the floor. We've had to pick up their scalps before because when they remove the body, the whole back of the scalp stay attached to the floor. What are some of the other components that go into the job that people may not understand? Tons of maggots. Everybody is surprised. Like, wait a minute, how did the maggots get in? Well, all you have to have is one fly and they're to lay their eggs. And then that creates thousands and thousands of maggots. I like to say that these maggots are my best employees. They're eating up the scene. I don't even have to pay them and they never call in sick.