The first one the first team one. Yeah. Hi. We are team one, Vijay Mayuri, Nikita, myself, Shuni and Gautam. So the idea that we were working on was how might we help a visually impaired person be more self-reliant. And then we sort of tracked their day-to-day activities that they do, things that they might need help with. So cooking, shopping, travelling and commuting, basic activities. And then we narrowed down to shopping. How do we make the shopping experience better? The problems were the lack of choice and confidence while choosing the products, lack of trust while handing over the money. So for example, if a blind person shops their own groceries or at least to the local Kerala store or in a shopping mall when they go and they are handed a bill, they trust the person that they're accompanied with or they trust the shopkeeper or the retailer to tell them the right amount. What if we could sort of reduce that dependency on the people that they're with, at least give them that information, that what money they're paying for what and purchase information and that too with validation and proof. So even if there is an audio machine that we thought like there are existing machines that say the amount that you have but the blind person cannot go back to the shop, there's a problem. There's no written statement that they have but it's not like tangible. An audio statement, they can hear it and it'll go but there's nothing tangible in their hand so that they can look back at their purchase information also. So the problem statement that we redefined is that how might we reduce dependency of the visually impaired? Why do they make transactions for purchased goods? Specifically the transaction. The idea that we have is we're looking into printing braille on bills and receipts and we're already, so Mayuri and Vijay had already had done a lot of ideation on this problem statement and we're working on the product development right now. We're looking at all the options. Can it be a portable machine? Can it be a scam? How can we do that thing? And the ideation is on. The purpose of course, who, what, where, why and when. So it's for visually impaired people. People affected with blindness. So there's ease in making transactions and proof of the transaction. It can be incorporated in shopping malls, grocery shops, any Kedana store or wherever a bill is being printed. And yeah, that's our problem now. Alright, thank you. So I've seen this problem and, you know, other solutions that people have tried on this started to think about. Haven't seen anything yet completely done. Definitely I think there is a I have interacted with anyone directly but looking at many of you have come up with this problem statement. Assuming that, you know, you also may have some first hand experience. Have you interacted with anyone? We developed a braille stamp, but and I took interviews of blind and also the shopkeepers. So it was not very promising because they did not understand what I was trying to do or probably I was not able to convey my idea because I directly went to the solution. I did not ask, you know, about their experience and everything. So we have a product braille stamp but then we diverted our topic to this because this has a concrete problem statement which is crisp and to the point. So if you want, we can also share the product that we need. I mean, not a tangible product but a 3D model. Now the next question for you is who is your customer? Who are you going to sell? The customers will be the shopkeeper retailers like the mall in the malls and the users like are different. The beneficiaries are different. But the customers are these retailer shopkeepers who are giving the credit to cashmere. Yes, strong reasons or motivations from them to do this. Have they realized this as a problem themselves? Or is there a particular set of shops? When I was interviewing, once I put this out there, then they realized that this can be a problem or we did not think about this. So we can counter such a problem. So they were hesitant but then slowly when I was talking to them they realized that this is a problem area. This can be worked on. Also to sort of think of the motivation behind brands or shopping malls incorporating this in their billing thing. I was thinking maybe their motivation can be to advertise that they are being more inclusive. So right now it is what it is. People are capitalizing on inclusivity. People are capitalizing on branding themselves and advertising inclusivity. So maybe with this product they can advertise and brand themselves as an inclusive brand. Perhaps you should maybe focus on that persona to start with. See initially to start your journey, you cannot convince everyone to buy your product, to educate them, to make them aware, to make them realize. There has to be something which will trigger it. Either they are themselves looking for solutions, light on the fence, right on the edge. Maybe they have publicly claimed that they are inclusive, that they want to do good, they want to do better. And then you jump in, one way you can do that, achieve your goal is through this. Maybe it is the SDG goal or whatever. So you highlight that. But that is how you need to really pinpoint and sharpen the focus. I will share a quick slide for everyone's benefit on how to look at the problem from the customer's viewpoint. And there is this scale. Where is this persona? Alright. So the problems in older days we used to call, is it a nice to have or a must have? Is it a mosquito prick? Or is it a shark bite? What kind of problem is it that I must need solution today? I want a nice pair of shoes just because I want another pair of shoes, which is nice to have. Or I have a real pain in my teeth and I must get something to solve it. Otherwise I can't function today. So where is my problem level, that severity, that impact that it creates? But there are two things that you should always be looking for. One is impact. Is it creating an impact in my life? And how frequently does it happen? So in your case, the frequency is every time anyone is shopping. I can create some benefit to the society if I have myself claimed to my shareholders, to my stakeholders, that I am progressive, that I am proactive in doing something better for the society and all those things. So those are the personas that you may want to look for. For any other, any problem, these are the ways which we can kind of divide them at what level are they. So a latent problem is that they have the problem but they don't know it. So many times, for example, if I ask, I don't know whether at home you guys are sitting on a chair or on a bed or on a stool, but how does it feel right now? Can you feel the whatever surface you are sitting on in any way? Is it hard? Is it soft? So before I asked you, you were probably absorbed in other thoughts and you didn't even pay attention to that. You may have had a discomfort while you started to sit, but you probably have forgotten about it. And you have taken it for granted. It's the way of life. It matters, but it doesn't matter that much, at least not for this job that you are currently doing and you have become accustomed to it. So maybe they have a problem but they don't know it. They don't care about it. Or maybe it's a passive problem. They know there is a problem, but it's not that big a problem.  I want to solve them right away. Or it's an active problem, very urgent problem that I know it's a problem. I need to solve it. I must get a solution. I am searching for a solution but I haven't done anything to solve the problem myself. If I find a solution, maybe I don't know. And then maybe sometimes you are in a vision category. The customer is in a vision category where they don't just feel the problem and the impact and they want to solve it, but they are so visionary that they have done some jugad and have tried to solve it. And obviously that jugad is not their primary job. So if a solution comes along, they will likely adopt that solution and do their core job. So ideally, we want to start with the persona who is in the vision category. Who has a burning desire and a need to solve that problem. It must be solved for them. If we can start there, there is a whole distribution of people. Some will be early adopters and evangelists. These are the people who will fall in that category. Then there will be like our skeptics and all those kinds of others who will follow them later on. But this is where we need to start. So if you are doing your customer discovery, if you are going out and talking to different personas, then try to figure out if there is a persona for whom this problem is really big and must be solved today. So I'll give you an example. Quick one. So we had a team. They were trying to develop a method to track dance movements. So someone who would come in front of their app on the camera and the app can tell whether they are making the right move. This elbow was higher or lower or whatever. So the natural target and their interviews were revolving around people who were trying to learn dance. Who were trying to better themselves or they didn't have place to go to learn dance and all those kinds of things. Then suddenly they met a psychotherapist who was using dance in her therapy. And to do that, she had to do some Jogar, make some videos, upload, tell the clients and look at those videos and then give them feedback and all that. Now she was already doing this Jogar and she was like, oh, can you please give me this app as soon as possible? For her, this need was so important to be solved right away. I think that's the main input for you guys. Focus on the persona. Really figure out their motivation and out of different personas. Try to zero in on the ones and validate your assumptions with them. So we are a team of four people. We call our ideas based. It's a virtual reality experience. Virtual reality, everyone has been looking as a game or some interaction purpose to a virtual world. We identified that the main purpose of a virtual reality is to create a change in space. And that's where, so we have, we've thinking of this idea that there are being like, there have been some times where you there's a break time in corporate offices or in colleges or, you know, there is an airport with a waiting room or something.  So we want that time to be more efficient for a person for which we were thinking what can be done or what is the use that could be done and how are they catering that problem. So like in corporates, there is like a, it's like a concrete building and there is a lack of space, which is evidently seen, especially in metropolitan areas.  And then later on be fresh for the next meeting. So that this is so that's how we defined our, that's how we defined our problem. And later on we thought of seeing virtual reality as a solution to it because it is a quicker way to form the change in space, which a person would need for at that particular time instead of going somewhere So this is our proposition like they have these nap pods within the campuses and these are many corporates are adapting to these. So we thought, can we make, can we make these napping pods more better or can we enhance them in a better way so that even for a shorter period of time the employee or the user should be much better, much relaxed and can be much refreshed in a better way. So when we, so when we like I had this one of these leisure spaces in my company when I was working and they, and this was in our college also which I visited during my architecture time. So it's like you, the people are sitting there for you know, half an hour, one hour they're taking some nap and then they come back and work like that. So it is just trying to make this more efficient and much better. We haven't decided yet like what is the product approach or is it like the exact product approach that we are going to do or is it like the enhancement or attachment to the same products that we are going to do. Virtual reality could be a better way tool because it's like on it could be on the way it doesn't require much of a space that that's what the idea was to use it. So the customers which we are looking at where companies which like by planning they if they can put some mapping pods in the companies and a few colleges or universities also have these such kind of a spaces like universities which are having incubation centers or co-working spaces, even they have such they could have such kind of I mean products or I don't know service which we could get or do. Okay, so first thing that I felt when you started was that your focus is on the tech. Yeah, how it has evolved. But at least the way you have presented it showed very clearly that because we want to work on the tech. Now we are finding a problem which solve with this tech. Right now. So your presentations should change eventually later on as you mature. Don't start your presentations this is for everyone that okay I'm a blockchain expert. So I'm going to talk about or have developed something in blockchain and that's why I'm doing this doesn't matter what the other person is interested in this what problem are you trying to solve whether that problem is real and what evidence you have about that. Good thing about you is that you have experienced these sleeping parts so sleeping part was there when you started to talk about the problem. That's where my thought was also going and then you also you know when they have experienced. Now the question to you would be what was the problem in sleeping parts type so there are times when these are like, you know, the number of them. How much do we have because it's like if there are 80 people usually company have just one or two and people are sleeping over there because they want like a there's a the napping time is a much more. I would say that was one of the problems which you know line. I have a meeting to catch up please I need at least two minutes of rest. We're just saying that it could have been your product was an alternative to the plot pod which doesn't occupy space is just a head camera and you put it on and you are you're napping. Yeah, I did not realize that. I'm just suggesting that. I'm sure if that was a problem I'm suggesting that but he is okay. Something else actually. No sir I'm saying the same thing just that sir said he what was the problem like personally I was experiencing so this is what I'm telling you. It's a like the number of people which wants to use our more than the number of parts that's the first and secondly, if you if you are there for 15-20 minutes you don't actually. It's not sufficient for a person it's not enough for you like that. I think in your case that space problem and the number of units versus people that you need to work around. Stimmers definitely are going to be companies so someone in the company who cares about so maybe the HR is someone you need to understand what kind of initiatives they are taking if they have done sleeping pods. Why if they have not done sleeping pods. Why not. Maybe that's where you can start that maybe it was too expensive and you know it takes too much space and they can't have enough. But if your unit is more efficient and more cost effective maybe they can have multiple or whatever and then I think the science will matter. So if you can actually club up with someone you know someone and actually do it scientifically that yes this actually leads to refreshment and have. About that actually the same so we tried this experiment with so it's a device called Empatica E4 which maps the skin sensitivity from neurons. So like we'll go to next team. Let's just start with what exactly we want to sell we want to sell sensory experiences and people sell sensory experiences every day you go to a restaurant you're eating food that is an experience.  And what we wanted to do is use sensory experiences to assist the development of mindfulness based stress reduction stress is at an all time high given to Corona which is one step away from a mass hysteria. And we really want to have people more grounded in the reality and not think about the past and the past and the future so much to do this. The best way we thought go forward is to increase sensitivity to these sensory perceptions. We look at things we see we feel things we taste things and how can this be sold and made into the market. So one way to kind of narrow down is that we chose it to be for adults aged from 20 to even the elder population but like around 40s to 50s. And we wanted to also focus on being able to meditate and be mindful in crowded environments because meditation and things are always seen as a thing that you do in isolation when you have a peace of mind. But often anxiety doesn't come at Kachhati ki abhiraat ka sohne jaare hai so let us make it a point to trouble this girl. So that's what the two focus areas for us have been. So there are different kind of meditations. So one which I have focused on is focused meditation in which I mean this thread spinner I have made taking inspiration from Tibetan prayer wheel. So basically the people they chant prayers. I mean rotating the wheel. Similarly it I mean it produces a sound which helps the person to focus on something and I mean to bring their focus in a single I mean path. So similarly I have I mean a sketched a product which can be a thread spinner and inside that there can be a ball bearing and also the ball. So when the pen you rotate I mean this spinner it can create a sound and similarly we can focus our attention towards that sound. So this is one of the idea. And the next one is it is a very nice idea. It is a piece pencil. It is just a simple wax pencil. And when we were young we used to make fancy when you shop sharpen a pencil. You get that sharpened flower out. So we came up with a lot of ideas. This is just one of them. This is a gradient tile. So it is a simple board frame with small tiles of gradient and you can arrange it from one color to another. It is just going to help you like a fun activity a fun and where you can like focus and match each color and it's a little board game kind of fun. So it is Zen garden inspired from Japanese Zen garden in which they rotate a ball a metal ball on a dish of sand. So I try to go with the same kind of concept where they have a lot of embossed stuff to just to rotate in a dish. And the sound and the senses where the things move around the board gives you some kind of satisfaction. And this is a ball puzzle. This is like an infinite ball puzzle kind of concept where they have puzzles on both sides of the board. And once you get the ball from one hole to other hole you can just rotate the board and you can play this thing the whole thing again. All of my concepts are more nostalgic. Yeah. So one idea is like something to focus your attention to something like balance beads. It's very rudimentary an idea but there'll be two beads that you can hold in your hand. And there is another bead in the center and the type is place that bead at different markings across the thread. This I thought would like it's based on the assumption that it would be very challenging as you increase the length of the thread and things. So that would divert your attention from thinking about going on different tangents and just focusing on this thing. The next idea is something of a textured disc because we thought that it can be a texture book. But you know we have been not interacting with the natural world for a while now. And I thought to what if there is a disc that I need protrusions on it that can imitate different textures from the natural world. And then you can just focus that some that is something that would be an assistance to focusing on it. Yeah. So this is more to do with light and sound. So a device that you know points a small light somewhere in the room and then the light you just have to look at the light wherever it is falling on the walls. And it will guide you through the room. So that would be like one point that you get to focus on and meanwhile not think about anything else. And so this could be done in a dark room before sleeping or you know it could even have like a sound aspect to it where you know it is this whole guided experience of light and sound. So my question here would be are you planning to sell each of these or you know one of these. Really or are you thinking about and still not clear on whether it will be like an experience meaning it will be like a retreat or somewhere you know people sign up for two three days and then you will make them both to various activities. What kind of model are you thinking about. That is a very interesting idea but we were thinking of having one of the products. The thing is we ideated a lot but now we don't know like which would be the most successful one. So that is the dilemma. I just wanted to add that since some of them are very small small products engaging different senses so it could be like a customizable kit which people could choose. So that was one thing we were thinking of. Or maybe there could be a start product and other can be the coordinates. So we were maybe because we are focusing on I mean this meditation mode of meditation. So one thing can be our major product and other can be the coordinates with it. And who is your target persona because this definitely was very broad you know adults is very broad. I mean there are people who are actively looking to do meditation to do mindfulness related things. Or relieving their stress and who would you want to target someone who is already into all this someone who is very new. Someone when what kind of trigger event may make someone to do you know a search or look out for these solutions. I think we are majorly looking in the sector for corporate people because they have I mean they have a very caught up routine. And I think if you are selecting the section of corporates we can also get hold on people aging from 20 to 50 years or 60 years. So that is a wide I mean section of people we can target. I mean it's very wide targeting individuals or corporates. I think we are targeting corporates as a whole. Okay so then you need to go and talk to the HR representatives. You know the people that directly the beneficiaries know and for the HR but beneficiaries would be the key. You know like people who will this concept work because the customers have to say that it's good for them and then the HR will say okay this is a good idea. Who can influence a parent to have a baby. A pediatrician could be a recommender. Comes with an authority and prescription recommends that okay go ahead and buy this one. Then some is a buyer who is holding the budget in corporate maybe the CFO is holding the budget or whether we can actually purchase or do this thing. The topic is very exciting but you know like the solutions are not matching. Of course the solutions also very nice but they have a lot of developmental angle in them right. The light one at the end which is multiple lights flowing. I may have some pointers with me laser pointers and I'm moving and I can have this IoT devices which sounds are coming just to engage me right to take me out of that thought process. But even support for meditation you know like initially I thought we'll just go to develop some wonderful you know like you know just a count or a small music rhythm to get into a meditation mode you know even that is possible. Right that's a wonderful advice and we've taken these ideas into consideration so you will be integrating them. We'll go to the next team. So basically this is our problem statement that developmental problems are ongoing persistent and do not go away on their own. So due to parents hectic working schedules they cannot focus on their infants or toddler to develop their hand I coordination or is obsessed with repetitive actions or has excessive aggressive behaviors. So how can we teach these kids about motor skills thinking process shape and color understanding and enhance their concentration part in a very playful manner. So this is what we come up as a design problem or design challenge like a developing motor skill for younger age group let's say 6 to 12 years focusing on I hand coordination and enhance their concentration part in a playful manner. So we are just reaching out to our potential customers and reaching researching at the same time to understand better their needs and pain points. We want to be just customer oriented. We want to know if they are looking for a product service so that we are so that we know what they want what what should we keep in our product and what should be not. We are also reaching out to various families and parents who have a hectic working schedule. So for this our target customer is working parents to convince them to buy a product for their kids. So to help them with a product or game basically which can even help them with developing their skill sets. Other than parents we would also like to look at the daycare firms who take care of children's and keep them keep them engaged by their parents are working. So this is what our target customer looks like. So we are at the same time researching more about what what idea should we look at at this point. So if the target customer is parents how do they solve the problem today. What do they try to do to solve when do they realize that this is something that needs to be solved. What kind of things are they trying. What kind of offerings they have at their disposal. Where do they get frustrated if they don't have those options. At the moment we are still trying to reach out to these families. But meanwhile we are also looking at previous research papers about what how do parents start to be solution. And parents have no way they just go off to work mostly the grandkids would try to take care if they can. Or there are me who can maybe look after these kids. And kids mostly if they want to take a break they just go back to their laptops and play some virtual game. And that is the break time. I ask how do they solve the problem. What do they do. What options do they have. Where do they get frustrated. There are two angles to it. One angle is are there any alternatives. And how do we fear whether those alternatives are lacking in some way and then can we be better and all that. But the main point the major point is. Is there some action happening right now or have they neglected. They don't even know they don't even realize what you said that they realize or they show up. You know they understand that this was a problem that this skill did not develop later. That's a huge cause of concern for you to start in this area. Because we need to figure out how can we where can we come in the process of their decision making. Whether I should talk to them at the time of birth. Whether I should talk to them when they go for a vaccine. Whether I should talk to them through the pediatrician who may help diagnose if they are coming to them that okay is that an issue with my child. And the pediatrician refers that okay this might be a solution to help you with your worksheet and all that. So how do they get to know how do they learn how will they decide whether this is for them or not. We need to understand the whole process in their life journey. You need to talk to understand. But this is what you need to focus on as well when you are talking to them to really know how they will think when they will think where you need to prompt them. Where can you show up in their face and in front of them to notice that this might be something that they need to look at and what will they look at.  Everyone else will suffer but somehow they are God's creation very unique creation and this cannot happen to them.  It's not healthy but we don't think that it will affect us or as much we can surpass all the problems and solve them. We are fit and fine. When would we notice? When would they notice about this? What will prompt them to notice? Some trigger has to be there. Maybe that trigger could come from schools that we have been tracking the progress of your kid and this kid is not performing up to the mark in these areas. So I don't know. You need to talk to them and understand how and when you will intervene. So we will go to the next team. Team 5. Alright. So we are group 5. It's Meepur, Kachana, Archa, Arya and Vishali. Our focus is basically on elementary school students belonging to the rural area or lower income groups. We had actually started this project last year and we couldn't finish it completely. So we are trying to refine it because we felt it has potential. Basically, at the time we had researched a bit about the current state which is like the anxiety among students in our toughest subject which is like mathematics. That's what we thought when we interviewed and we read a few papers. Basically, there are many apps or games emerging in it. But there's a gap here that most of the students or their families, they don't have smartphones or internet connections as good as the urban population. Then most of these apps are in the English language. So they are having anxiety again, learning English or something. So that's why that's again a barrier. They have lack of information about these things. So our goal is to reduce the anxiety in mathematics, make it more fun loving and help in learning that particular subject. Also, what we found out was Maths was one of the main reasons why many children drop out also because they find it difficult to learn because it involves practice and they find it intimidating basically. So yes, there's a lot of negative emotion among students. Some of them are very good. So the ones who are very good at maths, they don't feel scared at all. But there are some who are so scared of the subject and that has created a notion or anxiety. So from our research, that is the primary and secondary research. What we found is the people in the rural as well as people who are belonging to the lower income family who actually educate themselves in the government schools. They have very less accessibility to these internet available devices, for example, Android phones and computers. So we thought like how our next main concentration was how can we design something for these group of people or the people who are from this particular sector. Okay, so our problem statement is to design a solution for school students to make them understand the implementation of mathematics and help them use it in real life situations because mostly the notion is that we are just studying mathematics or formulas, but we don't understand how it is used in real life. And our target is like the school students about the fourth standard, teachers and parents so that teachers, they find it easy to teach the subject. And why is we are trying to help them understand maths? We are using games, board games, most likely, and the customers are actually the schools and parents. So mostly we'll be targeting on the schools because most of the learning should happen in the school and the parents should not be burdened with teaching the children again after they couple. So yes. And I just want to add one point like we had spoken to a few teachers back then and the teachers were like they have to create their own games for teaching children. So every time it's like a added thing on them apart from the portion that they have to teach. They have to also think of creative ways of coming up with teaching students from, you know, with different understanding levels. So if we have a ready-made solution for them, they can just teach them how to play the game and children can learn on their. You also have the game ready. We have a model like we actually participated in Toy-Katan and we were shortlisted for one among the best 23 in India. So we have actually made a prototype for that. So. You can show that. This is a prototype and we had the other one also one that was submitted for the final Toy-Katan. We are still refining on that. Yeah. Yeah, sure. So I just want to give a basic idea. We were looking at old Indian board games and we were seeing that because these are kind of getting people are forgetting them. So we were studying these games and then we came up with Palankuzi and we studied about this game. And basically this game is actually proven to teach counting better. So we thought that as we want to revive this game and also teach maths with it. So we sort of modified the game. This was our earlier game where we were trying to teach profit and loss and each student have toys which they have to sell to each other. And through this, the tactics like I will not explain the entire game, but through this they can sell the toys and they can understand if they're making a profit or a loss. And with counting of the beats, it will be easier for them. My guess is that, you know, if you're targeting schools and parents, in case of parents. We're not targeting on parents. We're only targeting on school and teachers here because this is for the builder. So yeah. Fine, then it is fine. And I like the way you phrase that there are some teachers who are thinking of creative ways to help their students learn. But you need to figure out where do you find them? Who are they? If you know, are all teachers like that or are there some or more and two more? Either or more driven or maybe the school management is such that they are tracking and they are encouraging such teachers more. So such schools where such teachers are there. So if you target that and if you make them your champion, you are ultimately helping them. And that's a very strong value if they are driven and you are helping them get what they want to do, get that done in a nice manner. You're making their life easier. And it actually works. Definitely. I think that's a nice way to go. A lot of people actually the toy association, they're looking for new board games where there's value and they give us birthday gifts because a huge market as birthday gifts to people. So when I'm looking at business, I'm looking at how to improve my business, how to make more of those, how to get them larger. So I think that also has to now come into your thinking that, who do I target? Where do I target and how can I make more? That's a nice angle. So educated folks would like to gift games, which also are enhancing learning. So that could be a nice segment. People who care about education, so in gifting, in buying games for their own kids, that may be a good segment. On the teacher's part, try to detail it out. Where would you find, do these teachers consume specific types of material, subscribe to some Facebook pages to get more ideas or some other Reddit groups or attend some conferences present somewhere? Are these schools active in some way? Can you really find some signals to spot them from the crowd? That's the main thing we are looking for. So that your discovery of them and their discovery of you, where do they search for solutions? Where do they go and try to figure out what next can I do? And how can someone or you suggest this solution to them? So how do you discover them and how do they discover you? That's the main thing that you need to figure out. Okay, we'll go to the next team. Thanks, Sareen. Next team is team six. So coming to our need identification. So we went through a lot of ideas and then we sort of realized that one of the major things that we as kids also must have experienced or our parents at least did. Like what our parents tell us is that they had feeding difficulties when we were taught was like one to three years of age. And we had these signs and symptoms and few of the ones that we could understand from the research so far that we've done is there is a sort of food refusal and then there's prolonged me time this. And then stressful me times for both the kids and the parents, or even the caretakers or school teachers who have to feed in the daycare centers. And then there is distraction and added to that distraction for today's kids, they hand over cell phones to the kids so that the meantime gets faster and they eat as quick as possible. And then there is lack of appropriate independent feeding, which is sort of a latent need that we realized that a lot of parents think that they can feed the kids to the age of five or at least four. But the sort of thing that they don't realize is that kids are capable enough to eat from the age of 1.5. They can eat on their own, not from the spoons, but at least from the hands so they can inculcate that bit on them. And then there is a failure of progress on advanced textures like, you know, starting from mashed potato to broccoli's so that these were like few things that we could identify as needs. Coming to the problem statement. So we sort of zero down on how could we reimagine a tangible, a tangible way to make an eating, eating experience for the toddlers from the age of 123, more interactive. So it's going to be product based, but we haven't really thought of a product yet because there are too many things listed and we to make it sort of a business model, we have to start with one need to start with but we. So there is a lot of scope to, you know, expand and advance, but looking at the number of needs that the toddlers as well as the parents have. We need to zero down on one to at least show a prototype so that's where we are currently and the customer is obviously the caregivers the parents and the teachers and the users would be the toddlers of the product that we would come up with and then just a bit of what why where and when and who. I think the problem identification is spot on as you would have guessed we have faced the problem and I've seen people facing the problem. The basic, you know, like, I think the focus is very good, but I think that deep dive into the parents requirements and and you know, of course, if it's an if it's a gadget, you know, like, like a, like a table spoon combination and what it is or a, or a plate combination, you're, you're to conceptualize your out of the box idea to then we'll have something to talk to right. So we go to the next team. So mainly me, Raghul, Sneha and Vinisha, we are in the team and we are mainly focusing on VR for education and specific to like five from class five to like a class 10. And we are mainly focusing on cognitive and psychomotor skills because we believe that it's time to because of the development of their brain and they learn. They're thinking about the cognitive modes and they learn about all the different aspects even they the psychomotor skills are developed if they learn about speed distance and time all the moments about the coordination and manipulation and everything so so what we are trying to do is like if we can have a VR experience to them so that it's very hard to actually remember a few of the things for the cognitive sense. And if we have made a VR experience for that they can actually easily relate that what we are they are doing. So we are mainly focusing on that some of the problems that we identified were people learn best by doing but however that is not happening a lot over here. And I think the visceral reactions to the text and image content that is consumed I don't think that's powerful enough or sensory enough to form memories and remember all the content that is being consumed. And the Indian education system from first 100 to 12 has sort of turned into an assembly line model where you drop in knowledge and check if it's working and then drop in again and check and the same pattern has been repeated for so long right now. And Bloom's taxonomy has been used for some parts but it's not used to its full capacity throughout the school system. So how did we come to this conclusion after we did our statement we actually deepened into trying to understand what is the scenario of the Indian education system right now with the central boards. So we did understand that with CBSE it's more content driven with the international boards it's more skill based and with ICSE it's more application based. But if we can have a platform where all of these three things could be clubbed together in terms of giving the child or the student more cognitive and psychomotor psychomotor combined learning which will enhance the child's capabilities is what we were aiming at. So we thought of dividing chapters into concepts and actually focusing on the concepts rather than building a chapter wise module for them. So we actually want the children and environment to interact in a way that they develop their cognitive and psychomotor skills without just fixating on certain chapters and just reading and memorizing and giving tests. We want them to feel that environment and enable them to visualize their surroundings and feel that surrounding. Like if you're talking about evaporation then they will see that droplets going up and then coming down as rain and so they will experience it that will make them remember and be a part of that environment. So we are focusing on that currently. Actually Raghul and Vinisha have been working on this project for a while and they have come up with a prototype and they have done a research as well on this. So maybe they can elaborate on that. Yeah, we do have a working prototype which is a very rough prototype at the moment that we have actually we've been able to experience in VR glasses that we've able to build right now. It's a set of four modules that explains concept that require or that aids the use of virtual reality. So we picked virtual reality because we thought that that could be the platform where we could combine the cognitive and the psychomotor skills in one place where people will be able to move and understand the concept at the same time. Or people will be able to enhance their skills and remember and apply their cognitive skills to the maximum. So that is why we went ahead with VR. We're still at the testing phase. Whatever we made right now is not being tested. But we do have a prototype in place. When you say people can move, are you planning to enable them to do this at home or at school? We haven't decided that. So that is one aspect that we're still working on in terms of thinking about the space, right? How much space do they need to be able to move without hitting onto things and breaking things. So we're still thinking about if it's going to be independent learning modules or if this could be something that can be adapted to schools like how educom was once a one classroom activity. But then now it's become something that was applied to all the classrooms. So if this is something that over the learning period or over the learning curve just can be adapted to a setting like that. Let us look at the business aspect very very closely. How will you sell? What are the costs involved? So all those has to come in. So we'll go back to team 7 Karan. So we started looking at the various day to day life problems that we might encounter in that particular segment. We did some brainstorming and we put together all those problems that you can see on the screen. Later we narrowed down those problems focusing only on that past. Trying to think that what are the problems that might be a value additional value proposition in this particular segment. The problem statement that we finalized was how might we make kids back that engaging, interesting, playful and fun. The reason why, because primary school kids carry a backpack on a daily basis and they interact with it every day in the classes. Of course, the post-COVID time, this has been changed a little bit. But again, this is something that is going to stay. And the target user is going to be two categories. The first one is the user, the children's age group from 5 to 12. And the buyers are going to be their parents. And we thought of what value proposition that can be added to the segment is that making kids' backpack fun. It is going to help kids engage more with education in a passive way. And we can add a dimension of playfulness to somewhat boring backpacks that we see in the market right now. We thought of many ideas and the one that we narrowed it down to is a gamification like adding something that kids can interact and play with a backpack. So we were thinking that there are two kinds of underpinnerships. One is like solving a particular problem. And another segment is a problem. It's not something that is there, but a value proposition is there. For example, something related to arts and aesthetics. Similar situation is happening in our particular case because if we looked at the functionality of a backpack, any kind of backpack would do the job more or less. But we are just adding a dimension of gamification to adding a value proposition. The problem is not clear. I know that you want the backpacks to be engaging or in something for kids. But what is the problem that's not clear? I see that only we want to ask. Is it necessary that we need to solve a problem? Let's not use the word problem then. Let's say the need. If the need is novelty that I want something new, something else, something other, which is exciting, which is new, which no one else has, it's unique, could be. It's an emotional need. Then that's how you need to spend it. That's how you need to understand that what is the purchase behavior of this target population? How frequently do they buy? Do they buy one backpack a year or multiple backpacks a year? When do they buy boring backpacks? When do they buy engaging backpacks? But something you must have to solve. It could be a problem that you are solving. It could be a psychological emotional ending that I just want something new. I'm getting bored, I need to shop. We're not looking at directly at the problem, but we're looking at the opportunity that is there in the center. If it is growing, if it is big enough, these kinds of ideas are difficult to get funded for early stage teams. If you show growth, if you are able to show very high growth, very soon, then maybe investors will get interested that, okay, there is something unique that you are doing, you are able to show, but if you somehow do not lift off, then investors won't be interested. Because there is nothing as such unique in a way that no one else can compete or come in very soon to replace you. So your speed of execution will be your mode. In fact, students, today we got a very interesting point about the value proposition of the investors. See, it is there, we know it may be good or whatever. But we have to put all the jigsaw puzzles together to make it really work well. If you are a startup, you are putting your own money and then you have this hunch that it's going to work, maybe it's true, at all come contesting that. But the purpose, the gamification, what it is getting, or like Sarin was saying, a school nowadays that we give educational backpacks. So that is a thousand for the school, but they take a lot of money for fees. So you are targeting the schools to make this as an interesting way of bringing more revenue to the school as well as more students to the school because you are getting them intelligent gamification backpacks which makes education better. So multiple things, multiple strategies. So please think about all that and we will catch up again. Okay, so next team, we have. We'll just show the jambore discussions that we've been having. So our basic idea is a plifting the craftsmen, artisans, what they do. So we figured, not figured, but we are assuming the problem they face is not proper merchandising, not proper advertisement. People don't know about it. And in today's age, nobody wants to buy, you know, wooden toys. People just want to buy, you know, remote control toys. My brother, he was gifted a drone on his 10th birthday. So that's how that's the generation gap why people don't want these kinds of toys. So how do we market them in a way that, you know, people reach it and then they go back into that party. Ooh, SCB toys over there. The concept of Happy Meals at McDonald's. So they have this toy, which ideally has no function at all. But still kids does whoever buys it, they love it because it's just so cute. And the idea of making it themselves, you know, putting that sticker over there, building a toy. The same thing with kindergarten. You cannot market it in a way that you don't have a choice. You get it.  Considering all of this, our idea is to capitalize the market of craftsmanship and, you know, in that process helping them grow, uplifting them. So the thing is that there are many states in our country and each state has a different kind of tradition and culture within them. But children to raise children are more inclined towards digital as Sandra told. So they want video games and everything. So everyone is not getting to know what is authentic and to their own state. So we want to promote that so that children buy something and they open it and then they see the pieces and parts of this toy and then they assemble it. Like, I'm from Bengal. So I have given an example of this wooden Avala toy. So suppose the child opens it and it will have the week separately, the week separately. So he will also get a joy in assembling it and obviously they won't throw it away, right? It will be kept over there and they can collect it. And it can be a collectible and they can have a collection of all the states and like 28 states. They can say that I have all the 28 collections. So that is our marketing point. But that our target customers would be schools, teachers and parents and our target users would be children. And we are mainly focusing also on revival of the languishing crafts. So for example, there is this craft called Ganjeeva cards of Savanpari Maharashtra area. So those cards can be used maybe in board games and those board games can be like marketed and this craft can be propagated through that. So we were also thinking about the languishing crafts also and our approach would be that we would be focusing on the cost effectiveness, visibility. And we would also be looking at the competitive analysis, whether such kind of products are there in the market or not, whether other people are doing similar kind of things as well or not. And also how we are going to manufacture it, the manufacturing techniques because the manufacturing techniques would be different because we are doing a design intervention. And we'll also be conducting artisan interviews. So we still have to figure out like, like we have to finalize some of the crafts which we will be taking forward is a very generic input. I give to all such startups who are doing anything in handicrafts and all sorting the supply chain may be hugely valuable to the artisans and all and it will actually bring a lot of efficiency and lead to a lot of impact and all that. But your main problem is finding the customers for all these right. If you can sort that part. India may handicrafts key. You will get your supply chain. But getting the customer figuring out who will buy where will they buy how will they buy that is the most tricky part. Kids love all these remote controlled and, you know, drones and all that. Most likely because that is what they are getting exposed. If this would give them other types of toys and if parents would spend time building those with them. Kids love especially the younger kids love more when things are more activity oriented when things are more building oriented. It's the parents who kill that creativity because they don't have time to spend with them. So your main challenge is the parents. So you really need to interview how can you influence them? What will make their mindset change and adapt to all these things when it may happen? Maybe it will happen when they are visiting Sikkim and then they are thinking, Yeah, maybe I get a local toy. I don't know. I'm just right now, you know, thinking out loud. But you need to interview and understand how when they are buying what they are buying. Why is it really motivated by the child's preference or that they have actually influenced the child's preference in such a way from the very get go that this is what the child prefers now. But kids really don't care. I mean, I remember a colleague telling me that he forgot to bring something when he was on a trip to some other city. So he just took home the mixer that you get with your coffee in the flight. And the kid loved it as a toy. Kids love playing with Burton in the kitchen, right? They don't care. If you give them anything cool and crazy and interesting, they will love. So it's the parents who are your struggle. Yes, so that's why we hope to market it in a way that they don't have a choice. When parents go out to buy toys for their kids, they'll obviously go for the better ones, you know, the fancy, classy ones. But when it's given out like additional equipment, like how happy markets its toys, it's a free thing. You can't put your choice and I want another toy. You have to figure that out whether you want to devalue your product like that or you can actually get some premium and you can actually position it with a better toy, a fancier toy. Why are you saying the other ones are fancy and this is not fancy? Maybe this is the fancier one. That's a very big paradigm shift. Because that could be a case. Because, see, for example, when these McDonald's and all does these toys, they're in large quantities, very, very low cost. But whereas when we go to our artisans and craftsmen, the cost is going to be a little higher. It can't be really given for free. It can be, remember, you said the tourism, it could be a memorabilia where the kids will go and assemble a memorabilia from a local location. Love that, last team please. Hi, we are working, currently this is the team and we are working on the problem statement which is bridging the generational gap between parents and young adults using gamification. So we did a lot of research about what are the basic blocks that parents or children or just people from two generations have. And we're trying to explore that boundary and promoting interactions between the parents and their children so that there are certain blocks of communications like marriage or say sexuality or religion, which are certain things that we need to or career that parents and children or just people from two generations need to talk about but are uncomfortable bringing up conversations like this or asking such uncomfortable questions or just bringing up topics. So this game is going to be built around such interactions and such conversations. It would be more of an initiator than a place to discuss, but it would just bring out, you know, what perceptions people have, what are they thinking and how can these gaps then be meant after realizing that, you know, what the thought process of the people are. So, because I think generation we have categorized it as something that is meant by age or that is, you know, defined by a certain age group, but it is mostly about the events that those people have shared in common and have formed an opinion based on those events. So for us to know them and for them to know us, it's important for us to share and talk about such things so that you know it's easier in future in terms of coming to a conclusion on which everyone agrees and no one is rebelling out or no one is not liking a decision. So things like that. So basically mending generational gap through a game and initiating conversations on such topics is what we're going to focus on. Who is the customer? You are setting a game. What exactly are you planning to do? So the direct user would definitely be people who are wanting to have a conversation and since we are going to target different conversation topics, whoever is in need of those conversations can buy that. But apart from that, also people generally tend to go to therapy for solving out such questions or needing an external help. So even then, if it could be done through a game, people who are giving therapy can just, you know, initiate this as a game that you play with each other and start a conversation. So it could be that it could also be, you know, a part of maybe a school program or a college program where you're just trying to, you know, you see a student not doing that well. And you are trying to help that student by initiating such conversations with their parents through like a game. Direct users will use, but ultimately who will initiate that? In India specifically, it is kind of established that other children like us and our parents, we have a generational gap. So probably it will be initiated by people like us who will introduce this to their parents. So we have different personas in customer segment. We want to solve one persona's problem. We take evidence from the other persona who may not even need to solve the problem because they are so proactive and they are already done. So here, for example, the challenge could be maybe it is not there, but you need to be careful that it doesn't happen. You go and interview children whose family is such that if they wish, they can even have the conversation. They play games, they interact, they do things. So they will say, yes, we will play the game. But the ones who struggle, they don't even play games or have such interaction to even initiate that conversation. So how do you break that kind of, you know, situation that we need to be careful about. So the therapy angle is feasible. But then we need to worry and we need to interview the therapists to understand if there are any ratings or certifications or something official that needs to be there before they are able to recommend because ultimately it should not question their license and their profession. So they need to comply with some regulations, etc. So figure out where it will be the easiest to start, whether adoption will be quickest and larger. You can look at business, I have a large number of customers and large adoption so that I can make money for my company to do rest of the person. So your focus has to be there.  So we basically focus, you know, like what love is saying, like it could be just that children to parents and you know how your monetization will happen. The parents are so happy that they start giving tips to the software company, which has developed this, you know, you build money while you're playing this. You don't build money up front. So as an example, sir, we can start with a young parent, for example, that kid is in 8th standard or something. So the ice breaker for the conversation can be career. So they can start with the career aspect of it. And as the kid grows, the parent can buy the expansion pack of marriage or any other things like the financial status and all that. So as the kid grows up, as the parent and kids relationship wants, we can add up the expansion. We can't do everything together. We can start a small business. If you connect my son and me, right? Continuous. You don't call, right? You don't talk. You connect through the game. I'm happy. So you get a lot of money. So then you develop later. After that, you give me additional things. Start small, have a very focused customer base, very focused user, very focused financial plan. How will we buy it?  So you have one customer who is ready. So I won't give you upfront money. I'll give you money while playing the game, for example. So make that game for now. Then we'll see other things. We'll have multiple personas. Then you capture the whole segments, all the segments. But one segment you started with these two people. Persona is parents and children living in different cities. It could be a what's that plug in game. No one even thought of what's that plug in. Large number of users at one go. You will become something like Bharat Pee. Thanks for that. Thank you. Thank you. Wonderful. Same here.


Okay, this is, um, this is discrimination. I'm serious. Look at this game mode, played out. Offensive and defensive plays go on, cooled out for five plays after each time that you use them. And each play can only be used twice. I know that there was some PA executive sitting up in his chair, counting all his money from Michael Chen's actions. And he said, we need to stop Papa Meigs.  What do we do? And some guy came in and said, what if we made it so he could not run? Halfback died, RPL peaked stone bubble in slants only. And they said, how would we do that? And they said, we will make this game mode. Buy Muck Coins is the best place to get Madden coins for anything. It's cheap and reliable.  Okay, it's probably not how it went down. For every single Madden leading up to this Madden, I was always the guy who would not abuse cheese plays. I would always try to find the different plays, this, that and the other thing. Granted, I will say I was definitely the person who made RPL peaked zone bubble in meta play. Nobody ran it before me. I found it on my own.  But I definitely had been an abuser this year. All right, we're playing a very similar overall team. He's got Tyree Kill, human joy stick. Ah, it's so terrifying, isn't it? I'm gonna start in like a weird cover three. This is a cover three I don't usually run. So I'm gonna start with this. He's gonna start with a scramble to my big bubble. My ball. Oh my God, that was quick. Luke Keekley. Oh my God, we're gonna house it. I assume he's just gonna rage quick because there's like no penalty. It's a rage quitting in this gap. See ya. All right, well, one game in the books. All right, there's our top three. I love it. And wow, he's got a squad. All right, this should be a good one.  Ooh, geez, deeped him hard. I definitely wanna save like all of my best plays for the last quarter in case it's down to it. We got a stretch type play here. He's gonna get to the edge for sure. I'm literally just doing suggested plays right now. None of that really matters all especially my scramble with Lamar. Like I could run any play in the world if I'm gonna scramble. He throws a big blitz. That's Gronk. What was that blitz? No, and I couldn't wiggle and Pantelon's a little bit too fast for Gronk, but still good work. I'm gonna use one of my four verticals because I'm thinking Chris Godwin or Tyra Kill should be a touchdown here. What's he looking for? There's Godwin! Good time to use it. Oh boy, that play is so good that maybe I shouldn't use it this air. Oh, are you quitting? Bro, you have like 3.99 overall. Hey, we got him to range, good work boys. Wow, we got another very good squad here. All right, let's do it. Please play a full game with me. Coming out to start this game in cover six. Don't ask me what that is, because I don't know. This is tight end attack. Definitely seen that play before. He rifles it to his half back. Primus just gonna go variations of cover three since it's the most standard solid enough defense. He cuts it back!  Second and ten, he's coming out in a pass for sure. He's oddballing to a pass. All right, he wants to take off. I'm fine with that!  Kinkley's got it.  It's absolutely another rage quit. Let's go! Why do they keep doing it? This is three straight games. He's gonna quit. I know he's gonna quit. I'm hoping not. I don't want that to be the case. I want to play. I'm sending a blitz, boys. I'm sending a big one at that actually. Let's hope he runs the ball. Run it, run it, run it, run it, run it, run it. No, he didn't run it. He's got a lot of wide open receivers. As he hits them, it's Smith gets a spin. Looks like he wants that lead blocker. You're not gonna fumble again, are you?  I've got a QB spy on him. Go get him. He fumbled again. We're faking the blitz. We're acting like we're sending something, but we're not. Good work. I got the middle covered. I got it all locked off. Let's go! Well, if he's not gonna punt, he's gonna go for this. I'm gonna bring out my big blitz. All right, this is pinch buck. This is the best blitz I have in my package. We're gonna play everyone deep and just hope we get this. Yep. That's what you do on fourth and long right there.  All right, my ball, and I guess he wants to play it out. Going with the base four verticals on second and 13. Gotta get back to the end zone. Ooh, a blitz, Tyree!   And he's showboat except for that one and I would have been fine. I deserve this. All right, he's going with the right-side handoff. Everybody's over there. He's going into the no huddle, which is fine by me because it's a really good defense. I don't mind, you know, running this a couple of times. He, yeah, he just wanted to take off another one. How many fumbles are we gonna have in this game?  All right, he's pulling out four verticals. He's pulling out the big guns. We got a QB spy on him. I've got all his routes covered and I've got a spy.  You have to quit. Yes, you have to quit. Just go, man. Just take your L and go. All right, another good team. He has an awesome gamer tech. I rate Wiener. I'm jealous. This is my last game I'm trying. Otherwise, everyone's just like a cheeser. We'll only play if winning. I mean, I might as well just come out with my favorite plays anyway since everybody rage quits after four minutes. First and 10.  Oh my God, how did we miss those blocks, boys? This stretch looks, it looks open. I should have some good room to work with this. Pulling it left side. Ah, he's just here all over me, but he's not fast enough. Let's go. Next, what do we got? I'll use drive corner. There's no QB spy. I really, really like this because I should be able to get some freebie yards. See if he's got, oh, he's definitely got a QB spy on me. But it's a chubby boy. He's open. Goblin. Beauty. Might be able to do something nasty right here. I don't really know. I don't know what this play is. I've literally never seen it. Is Hopkins gonna be there? No, but the underneath is Hawkinson. We're kind of moving the ball pretty damn well. I'm looking for Tyree kill right here. I think I could rifle a touchdown. He's not there. He's definitely not. So we gotta make something happen. Why? But on the field. Cool idea what happened. I'm using one of my two RPL peak zone bubbles right now. I'm gonna flip side so Barry has a lot of field to work with. It's third and four. His user's on the wrong side of the field. You can't get to this. I should be good. Yes, sir. Give me a block. Barry fought forward. I might've gotten the first. I don't actually know. Fourth and inches? I can't believe that. I'm gonna have that dive. That he should've thrown a better block. It was a really bad block. Barry's got it. Let's go. We're gonna land slants out of eye form. All right, no blitz. Oh, Jackson. Lamar. Lamar. I'm gonna run zone alert smoke. See if we can punch this right up the middle. If not, fourth and goal, we're running it. Right up the middle. He's in like a goal line set almost, dude. I can throw this. I can throw this to Chris Godwin, hopefully. Godwin. Yes, he read commit everybody. Fourth and goal. We got it. Oh my God. That was intense. I'm gonna use a really good player right here. Cover four drop show too. All right. I think he might look to throw to his half back. Oh my God. I was that close to getting another QB fumble. Third and five. He's coming out basically in five wide. Gonna put Julius Peppers on a QB spy. Yes. The QB spy is there. He rifles it over the top. First and 10. It is a run play right side to Dickerson. He's going no. I think he's gonna look over here for something. He's got a little sit down drag row. Hit him, hit him, hit him. Oh, you gotta hit him harder. Third and five. Got a QB spy. Everybody's ready for the pass. We got it boys. Yes. Let's go. What a lurk. Great defense right there. I have one peak zone bubble left. You gotta throw me a good block, D-Hawk. Oh, he's screaming down on it. I got Corey Dillon up the middle with so much room. He got hit so hard. But the peak zone bubble came through when we needed it most. Are you quitting? Dude, I can't play it. I literally, nobody wants to play it today. That's four wins. Four. We're playing a guy who's gamertag is honey badger. That's pretty dope. I said last game, the last game, but this is my actual last game. I can't take this anymore.  See if it's there or he throws over the top. Oh my God, I thought he was gonna do something with that. First and 10, I'm sending another blitz. This time it might pay off. Oh, maybe not. Yikes. All right, we gotta switch up the game playing boys. First and 10, I think he's just gonna look for this check down. He's not, Russell Wilson's taking off. First time QB didn't fumble on me right there. This could be a left side run. I'm bringing Keekley all the way over just in case. Oh, we gotta pass tight end attack of some variation. Go get the QB. Go get the QB boys. He's getting lots of scramble room right now. I can't say, is he chewing the clock? I guess he's chewing the clock. And somehow he got around that eight man blitz and didn't fumble. Oh my God. This is an eye formation run. You see this a lot with Eric Dickerson. Oh, it's not. All right, I got underneath covered.  This is QB spy territory. We're guessing pass. I've got a QB spy. It's hard to tell what's gonna be where. I don't know what, is this straight verts? Or do we have some routes here? There's some routes here. That's a pick. Let's go Kevin Byrd red zone interception. And I am gonna burn both of my RFLP zone bubbles right now. Let's see if he can stop it. Where's your user? His user can't get there. Uh oh, uh oh. But we missed our block. We don't get anything out of the peak zone. So peak zone bubble is currently blocked. I can't use it for five plays. All right, we just let Barry Sanders hang out in the middle of the field.  That's what we're looking for. I think that's a QB spy. Yes, we got Barry in the middle. Got the joke. I think I got myself a fourth and one, ladies and gentlemen. Fourth and inches. I'm stretch. I'm going with stretch. We're bringing the stretch. Fourth and inches. He's bringing everybody. Let's go. Third and eight. We're running verticals. I'm gonna put de-hop on a slant. And let's see who gets open. I think de-hop, de-hop right in the window. Let's go. All right, third and two. I'm gonna take this right up the middle. Barry's got so much room. Godwin, deep press coverage.  De-hop, de-hop. Go get it. Damn it.  We get the ball though. So now we can march down the field and score. First and 10, we got to play action. Gronk is gonna be... Oh, that's not Gronk. That's Hawkinson. And that should have been a pick six. I'm gonna put Hawkinson on a slant. It's third and five. There's pretty much a QB spy on me every single time. I almost think I could just outrun that, but that is so wide open. Hawkinson's got it. He's coming out in various... Oh, that's a cover two. That's a cover two.  Come on, baby. Give me the time. Just give me the time. Just give me it. Let's go. Let's go. That boy's cracked. Damn it. That was sick. That was dank. And then human joystick to the end zone. Seven is zero. All right, let's see what he does. Let's see what his answer is. First and 10, we know he likes to scramble. And he doesn't elect to scramble. I thought he was gonna scramble for sure. Peppers with the QB spy. We're guessing pass. What is this here? Oh, it's a run. That's bad. I guess pass. Thank God, Luke Keekley is so good. Third and five. He's not staying. I've got a QB spy. Yes, sir. No, no, no. Thank you. Thank you. I had as easy as you just got to pick. But whatever. All right. Fourth and five. He's definitely going for it. I've got the QB spy. We're ready for a pass. I'm on him. I'm on ticker sale. Let's go. That could be the rage quit right there. Great. Yeah, that's the rage quit. Five. Cotton boys. Five rage quits in this video that you just got to watch.  So don't even try.  F***. Ladies and gentlemen, thank you for watching. I love you so much. You guys are the best. Throw in our premarital sex. Make sure you stare at nice pair of asscheeks tomorrow in class. All right. See you, boys.


Not it. Hi. This is Debbie Daschinger, streaming to you live. And first of all, I'm celebrating YouTube. I just surpassed 12,500 subscribers. So I really thank you for that. And yeah, and counting and climbing, you know, thanks for being part of this next will be building a membership for you guys so we can offer some really special things. But today I really wanted to just pop in here and give some inspiration and hopefully inspire your Sunday. Today is Sunday to be like an awesome Sunday kind of day. And I hope you're having a great day. There's this Chinese proverb that says tension is who you think you should be relaxation is who you are. What are you being today? Are you feeling tense? Are you feeling relaxed?   I hope you're creating dreams. Speaking of dreams, I'm going to be offering very soon, very, very, very soon, a webinar, how to become your own publicist how to be booked for guest interview spots on radio and podcast so you can get your message out there and literally how to do it, the system from how to align so you show up professionally then what to do once you get a yes and what to do afterwards. So go ahead and sign up on my newsletter and then you will be on the ground floor. For as soon as this is announced, it's at Debbie dashinger.com it's D E B B I D A C H I N G E R. And just avoid some dreambusters along the way you know doubt is a dreambusters not having clarity is a dreambuster losing trust fear, fear is huge fear is a bully that pushes us around, and it holds us back. With fear thank you so much for sharing but I think I'll move on with my dream time management I know this is actually big for a lot of people, because you dream this big dream and then you need to create the space for it, and playing small. And hey I just got accused of that very lovingly with one of my clients in fact, who is doing a session with me and she had me ask questions of this Council, Council of the elders. And I was asking questions and the elder said, stop playing so small and just go out there and be be the big golden light you are get on stage do this and that and so I was like, Okay, I really hear that. And I shall thank you so much. You know, failure is just not to be feared. If we did not fear failure, then we might jump more often we might try things new things more often more easily and trust life just learn to trust life and ourselves a whole lot more. And we can decide on a new tact there's wisdom to be gained from all of our experiences. The outcome of any effort is either success or education, and both are invaluable. So please if you have a dream, because my show was called dare to dream and there's a reason I lovingly suggest, come it be thoroughly committed to achieving have a desire. Look someone has a desire right behind me, and it's a puppy. Have a desire to create your goal your dream, calling your inner strength. The truth is, we're going to have a lot of days of success, but there's also going to be those days where we're not feeling quite as triumphant. So if it's one of those not so good days then call on your inner strength to keep you on track, no matter what, get support, have great support in place during the journey journey. They're friends you can share with you can have an accountability partner, significant other apparent or hire a coach. That's great. I always have coaches people hire me right for book writing for being interviewed and sometimes for being a publicist so your support system helps you get through the hard times and helps you celebrate the successes with you. And remember consistency counts, you have to be willing to keep up the positive thoughts and behaviors meaning goal achieving behaviors, all day, each and every day, no exceptions, no excuses.  And remember, celebrate your successes each and every day. So what are you working on. Let me know in the comments. It's great to see you and check in with you. And again, I hope you're inspired to do something today as a takeaway. You have permission to fail, but you have a lot of permission to succeed and become


Okay, hey guys, this is Kerr. You can see here. I got my brand new eco diesel 2017 Dodge Ram 1500. Decent price, service was excellent, agent was excellent and overall I'm very very happy with the purchase.


So welcome to the last, I think talk of the edge days. We're gonna talk about how to deploy models, AI models to the edge. And my name is Miriam Fontanis. I work as a product manager in Red Hat on the OpenShift AI BU. And I'm Jack Holden or Jay Kohler, and I work as an engineering manager on the same team as Miriam. Perfect, so let's start. So first of all, we set out to bring capabilities for AI lifecycle management to the edge. And the first challenge that we have was really defining what edge was. Basically because we saw that the closer you get to user devices, embedded systems, microprocessors, the more specific the use case is and the more complex the hardware, there is no way to have homogeneous APIs the way we have in the cloud. So we understood that the same way the cloud native, it's kind of like a paradigm. Edge computing, it's also a paradigm where you have these myriad of power computing somewhere outside of the IT or of the core organization. So we tried to design all of the components for the AI model, thinking about what were the challenges to put AI computing on these continuum between the core and the edge. And we found that basically there were three main challenges. The first one being that the closer we moved to the user device, the more constrained resources we found. And it was not only about constraints on computing or on battery, it was also resources, constraints about how do you move all of that data that's generated at the edge back to the core or back to other nodes in the edge where it can be processed. The other thing, it's also resources in IT people at the edge, so even if you have a server room in a store in large retail people doing Edge, you normally don't have IT personnel. So you have also to account that whatever architecture or design you have, it has to be very simple because everything extra is usually important. The second thing was everything revolves really around data. So the pool of the data gravity and all the concerns related to data, sovereignty, data privacy, data security was one of the core aspects of Edge. And then the third one was really about management of all of these Edge nodes where you have to, most of the times you are working on air gap disconnected environments or on environments that have intermittent connectivity. So you have to account for operations that need to be unmanned, automated and they have to be very resilient and ideally they have to self heal. So with all of that in mind, we wanted to be able to have or to control the whole lifecycle of an AI model at the Edge. And borrowing from software engineering, we kind of divided the lifecycle into two loops, the inner loop, everything that happens while the model is being trained, how do you gather the data, prepare it, train it, and experiment up to the moment where the data scientist feels that the model is optimal to go to a production environment and that's when we push out the model to some sort of registry and it's ready to be to put into production. And that's when the outer loop starts. And there we have a review process, the process to build the actual model. We are leveraging containers because even though the Edge, it's really different to Cloud Native, everybody expects to have the kind of same experience, to have services, to have a self service console, et cetera, to deployment, to serving the model, to model monitoring. And as we said, all of the designs needed to account for the fact that any of these operations or any of these stages on the lifecycle of the model could move along the continuum from the cloud to private cloud, to virtual, to physical, to Edge. So we have started with some customers they had initially like a supermarket, they wanted to put AI inference in each one of the cameras, then they realized that they had hundreds of cameras in just one store, so it was very expensive. So they decided to move the analytics to the server room. So the same service has to be capable of traveling these different capabilities. And for that we found that the best way to provide consistent operations in management and observability capabilities was to leverage something like Kubernetes through OCD and Microsoft. So this is more or less the lifecycle that we ambition for deploying models at the Edge. We start with a model that's been trained somewhere, in this case could be a cloud service from any provider. It could be locally, it could be on VS Code. Once the training part has finished, the next step is to register that model into a registry. And for registry, they're starting to being standard. So we have HoganFace, it's a public registry, most basically for GenAI and LLMs and things like that. But we also have other model registries for more like predictive AI. So things like MLflow, we are actually starting a new project inside the Kubeflow community to have a new model registry that's open source. Or it could be something as simple as S3 or even Git to be able to version your model. So once the model is trained, it's pushed out to the model registry, it's tagged as ready for production. And that's where we think it's very important to be able to automate all of the operations that happen later on. So we are using OpenShift, yeah, sorry, OKD Pipeline Space on Tecton to build a container image that has the inference service. We provide model runtimes that are certified and come from secure sources. So you have things like OpenBino that can leverage not only GPUs because that's very expensive, computics for some predictive models, mainly used at the edge to do predictive maintenance and visual inspections, you don't really need sometimes GPUs. So we leverage also CPU acceleration. And that pipeline, finally what it produces is a set of containers because it's a microservice architecture where you have not only the model and the model runtime, you also have services to do life cycle management, observability monitoring, and all of these services are opt-in services. So depending on what layer of edge are you gonna be landing, you can have less or more of these services. If you have totally constrained resources and you are deploying to an antenna in the middle of nowhere, you can just deploy basically the model and start doing inference there. So we're gonna see a little video of how do we build the pipeline. Exactly. So here we have OKD and we are using tecton pipelines where we basically an MLops persona will be in charge of either triggering the pipeline when the data science teams hands off the finished model or you can also have triggers pre-configured so that it's completely automatic in the way that once the model is tagged as ready for production, then the CI pipeline is triggered. So we download the model, we have built some integration components to S3 or to Git. So the only thing that the pipelines need to know is where is the model located. Once it fetches the model, it clones the container repo, all of the things that needs to actually produce a container. And here is very important that these pipelines could be customizable because for edge, one of the important aspects is around security. So you can do things like sign the container image that's produced, you can encrypt it, you can add compliance or regulation extra steps to build that model. And yeah, that's a little bit of what we're seeing. At the end, what we will produce is inference service that's completely containerized that will have all of these additional services for management and observability. And it will be OCI compliant, so you can register it or use something like Quay to distribute it to the different edge locations. Okay, so if you're not lost or if you are. So what we were just showing is three and four here. And what we're getting ready to show now is caking off five, which will push our inference service container image to something such as Quay and image registry or whatever you choose to bring as your image registry. And then as well as kick off a PR for the ML Ops persona to be able to check that and decide whether it's good for production and to merge it. So if you wanna show that one. So as I was saying here too in the picture, you don't have to use Quay, you can bring your own model registry. You can do PR automation if you'd like to so that it automatically burges, but in our case, we wanted to make sure that the ML Ops engineer ensures that it's production ready and can go out to the edge. And it's really basically that simple. You wanna say anything on these right here? Nature both of Kubernetes and GitOps. So we make sure that nobody at the edge is, you know, configuring something directly through the UI or the CLI. So a lot of the use kicks as we're seeing is that there is not as of today an edge provider the same way that there is a cloud provider. So basically we're saying that either cloud providers are trying to offer that space to as an edge provider. So like AWS or some telcos. And we're also seeing industry specific solutions. So people ship out some appliance to some factory and they don't have any visibility on what is happening there. So to be able to ensure that whatever was intended to run there is exactly what is running this declarative pattern, it's really important for us. And then the second one is because GitOps kind of doesn't need for a central hub to be constantly connected to the edge node. You have at the edge a controller that's kind of like the brain that's constantly pulling and asking the hub, is there a new version? Is there a new version? The communication is inverted which really feeds the edge use case where you don't know when are you gonna be connected or you don't know when the edge node is gonna phone back. So we found that pattern really helpful. One thing is that all of these are really, again, taking best practices of software engineering and applying them to AI. And what we are adding is ODH is an AI platform that lives on top of Kubernetes. So all of this is fully automated. The users don't have to stitch together whatever controller they want to use. In our case, we're using Argo CD. They don't have to stitch together the observability and everything else. We kind of done that and automated all of that for the users. So once we were able to build that container image, put it in our registries so it can be distributed, the next piece is, in this case, Argo CD. It's the implementation that we use and it's because we're working a lot with that community to have agents that can really fit very constrained environments. So they are gonna have an agent with a smaller footprint and it's constantly watching for changes. And then for life cycle management, we are leveraging OCM capabilities and that's what's really observing at the hub how many edge nodes that you have. So once the GitOps part is completed, the PR was submitted and accepted, we can see on the OCM console that we can get the list of all of the edge nodes that are out there and we can visualize them there and OCM is already prepared to constantly ping or have a cron that's constantly looking which of the edge nodes are reporting back and updating their states and what do they have deployed. So we can see here, we have just two, the local one, which is our hub or core and we have the edge node also deployed. So again, all of these things are not new to deploying things on Kubernetes. We are just taking the same experience to the edge automating the whole thing and we are also treating AI workloads like any other workloads. So users don't have to use different processes to deploy different things at the edge. Okay, so as Mary was saying, so OCM can do management between the core and the hub and of course we have to allow for interconnective, intermittent connectivity. We're not assuming that it's always up. So actually the ACM spoke will intermittently try to reach back and say, am I still supposed to run? Is there anything else I need to do differently? Typically we wouldn't imagine that that would happen but the key thing is now that we have our edge deployed, our go CDE sits there and starts pinging the get ops repo to say, hey, is there anything that I need to update? And there is, they can bring in the image, the new image or whatever it's told to download, push that to the infrared service as containers and those sit there and run. One of the things that we're showing here too at the edge is that we've used open telemetry in order to gather whatever metrics we decide we wanna gather. Do we wanna monitor the edge health, the CPU, the usage? Do we wanna monitor any of the model metrics? Whether or not those things are, is everything going okay with the models at the edge? And this data of course can also with open telemetry is really cool. It has some pre-processing of data because at the edge you may not be able to gather a whole lot if you're, especially if you're having intermittent connectivity and it can do some pre-processing. Even in some instances there may be secure data that you wanna process out of that before you send it back to a hub or even in there you can send it to a splint device or wherever you want to send. So it's very flexible. In this case we're just showing this one instance where we're gonna send it back to the core to Prometheus. So everything over here running is just whatever we packaged together to be deployed at the edge. In our instance, our OCD, the OCM open telemetry and of course our model. Yeah, in this packaging in ODH, I mean this is the way we found easier to implement the whole flow for operating a model but it's not prescriptive. So if we are in an environment where maybe there is no Kubernetes and there's only support for containers to something like Rail and Podman, we can change the implementation and instead of using our OCD we could use something like Ansible Playbooks to automate all of that intelligence or controller piece. If, I don't know, the hardware is very specific we can add more customization using other tools like customized to account for very of the specificity of the edge nodes and the use case of the user. Something also really cool about the open telemetry is that we are working to adding intelligence with AI as well to the telemetry so we can do things like summarization, we can detect, we can do anomaly detection so you just send information when you know that something is happening or you just send the insight instead of all of that data. So the dashboards look something like this, let me... And again, this is a representation we have with Grafana, we're using also Prometheus, but since we are following the standards based on open telemetry, this could very easily be integrated with other monitoring solutions like by cloud providers, Neuralic data docs, some of the ones that are sponsoring this event and you wouldn't have to do anything neither to your model or anything else to be able to integrate with those type of solutions. So we can see some of the metrics around health of the process itself and all of these metrics are given by the model runtime itself, we actually didn't do anything to that packaging but we are working now on instrumenting that container so we can get more specific metrics for the model performance or we can pass metadata on the model about the use case so if it's a predictive maintenance model, we can have metrics very specific to that use case and we can configure them through instrumentation using again the open telemetry standard. So we can... I think right now what we're seeing is the open telemetry pod and the CRD just to showcase that we can have as many... We can send that to as many receivers in this case we have Prometheus and inside of Red Hat we use Observatorium so we are also sending them there. We're sending them locally to our Prometheus because maybe whatever the edge location is there is someone that's managing the infrastructure and they will need to know if something's wrong so you can configure it in customize it as much as you want. So I think that's all we have. I don't know if there are any questions. It's hard to see. I see, I can't see. These lights are really intense. Hi, you had the last mile provider also marked as potential boundary because customers tend to use that to air gap their systems. Is all of your stack on one side or the other when you have this boundary or do you currently assume you don't have that boundary or solved it somehow by carrying USB drives or something else? Yes, so we... This use case, we chose a use case based on what we're seeing most commonly in the market but all of the components don't have to be in either side of the last mile connection so we are working on designs that could be portable and we are leveraging containers to be able to do that. Okay, thank you. Yeah, very good talk. I was curious whether you've gotten to the feedback loop where you need to sort of retrain based on the data in the field because sort of understanding what are the constraints around doing that? You mentioned it might be air gap or whatever but have you gotten to exploring that with users yet? Yes, so we have different users. The majority are training the model on cloud environments with cloud providers because it's the less resistance path and they are using all these services that basically do all the training for them and there we are working on having all of these pipelines that are triggering the steps to be event-driven. So whenever you have an event of, your model's performance is decaying, the edge could send that event back and that can automatically trigger either a message to the data scientist to tell him you need to train this again or we have use cases where it's very common now to find solutions that are like edge in a box and all of these life cycle is happening at the edge. So whenever, oh, sorry, sorry. No, so you're saying you trigger an event saying you should go look at it as opposed to feeding the data out, okay, that makes sense. Yeah, well, there are other use cases where on the same appliance you're collecting the data. So whenever you see the model performance decaying, you go and trigger an event to see what extra data or what more data have you gathering that period of time. And with that, again, you have an overall orchestration engine saying, okay, we have more data, we need to start again with the training, with the model validation and then we're gonna do the CI and the T and so on. There are other customers that are using the data or the inference data to do labeling. So once you detect that you have outliers or data that it's out of distribution, that the model has never seen during the training, you take that data and you have labeling tools close to the near edge and you start labeling there to reuse it to train it again. So there are multiple use cases, but basically what we want is to give the ability to detect when you need to do a retraining, whether it's for model performance or just you have new data and the ability to automate the whole thing. Any other questions? Well, that's all. Hope you guys like it. Thank you so much.