Hi everybody, Joe for Jasper's CaseRakes.com, happy hump day, 2022 hit parade football, coming at you, autographed edition, limited series edition, series 11, and a dual case, or we're doing 20 boxes right here. So some really nice stuff here, some graded card potential in the limited edition series, but all autographs. Big thanks to this group for making it happen, a lot of people behind their spots straight up, I appreciate it that we were able to cancel a couple fillers right here, but congrats again to the people who won spots in that 2014 prism pack, number three. All 32 teams are in, let's roll it and randomize names and teams, snake eyes, easy, two times, one and two, gonna get the papers, get the papers, tanner down to Michael, two times for the teams, one and two, easy, titans down to the commanders. All right, tanner with the titans, Nick with the Niners, Michael with the buccaneers, Adam with the cowboys, David with the Broncos, Oliver with the Saints, Ed with my Raiders, Matthew with the Panthers, Joe with the Bears, Anthony with the Colts, Jimmy with the Falcons, Michael with the Vikings, Jeremy with the Eagles, Barry with the Lions, Jared with the Bills, Ethan with the Cardinals, Matthew with the Jets, Andy with the Giants, Matthew R with the Dolphins, Matthew L with the Packers, Michael, Michael P with the Steelers, Michael L, Browns and Rams, Ed with the Bengals, Chad with the Chargers, Matthew Linder with the Chiefs, David with the Jaguars, Matthew L with the Patriots, Michael P with the Texans, Matthew L with the Ravens, Steve L with the Seahawks, and Michael P with the Washington Commanders. All right, let's alphabetize by team. Now remember, in repack products like this, trade at your own risk, but we will allow a trade window. We're gonna pause the video when we come back, we'll see if there's any trades, and then we'll have that dual case break. We'll see on the other side. All right, welcome back everybody. No deals were done, so that list right here remains the same. Thanks everyone for making this happen. I would hire someone to rip packs from me, Mike Tower, if I won the Powerball tonight. 1.2 Bill. I got my tickets already. Hopefully you have bought yours. I won't hold you to it, but if you win the Powerball, we'd appreciate you getting into some breaks. Just a few more than you usually would do. Whatever your break budget is now, just double it. I'm not asking for, I'm not greedy. It's your money. I'm not asking for much. I'm just saying whatever your break budget is, just double it if you win Powerball. That's all. All right, good luck everybody. I think Nick wrote series 11 on here, but I'm assuming he meant series 14, because it's the only hip rate we have. You meant 14, right? This is the only one we have, right? Series 14, you wrote series 11 in the title. But we don't have any other hip rate, limited football. It's 14. Okay, so this is correct. It's series 14, not series 11, like it says in the title. It's the only hip rate we have in the store, so I'm assuming this is what we're doing. All right, good luck everybody. All right, first one out of the gate is going to be a train whistle. Zach Wilson. One out of five Immaculate Inc autograph, Immaculate Collegiate. And that is for the Jets Matthew Slade, all aboard the Big Hit Express. In the spirit of Powerball being at $1.2 billion, that's got to be a record, right? Has anyone won anything? Oh yeah, that's Jersey number two, by the way. I don't know, does Zach Wilson still wear number one on the Jets? Has anyone won anything on a Powerball ticket? Aside from, what's the most you've won? The most I've won is just getting my $2 back for hitting the Powerball number. I don't play often, but we got a Breeze Hall, another jet from Matthew Slade. I've won more on Scratchers. I've played Scratch, I've won like 20, 40 bucks on a Scratcher here and there, but on buying like Powerball or Mega Millions tickets, I think maybe a couple times I got my $2 back here and there, but that's about it. All right, we got Deandre Swift, Inscriptions autograph from Panini One football. That's a 61 out of 100. We got Panini One-in-One pre-orders in the store right now, basketball. If you want to get into that, jaspyscasebreak.com, ABC, always be closing. That's a nice Scratcher win. Michael P in PA, $1,200 on a Scratcher. Anyone else what's your best Scratcher or lottery ticket win? We got Cortland Sutton, five out of six from Honors football. That's for my rivals Denver. That's going to be for David Razer. Last spot Mojo, 70% of the time. Last spot Mojo hits 100% of the time and Michael P's hit $32 on a ticket. That's pretty good. That's not so bad. I'm not too much luck with the actual lottery tickets. Rex saying not the record. He thinks it's the fourth largest in America, Mr. Next up is Hunter Renfro, rookie auto for my Raiders. I gotta get Hunter Renfro back on track. I don't think this is numbered, but nice nice Pulsar parallel. Maybe from like a retail box or something, a mega box or something. Who's got my Raiders? That'll be for Ed. Ed has the Raiders. All right, next box. I think Rex is right. Remember not to long go, power or mega is 1.4. Wow. Yeah, I really don't start getting a ticket or two until it creeps up to like the $500 million range. Four out of five, Richard Sherman. Immaculate, now that's 2022 Immaculate Collegiate. Let's see where he is on the checklist. I would imagine they would have him as a hawk of the sea, right? Let's see what groupbreakchecklist.com has for us. Richard Sherman is a sea hawk in this one, so that'll go to Seattle. Steve Locke. Sometimes the checklist will go a little nuts and they'll be like, we'll go to the Niners or something like that. All right, Steve Locke, a train whistle. All aboard the Big Head Express. Whoop, whoop, whoop, whoop, whoop, was talking about you. Crab treat. Ah, gotcha. According to the internet, Mike Towers saying there was a $1.586 billion dollar power ball in 2016, a $1.537 in 2018, a $1.337 in 2022. Oh that was earlier this year. Got it. All right. Next is Jalen Waddle, rookie Otto, 6 out of 25. This hit, waddling over to Matthew and the Dolphins. It's from absolute football. He's got a great game last week. All right, next up is Ray Lewis. What time is it? Game time. Franchised legends. Autograph. 11 out of 49. Purple parallel for the purple birds. Matthew Linder with the Ravens. Someone in Indiana won a million dollars last round. See I'm not greedy. I'd be happy with just the side prize. I don't need to win the full prize. That's a hassle. All right, we've got Derek Carr. Rookie, jersey and autograph. Mold triple-threads football. 45 out of 75. Nice to see triple-threads football come back in the near future. All right, he needs to have a bounce back game next week too. The entire team needs a bounce back game. Ed with my Raiders. No, Robert. I've not seen any, no Titans yet. And we've got two out of 49 for the high flying Eagles. Dual relic and on-card autograph from Panini one football. It's Devonta Smith. Jeremy with the fly Eagles fly. But wait, there's more. It's a dual case break. Another case fired up here. Yeah, I think, you know, in fact, Mike, I think that's the same for California too. I think if you just hit five, no powerball number, it's a mill. I feel like that's for all states. Yeah, I mean, if you're winning $500,000, I don't think, I wouldn't be very careful with that. I'd spend that recklessly. I would put like half of it in some sort of, you know, safe investment. And the other half just reckless. Yeah, all states should be the same rules, right? Yeah. Travis Etienne Jr. First hit out of our second case. 25 out of 99 without James Robinson there. Might be more touches for him. More opportunities. Some nicer games. Maybe that valley of that card creeps up. That's for David and the Jaguars. And we've got Amon Ross St. Brown, 47 out of 99 from NT. Nice little RPA there for Detroit. That's going to be for Barry. All right, next one is Travis Kelsey. Spectra. On-card autograph Travis Kelsey. That's nice. Chiefs. Matthew Linder. That is 44 out of 49. Were you to be given away that money before? Rex much nicer man than I. Mark, this was 109.99 per spot for two cases. And this is limited edition, but they're all autographs. I think limited edition is their like, is their base level. Then I think it's Platinum. Then I think it's Sapphire. And then I think it, there's some other special editions that go up from there. Not a bad price one, I think. For two cases. All right, we've got Gabriel Davis. Pen pals. On-card autograph from Elite. Buffalo! Jared with the Buffalo Bill. Tatonka. Money being an, no, what sports item would I buy? I'd probably buy like a sports franchise. I think she's married now, so I wouldn't want her to have to put her in a position of, I don't want to be a homewrecker, Mike Tower. Here's Devonta Smith. Pen pals. On-card autograph. Black ink out of Elite. Jeremy Port with the Fly Eagles Fly.  She's free agent, right? 58 out of 99. Kurt Warner. Arizona Cardinals. Ethan with the Cardinals edition of Kurt Warner. That's true, Michael. Although I don't know what, what Tom Brady's making on, on that TB12 snake oil. We've got Elijah Moore. Rookie patch and autograph from Panini 1. 64 out of 75. On jaspyscasebreaks.com, we've got Panini 1-in-1 basketball pre-orders. Drops on, drops this Friday, November 4th, 2022. Jaspyscasebreaks.com. ABC, guys. Always be closing, ladies and gentlemen. ABC, always be closing. Yeah, exactly. Michael P. Thank you. A lot more charismatic. I'd be, I'd be like, listen, Giselle, you've tried professional football player, right? How did that work out for you? What about, what about a professional group breaker and YouTuber? Oh, that's nice. Nice color there in that window. Chris Godwin. Rookie patch and autograph from Spectra 32 out of 75. Buck and ears. That's gonna be for Michael P. There you go, Michael. On the board with the Bucks. I do not remember that line from Office Space. Oh, right. Now I remember. Yes. Hey, hey, Peter. Turn on Channel 11. What was that actor's name? They're Saquon Barkley. Nice for a surgeon for Saquon Barkley this year. 195 out of 399. Triple relic and autograph, RPA. Rookie patch and auto for the New York football Giants, the G-men. Andy Rask on the board for the nice one. Last one coming up. And keep your eye out for more. Hit parade on jaspyscasebreaks.com. Always, we're always getting stuff from them. Appreciate everybody getting in. Fingers crossed. Last one, 20th box, 10th box of the second case is gonna be Najee Harris Rated Rookie autograph from Donner's. Clearly Donner's. Donner's clearly. Clearly Donner's football. Pittsburgh. That's gonna be for, for Michael P. With a spot that he won in the filler, got randomized to Steelers and gets the Najee Harris Rated Rookie. There you go gang. I'm Joe for jaspyscasebreaks.com. Thanks for getting into the hit parade. I'll see you next time for the next one. Bye bye.


We ain't like kings. We're kings. We still are ladies and gentlemen So Alan Arkin, Morgan Freeman and Michael Cain are three elderly gentlemen And they are tired of the BS and wants to go out in style My name is Brenda Keith Avery and this is just my opinion So I remember when I first saw the trailer for this movie I got really excited. I love the cast I'm a big fan of Michael Cain. I'm a big fan of Morgan Freeman Not so much Alan Arkin and a film like this would only work if you have Chemistry between the three main leads and I really did feel that way when I was watching the movie and I can also see them Being friends in real life or even you know between takes if when the director says cut I would not be surprised if a photo leaked and these guys are off to the side together goofing off or Probably hang out in real life I mean it's just that believable and this movie wouldn't have worked at all unless you have that chemistry and it was there on screen The title of the film couldn't have been any better It really gives true definition to going in style because that's how these guys they want to go out and it just makes sense And it fits I really liked how each character had to sit back and make a conscious decision Okay, like can we really do this? Does this make sense? What will be the consequences and repercussions?  How are we gonna pop it off and while everything was playing out?  It doesn't contain a lot of jokes. These are just natural moments I mean, I can really imagine that the director just said, okay, you know action and there was no script or dialogue It was just these three, you know joking around with each other in front of the camera ad-libbing just being themselves And that's funny You don't need to write jokes for things like this just let things play out and a lot of times when old people are honest It's funny and that's what brought all the last fourth in this movie is you know, just them being themselves Being funny and natural and just also the thought of three older gentlemen in their 70s and 80s trying to rob a bank They have great montages of how they're trying to train and do this and the whole thing is just hilarious of The precautions that they're taking and the steps that they have to get in the order to rob this bank I mean, it just it makes for a great time That's hilarious and I just find it impossible not to laugh when you're watching this and this is a comedy before Everything else. So there are some things that you may kind of turn your head like okay That would not happen in a real-life situation in a real-life bank robbery But this is a comedy and for the most part you don't care and it kind of plays out how any how it really would in the real World if three guys were to Try to rob a bank. I also said towards the end that there are some twists and turns that came out of nowhere that Does bring a nice surprise and tie everything together like a nice little bow And if I had to rate going in style out of a one out of ten I will happily give this an eight out of ten. Yes in eight out of ten. So guys Have you seen going this down? Do you want to see it? Have I turned you on? Have I turned you off? Do you agree with me or do you disagree with me? Let me know in the comment section below Let's get this conversation going and keep it flowing if you liked this video Go ahead and give me the thumbs up and if you didn't like the video, that's fine Just leave me a comment below why and still give me the thumbs up Since you're here on YouTube go ahead and subscribe to my YouTube channel to get all the content that I have to provide And you can also go to my website or hit me up on social media Facebook Instagram Twitter and all that good stuff But guys, thank you again for tuning in for my review slash opinion on going in style And before you go don't forget that my name is Brennan Keith Avery and that's just my opinion peace


Good afternoon, everyone. Welcome back. It's theCUBE live at VMware Explorer 2023 from Venetian Expo. This is theCUBE's 13th year of covering VMware conferences and knobs. You've probably been following along. It's evolved. This is the second year that it's been VMware Explorer. Lisa Martin here with CUBE Analysts Rob Stretching. We've got a couple of great guests next. As you know, we've been having conversations all morning. This is day one of our coverage. Two more days to follow. Please welcome our next guests. Anand Swamy, the executive vice president and global head of tech and ISP ecosystems at HCL Tech. And Monty Bhatia, one of our alumni rejoins us, vice president of global systems integrators at VMware. Gentlemen, great to have you back on the program. Oh, pleasure being here. Thank you for having us. It's a pleasure being here. It's great to be back in person. The keynote this morning was star studded. It was actually standing room only. I think there was an overflow room. It's a lot to unpack there, but I wanted to start by talking about cloud chaos. Imani, I want to start with you. I saw that there was a recent multi-cloud maturity index research report that was commissioned by VMware that said about 70% of almost 6,000 organizations find themselves in this category that's known as cloud chaos. That doesn't sound fun. What is cloud chaos and why are so many organizations in it? Absolutely. I think there is a general tendency of our customers to adopt something that's brand new. So what happened was when public cloud and hyper skillers were coming in, there was a tendency to move towards public cloud. Sometimes it was one public cloud. Sometimes it was multiple public clouds. And customers didn't even realize at times that they were multi-cloud inherent. They were running Microsoft Office and they were running another public cloud. And what happened was the cost started going up. There was privacy issues. There was data compliance issues. More importantly, there was skills issues because you have all these multiple clouds and people are managing that. And it just became a chaotic environment for them. So that's really what cloud chaos was. And working with partners like HCL and working with VMware, we created this cloud smart approach. And I know you guys call it cloud smart and we call it cloud smart but we have hyphen in between. But it's all trademark. But that's really to address that problem for our customers where they're trying to do so many things and they don't have handle on it now. And so working with HCL, we've kind of figured out a way where we're trying to help our customers get a better handle on this chaotic nature of how their applications are running the cloud. That's really what cloud chaos is all about. And just adding on to Monty, what we've seen is that when enterprises kind of started on this cloud journey, lot of them did not really ask the question why. Why am I doing this? And where do I want to kind of learn? And so this was an industry friend, everybody jumped on the bandwagon and said, I'm just going to do it, right? And then when you kind of start the transformation, you realize there's a lot of things. There's a platform aspect of it. There's a people, there's a process, right? And then when you're in the middle of the journey, you've already invested a lot of money. And then we've seen what we're speaking about cloud chaos. And now you got to take a step back, you got to really figure out what's the right way to do it. And that's where a lot of organizations are finding themselves right now. Yeah, I think what's interesting and knowing a little bit about not unhyphenated cloud smart, I've heard of it before with HCL. And I think what's interesting is it's really outcome based, right? And it's driving it outcomes. And I think VMware is very outcome-based as well. How have you found that to really, in that partnership to really be a big piece of that? Yeah, a couple of things. When we kind of started engaging with our customers and partners around what's the right way to do this, right? And I said, the first thing is ask why. And second is how, all right? How are you going to kind of achieve what you want to achieve? And the third is aware, right? The biggest challenge that most of the organizations have today is where should these workloads run, right? You know, multi-cloud, multiple public cloud, you have private cloud, you have on-prem data centers, right? You have edge locations, that's a big thing, right? So why, how, where? So we started with that. Second, we kind of said, you know, what do you want to drive with the why, right? Are you trying to drive business activity? Are you kind of increased revenues? Are you going to increase, you know, just the velocity of things? And that's when we came up with the cloud smart strategy. Unhyphenated cloud. Unhyphenated cloud smart strategy. Tomato tomorrow. No, we kind of constantly go back and forth on this, whenever I say, you know, cloud smart. So came up with a strategy with primarily kind of focus on three things, right? Product, process, people. And also, about 18 months back, what we did was, we created a VMware dedicated ecosystem, you know? So Hetzel, VMware created the ecosystem. But we wanted to kind of focus on, how do we take the stack, the whole VMware stack, right?  Look at it holistically to drive a transformation for our customers. The dedicated business unit, you know, has been a phenomenal success. You know, I believe for both our organizations and, you know, driving transformation across 100 plus customers, joint customers. You know, and I'll just say this from a, he talked about the products also there, right? And the, how do you call it? The Hetzel, VMware, business unit, or ecosystem unit is structured in such a way that all of our products from VMware side are actually categorized into the different offerings that are all bundled under the unhyphenated Cloud Smart, right? So whether it's for multi-cloud, whether it's for hyperscalers, whether it's for app modernization, whether it's for digital workspaces, they're all categorized in such a way that's a clear alignment with our product strategy and their services strategy all matching together for the benefit of our customers. And that's an important piece because at the end of the day, it's all about how are we serving our customer needs, are we solving business problems for them, right? And I think that even in today's opening keynote, there was a discussion and, you know, Haktan came up and said there's going to be an investment in ecosystem. I mean, again, we've been hearing this strongly being in the analyst side of the things where I heard some of your discussion yesterday and I think that it makes a lot of sense. I guess, how has your approach been different and then how have you guys been feeling? Because I heard, I mean, building a business unit out is a big deal. Yeah, my phone hasn't stopped ringing since Haktan made that announcement, right? There is a significant investment that he has said openly now that is going to be making in what he calls R&D as well as the partner professional services, right? What we really want to accomplish from my standpoint and from VMware standpoint is, we really want to make sure that we are using the right set of partners with the right set of skills to scale our business models, basically, right? One of the things that VMware as a software company has done in the past is, you know, we have sold licenses to our customers. We've sold credits to our customers when it comes to our cloud consumption. And we really need to, you know, our professional services organization as great as they are, you know, they're not ready to scale to all the customers that we serve, right? And so we really need our partners out, you know, by aligning our metrics correctly, by aligning our strategy correctly with partners like HCL, we believe that it is an opportunity for us to scale and embark on that sub-insass transformation journey that VMware is on right now, right? Yeah, you know, I'm just going to piggyback on Monty's answer, I think the big challenge is around consumption, right? Ability to drive consumption is becoming a huge issue. And, you know, ability to collaborate, trying to kind of help customers, like, you know, address that problem has been one of our big focus areas. And, you know, I believe- I think we're making good progress. I think we're really making good progress. And I'm very proud of the partnership and the VMware HCL ecosystem business unit and the work that they have done. It's really showing results already so far. So let's talk about results. Can you share maybe a favorite customer story or example that you think really shows the value of what HCL tech and VMware are doing together to help customers go from that chaos to smarts so they can accelerate their cloud transformation. Any particular story come to mind? Yeah, absolutely. A large manufacturing customer, you know, one of the things that they really wanted to do was, the most of their workloads were running on-prem, you know, data center. And they really wanted to kind of figure out what should be their, how do they reduce the data center footprint, you know, not fully exit out of data center but reduce the footprint. And we started off and it's a great story because it's an example where we've kind of gone in all in with VMware, okay? All stack, you know, the full stack adoption of VMware, running VCF, you know, ability to kind of cloud burst, you know, into some of these hyperscalers, okay? And it's about a 24-month journey. We are about 12 months into that transformation, driving significant cost savings, you know, the end result.  Yeah, you know, we're excited about that journey that we're kind of in it together. Yeah, I think you actually, you just hit on something that I seem to remember as well. And I think part of that journey and with the cloud bursting, it's cloud went right, right? And I mean, I- Cloud done right. And I think it's, I think cloud done right is actually a better way of putting it because I think on-prem is cloud as well. It's an operating model. It's not a place per se. And is that what you're seeing with the customers? Is that, hey, with this, we can, because there's AVS, there's VMC, there's all of these different sort of GCVE, you know, all the different acronyms for Google and everything, I think you're supposed to say it out loud or something like that with them. Some legal things tied up. Is that, are you helping them decide which ones are right for the right time, right purpose, right application? Yeah, couple of things. One, customers are leaning in on organizations like us to deliver something as a service, right? You know, even if it's in a private cloud, right? You know, like your RUs as a service. So that's number one. And second is, and I alluded to this earlier on, I think there is the where. Where should I run the workload? It's such a huge topic of discussion today. And therefore, ability to kind of truly adopt a multi-cloud strategy. Like today, if you really look at organizations, yeah, 70 plus organizations, 70 plus Fortune 500 organizations, 70% run multiple, you know, at least two hyperscalers. But it's all silent, right? You know, it's not like, you know, a true rationalization around platform engineering and how do you kind of really leverage multi-cloud? I think those are some of the topics that we're working with our customers on. Yeah, and in addition to that, I think we often confuse multi-cloud with multiple clouds, right? Yeah. Not just the fact that you, we have partnerships with AWS, with Microsoft, with Google, with Oracle, with IBM. Those are all hyperscalers. But then there is the edge cloud, then there is the private cloud, you know? All of these are there. And what really happens is that we need to, we need to create a cohesive decision framework for our customers of what applications can run best on what cloud, or what kind of cloud, right? There are certain, I mean, Sumit talked about in our keynote this morning about offense versus defense, for example, right? And they had a very good example of a customer who said, you know, there are certain legacy applications.  We can't do anything about it. So, you know, we need to continue to run those on-prem or wherever they're running. And then, you know, there are these born-in-cloud applications that are probably better off in a modernized cloud. So, you know, we have to manage all of that. And, you know, with the cloud smart approach from HCL, I think that's something we've done very well. At least we're doing, we're trying to do very well with our customers and trying to identify where the applications are best suited to run. Really helping them to identify where they can dial down the risk as they modernize, which is- Dial down the risk and optimize the cost also. That's a very big feature of, you know, what we're trying to do with the customers. I was going to say, it's about, I mean, many of the customers that I've talked to, and I was out with a few last night very early to bed, but still, you know, out, it is Vegas. So, you know, walking around, people watching and having discussions about tech, which is kind of weird in Vegas, but at the same time, it's about ROI. And it's about how do they get to that ROI and understand that I get that ROI. The customer value. The value created. That's the most important piece now. And are you- Oh, sorry, go ahead. Yeah, another thing that we've seen is just because of the ROI and we've learned that no single company can solve this problem. That, and that's the reason why we, at Hetzel Tech, you know, when we started the ecosystem strategy is kind of bringing that ecosystem to drive that value, right?  And I think that's been a journey that, you know, we embarked on about six, seven years back. I've had the privilege of kind of, you know, being in the front seat, you know, through that journey and it's been a phenomenal journey. And I think that's something which is very important point that Anand brings up is the whole ecosystem. And you heard me talk about it yesterday as well. You know, this is the spider web thing, right? In order to solve our customer's problems, we can't solve, we can't do it alone, right? It has to be with our hyperscaler friends. It has to be with our system integrators. It has to be with our software vendors, you know, SAP, AWS, HCL, VMware, we can all come together and solve those problems, right? And that's the ecosystem approach that we're also trying to instill in our culture here at VMware, as well as talk to our customers in a joint way. And the ecosystem was brought up this morning during Ragu's keynote where he was talking about as things evolve over the next few months and year, the significant investment. He mentioned R&D and the second one was partner ecosystem. And we already knew how important that was to VMware, but to hear that from the CEO, I'm sure, was music to your ears as a technology alliance partner. It was. And I asked this question to Sumit yesterday and the conviction behind the importance of the partner ecosystems is true music to my ears. And second is with all of those investments, we expect a lot of these initiatives that we already have in play is going to accelerate. And that's fundamentally game-changing in my opinion. Definitely. And from my standpoint, because I run the system integrator business for VMware, we're trying to position our system integrators in a way to leverage that investment that drives not only their services, but also our products, right? Typically we focused on our products and how do we sell our products through system integrators. I'm more interested in driving the services for our partners because I know once they drive their services, it'll drive our product adoption as well and consumption too, right? So a big part of what we're trying to do is, get ready for a consumption model, right? How do we partner with HCL under their offerings to create more consumption of the products that we are selling through, through their offerings as well as the direct sell that we do with our customers? Right, and deliver much more value to the customer, allowing them to really maximize the insights from the data to allow them to be competitive. Last question for you guys. As things change and evolve over the next few minutes, what are you most excited about in terms of this long-standing partnership going forward? I think one of the things that I'm most excited about is two things actually I'm more excited about. One is we've already started on a journey that I think will accelerate significantly with the level of investment that's coming through. And the second piece that I'm really excited about is the services notion that has been attached to it. Let me explain to you in a minute. What I really mean by that is, we have our own professional services, for example, right? The metrics that we are driving through our professional services doesn't always mean that we're working and scaling through our partners because sometimes we end up competing with each other. You know, in the new world, I fully expect that our metrics to be aligned and be using partners as a mechanism to scale our own business. And that's what I'm really excited about. Now, everything Morty said and just helping solve some of the problems, technology problems across a customer landscape. So yeah, I think it's going to be a phenomenal next few years of the joint partnership and more. But yeah, really looking forward to what we can do together with our partner ecosystem as well as customers. Sounds like you've generated that flywheel from cloud chaos to cloud smart. So we can't wait to keep our eyes on that and hear the successes continued from both companies. Guys, thank you so much for joining Robin. Thank you for having us. Thank you very much for having us here. Thanks. For our guests and for Rob's Dutch A, I'm Lisa Martin. You're watching theCUBE, the leader in live tech coverage.


Well, this is Sarah Miller, Director of Partnerships at the Patient Safety Movement Foundation, and today we're going to talk about the topic of person and family advisory councils, also known as PFACS. And so we're so excited to be joined today by two very valued individuals within our network here, Edwin Lofton and Armando Nalm. So before we get started, I'd like to turn it over to first Edwin to have you introduce yourself. Well, Sarah, thank you so much, and it's such an honor to be here, especially to be able to share the audience with Armando. My name is Edwin Lofton. I am the Senior Vice President of Integrated and Acute Care and Chief Nursing Officer at Parish Medical Center in Titusville, Florida. We're in the Space Coast of Florida. And we've been fortunate to be a member of the Patient Safety Movement Foundation since 2015. Great. Thank you. And I'll pass it over to Armando. Yes. Good afternoon or good morning, depending on what you are. My name is Armando Nalm. I do live in Atlanta, Georgia, and I'm honored to be here and participate, especially because I have such regards, high regards for Edwin. We were at his organization a little while back and we were really impressed with the work that they're doing. So thank you very much. Great. Well, we'll start off by just asking the two of you, you know, what is a PFAC and what are the typical expectations and objectives for PFAC? I'll give it a start here. So really, you have to go back to the definition of person and family-centered care. Health care today cannot be the way it was 10, 15, 20 years ago where the physician or the clinicians told the patient what their plan of care was. We have learned the hard way that we have got to have the person in their family integrated into and really leading the direction of care. By using a PFAC or patient and family advisory committee, we actually get input from members of our community, people that we've had the honor to serve that allows us to design systems that are safer, more integrated, and focused on what that person's individual goals are. Great. Armando, is there anything you'd like to add? Yeah. I think that patient and family advisory councils are just one component in the delivery of care. As one component in the all overarching methodology of high reliability organization. And unfortunately, in health care, we're a little bit behind when it comes to that. Now, many organizations have reached that high reliability level that, say, for instance, the airline industry or the nuclear industry has. And so bringing the patient's voice, we're behind. And I was very thankful under the Affordable Care Act when CMS or the Center for Medicare and Medicaid Services announced that this work should start and be meaningful because you need to bring the patient's voice and everything that you do. And otherwise, you really can't move forward. And you cannot deliver great health care unless you bring the patient's voice into next. Because we have a different viewpoint. We see it from a different lens than you do. Absolutely. And who's typically involved in a feedback? So when we get into this kind of work and we work with an organization like Edwin, where they want to embark on to this kind of work and establish a patient family advisory council, the number one, what I think sets us a little bit apart from other organizations that do the same kind of work is that we base it on quality and safety. I've always believed that quality and safety should be at the forefront because when it's all said and done, if we were to go out in the street and ask anybody out in the street, any patients at large, what is important to you is that if I need to have any kind of surgery or knee replacement or hip replacement, is that I come in, you perform that surgery and I go back home safe and sound to my family. That is the first and foremost thing in everybody's mind as a patient. I don't want to be readmitted with complications. And so quality and safety to me is at the forefront of this kind of work. And the people that, you know, when we establish a PFAC, not only we want a even number of staff members into that council and community members, but we encourage the organization to look into these community members that have received back care, that have had an adverse event under your watch. Perfect example is what happened to my son. I lost my son under your watch. And so bringing this, you know, I always say the good, the bad and the ugly, right? It's good to have a person that says, well, you know, your food is great and your nurses are great and your docs are the best in the world. Okay, does that person really help you move the bar forward? Not really. And then there's the so-and-so person who's the complainer.  And so bringing somebody like me, not obviously at the beginning when I'm grieving, but down the road, as Edwin has done so wonderfully, is to have that voice that says, hey, wait a minute. Yes, you did hurt my son. It was under your watch. But I saw certain things and I can help you. I can help you so this doesn't happen to another family. And that's really the goal. As I follow up, Armando is exactly, I agree 100%. In our case back, we have built it primarily with people that we could have done better with. Our founding member, Patty, her son was a quadriplegic. And we were not providing the basic nursing care. And when she confronted me with who is my son, what's his name, when's his birthday, what does he like to wake up to? And I could not answer a single one of those questions. I was embarrassed. I was embarrassed for my organization. I was embarrassed for ourselves. But because I was willing to stop and listen to Patty, we gained trust from her. And she and others have helped us as an organization truly make a difference in that quality and safety. And one example is we were initiating Care Team Rounds, which is where we bring the physician, case manager, nurse, and a variety of people together to discuss the plan of care. And we started off by doing it in the room with the patient. And so we had our PFAC members join us after about six months and watch it. And the feedback we got from them was invaluable. They said, it looks like a herd of cattle going in and stampeding into a patient's room. We need to do it so that it is not such a large number of people. It needs to be soft. It needs to be a sit-down conversation. So we've been able to make some meaningful improvements in those Care Team Rounds involving the patient and the family differently and more and really improve the outcomes. Yeah, Sarah, can I add one more thing to that? Of course. Yeah. You know, I talked about bringing the patient's voice, but it's equally important from the staff side to have the voice, even of the people who are the critics, the ones that, why are you doing this? It's a waste of time. So you have to have that buy-in, not only from leadership, but for instance, legal needs to be involved. And communications and marketing needs to be involved because otherwise, if you don't embed this whole process and this whole idea of patient and family advisory councils into the fabric of your organization, again, you're not going to go forward. And we've seen so many PFACs that started by checking the box because, you know, they said, okay, everybody has to have a PFAC. Yes, we have one. But when we go and really check what their PFAC structure is all about, we see just that, they just check the box. They don't really do any meaningful work. And so it becomes like a focus group. And a year later, it's dismantled. It's no longer in operation. Mm-hmm, great. And Ed, when I know that you gave a few examples to kind of elaborate a little bit more on the feedback that you all have received, but, you know, what successes have you seen from your PFACs? And how have you measured impact in the past? Well, as I said, with the care team rounds, we've had strong measures of that, patients achieving goals as we've set them. We have also used them in some of our clinical processes. One of them is, when do we get the meal tray to a diabetic patient before we give insulin? And so, you know, from clinicians, we know what steps one, two, and three are. But when we brought the dietician, the patient, the family, the son, the daughter into the process itself, we made changes. And actually we have measured clinical outcomes to hypoglycemia as compared to those changes that we've made, and we've improved care measurably within that process. Also in how we set up discharge appointments with our primary care physician, by listening to the PFAC, instead of telling the patient and the family member when their appointment is, we need to stop and listen. We need them to tell us when they have the transportation, when it's convenient for them to go. And the rate of misappointments has dropped by greater than 50% because we chose to listen to the patient and the family. Wow, that's so great. That's great. Next question for you, Edwin, is what recommendations do you have for organizations that would like to start a PFAC? Don't wait, start, listen to your community. Stop the madness. We're all busy. I mean, coming here, I just left a meeting with leadership and where we are trying to balance nursing staffing out in our med-surg areas. We're really challenged right now. We have a high volume of COVID patients and a high volume of other acuity patients. And earlier today, we were getting into a frenzy. And this is a time where we have to stop, slow down, go into a person's room, ask permission, have a seat, have a conversation with that person about who they are and what their goals are. When we as healthcare experts, and I say that laughingly, stop and listen to what our community needs and what the person needs, our job gets so much easier and we can see remarkable results. But for organizations, make the choice to do this. Do not wait, don't put excuses up, listen to your community. Good, thank you. And Armando, next question for you. What recommendations do you have for patients and families who want to get involved in a PFAC? Well, I always recommend any organization to start with what Edwin was talking about. You have to start with the conversation. You have to start by sitting down with your patients and find out, and really, you have to be in a whole different mode. You have to be in listening mode because you have to give that time and the respect of the things that the patient's family members want. Once you have that and it's really, you have it embedded into the organization where you have total buy-in from your leaders, your leadership, then people always say to me, how do I find patients? How do I find people like you? Well, I guarantee you, they're already in your hospital and Edwin will attest to that. They're already there, so you don't have to work hard. What is difficult, and I will say this, is that I can count in my fingers how many hospitals are like Edwin's hospital which will bring a person like me into clinical work. Most organizations shy away from that and I will attest to the work that I did at MedStar Health where they knew that my son died ultimately of sepsis and they said, how would you like to lead the sepsis system-wide initiative? And I freaked out to tell you the truth because what do I know about sepsis except that I lost my son to it? But clinically, I know nothing. Well, I didn't have to know everything about sepsis. In fact, I had to know nothing. All I had to do is watch and then give my perspective of how I sell things. And I don't need to tell you at MedStar One all kinds of awards on the sepsis initiative but we have organizations that call us now and say, how do you do it? How do you bring the patient's voice into clinical work? It's not difficult. In fact, I was just asked this yesterday, can you think of any project that you don't bring the patient's voice? And guess what? Zero, none. There's no project that you cannot have the patient's voice on it. I can't think of one. Maybe Edwin could think of something ever but I've yet to find one. So finding the patients is the last thing that should be on your mind. It's what Edwin mentioned. Start with a conversation and start talking about it and don't waste time. Don't wait because the organizations that have done it, they always say the same thing. Why didn't I think of this three years ago? Why didn't I do this five years ago? Great, well, we thank you both so much for the great insights and for taking the time to speak with us today and with that, I'll close this out and thank you again. Really appreciate it. Sure, thank you. Thank you very much. Always good to see you all.


Would you rather pay $650 or $66 for a smart phone? Simple.  Better service, bigger savings. That's today's Appalachian Wireless. Jeremy Jess is joining us now. Jeremy, tell us a little bit about what's going on over toward Eastridge. Thanks, Chris. I spoke to David Ramey on the phone. He's a high school teacher over at Eastridge and he's explaining to me about a program that he has going on with the students currently. Students from Eastridge High School have not only been busy with their studies, but they have been packing up gifts and everyday necessities that we sometimes take for granted. Operation Care Package is an annual fundraiser by the Eastridge High School students to support our troops who are currently stationed stateside and overseas. Your Eastridge High School teacher, and I know I spoke with you a few months ago and you were helping the students at Eastridge prepare some special gifts for our brave soldiers. Tell me about that. Every year the students at Eastridge, prayer warriors, organizations, and the general student population along with teachers and all the staff get together donated items and donate money for shipping to Operation Care Package. Some of our troops are away from their families over the holidays. All of this has come from local donations, teachers, students, families from this immediate area. Could you tell me a little bit about what's being sent? Because I know you said you're sending stuff overseas and then stateside, so I know there's certain things that you might be able to send, might not be able to. Snacks, any kind of personal hygiene items that are in small containers, especially hand sanitizer and those kinds of things overseas. And to the military people back home, most of those are actually our former students. I think Eastridge has probably put more students in the military over the past few years than any school that I know of, and I don't want to get any feedback from that, but we, our kids are so proud to serve this country. We even have a Marine Corps that's an alumnus from Eastridge High School, the Academy in Annapolis. Can you tell me too, this last round of how many packages you probably sent out? This last round of packages included 40 care packages. Most of those, as I mentioned a minute ago, Qatar and Kuwait, several of those went to those two places and we actually have male and female military personnel, so the kids sent care packages to, tell me what does a soldier mean to you? Soldiers are people who allow me to be with the sign over the door and I don't have to be afraid to ride away from me in this nation. I can say what comes to mind, I don't have to worry about feedback from the government because they're defending my freedoms, and Gals audited that this country. How proud are you of your daughter for participating in this program all these years? I cannot say enough about how daughter is. She grows in every year, she encourages her classmates to donate. This is her fourth year, her senior year, year for four years, and he did that too, and she actually came up while he was in high school and helped box and set select packages, and this is probably her last year doing that, and I'm really proud of both of my kids and my wife. It's come by on a few occasions and corrected traffic with help boxes, so you know we're a family and we're a warrior family and we're very close knit. What do you want to say to your students who have put their time and effort into preparing these packages? Absolutely take the attention off me, you know, if I'm anything, I'm no more than just a spokesperson, I'm just a mouthpiece. The kids are the ones that do all the work. If you congratulate anybody for any of this operation care package, congratulate the students and the other members of the faculty and everybody that donates and puts their time and money and items in on this, I cannot be more proud of these kids every year. You know, I will say that I really do appreciate what you all do and it's such an inspiration, especially to kids that are coming up there that might be, you know, the future freshmen, future seniors, so I feel like what you all do is you're creating role models and opportunities for these kids to grow and I really do appreciate your time today. Thank you, I appreciate the coverage and hopefully this will give us maybe some more exposure next year and some more donations and again, the emphasis is not on me, I use the floor of my classroom and that's my open input to the entire project.


I think that we're motivated by one another and I think we're fighting for one another. I want a voice in my company but I want my whole like all my co-workers deserve that. We all deserve a voice. We all are frustrated and share our concerns and we should all be able to have a say in what's happening at our workplace. You know it just feels like a hierarchy and it's like okay well the top gets away with it but anyone at the bottom does not you know if you can get away with something and we can you're not even gonna listen to us then this is how we get our voice to be heard. Starbucks workers are continuing to push forward unionization drives across the United States. On April 11 workers at two Starbucks outlets in the states of Massachusetts voted unanimously in favor of forming a union. The win you can you can just feel how excited everyone was in the room you could just feel like how much support we've had to like we had um at our ballot count um we had like a party for it you know we invited our co-workers who were in the in the vote but we also invited baristas who have recently filed to petition we invited baristas who haven't filed we had we had invitations for our regulars and they showed up like to see like other people in unions to see other baristas to see our regulars like that moment was just so special I'm just so happy I could share that with all of those people who have been a part of the movement. The two outlets are the first to unionize in the state. The total number of unionized Starbucks outlets now stands at 18. I mean it's one of the first steps to filing is getting those cards signed and when we started handing out cards it was December 13 or it was December 10th. We were really early in the process like there was only Buffalo in Arizona so we knew if we filed if we'd be in the first in the state we would be getting you know attention from corporate and I am still like so so incredibly inspired by every single one of my co-workers that signed a card and even the ones that like couldn't sign a card like I respect them and I am so proud of all of us for like going through that and I found I found that to be really inspiring because I know that they they knew that they could be putting their job on the line when they signed that card. The Starbucks workers united and affiliate of the service employees international union has been organizing workers to form unions in Starbucks chains across the U.S. It has so far successfully conducted 19 union votes. Meanwhile dozens of other stores across the country have either begun voting or are close to conducting a vote. In December 2021 the first Starbucks store in the U.S. was unionized. Workers at the M. Wood Avenue Starbucks store in Buffalo New York voted 1988 to unionize. You know when one store unionizes there's often a domino effect a bunch of other stores start to unionize too they start to like you know reach out to us how can we do it too because once they see that somebody like them can do it like then they want to do it too like seeing the breezes in Buffalo begin that process and go through it all like I felt like if they can do it we can too you know and so I think we're motivated by workers who are doing this and then we continue to motivate one another by being supportive. The unionization efforts are taking place despite hostility towards workers from the top management of Starbucks and large-scale union bursting and so I got in contact with the union rep and we were talking and he's like well as long as you can get at least 30% of your store you can file for an election we got 63% and so yeah it was really great and so when we got our 63% we filed and immediately we were kind of seeing like the district manager coming more we were seeing like posters up about like how like the petition holds legal weight and like be careful what you sign and if you don't want to sign it you can take it back just because you sign it doesn't mean you have to vote yes in the election and it was just very like almost like anti-union stuff. There were definitely times where like I thought about it and was like oh my god we are going up against a multi-million dollar corporation a corporation that has been rooted in in anti-union tactics that has fought unions and suppressed them for successfully for a long time and it did feel often like the odds were against us but we didn't really let that stop us you know and I think that like we just kept going and like we ended up doing it so I think that like that is the big takeaway is like no matter how big your you know your your foe may be you know like you you can still push through it you can still do it especially when you have the power of you know numbers of people coming together we only get a certain amount of labor per shift and so I know they can offer us more labor you know I have like three people on the floor sometimes and it's so busy I've got like 15 customers in the lobby I've got like 20 people in the drive-through and everybody's working as fast as they can as hard as they can and it's still like not enough and we can never catch up and so we just want more labor hours I know they can offer it to us you know I've seen the pay increase that Kevin Johnson has had and it's just crazy to me how you know they can keep making more money but yet they want to limit the people on the bottom it is a violation of federal labor laws for employers to take actions to retaliate against pro-union workers including termination surveillance or other forms of punishment the allegations of union busting have only grown after the return of Howard Schultz as the interim CEO of the chain Schultz has been on a tour to hold collaborative sessions with workers in different outlets to persuade them against unionization I definitely think it's like a hierarchy thing I don't know if anybody has seen the video about the Howard Schultz he's like I'm not anti-union but I'm pro-starbucks and it's kind of very interesting that you know he would say that because it just feels like he wants the people in power to stay in power and control everything else in between nevertheless the unionization drive is going strong according to Starbucks workers united workers from over 200 out of the over 9000 Starbucks outlets have already approached the national labor relations board expressing their interest in conducting a union vote over a thousand workers across these outlets have become a part of different organizing committees as well it's it's every day now we get an inquiry on how to how to unionize how do we get this process started and so it I think it's just going to continue to grow massively for for quite some time um and I think that's because like we we struck all the iron is hot like we we've been like going at it like we haven't really stopped the organizers who have been invested in this have been like fully invested in this people have put their time and effort into a job you know time is money but money is not time and so I can never get back these three years that I put into Starbucks I can never go back to anything and you know the year and a half I missed the schooling to try and promote and work my butt off for this job I'm never going to get that back I'm never going to get that back and so what we want is we just want a better work environment the community solidarity and the customer support is is really important to Barista's right now and that's been something that has really motivated and helped us get through some difficult times so that's something that we're super appreciative of and we we certainly owe our victory to the community solidarity that we we had throughout all of this


But first, here's a neat diagram of some word classes. Zbovla is on top, and it just means a lojban word. Last video, we talked about the brivla, predicate words, which consists of gizmu, root relations, lujvo, compound relations, and fuhevla, lone-word relations. We also mentioned shmevla, the name words, and all those other little words are called shmavo, or structure words. By the way, what's with all the vla endings?  Zbovla just means lojban word, brivla means breedy word, fuhevla means copy word, and shmevla means name word. Within the shmavo are the gadri, or articles, and the typicals. And those two are what I'm going to talk about in this video. There are online references to the gadri and the typicals in the link down below in the description. By the way, classes of shmavo are called selmaho, and there are, as far as I can tell, 116 lojban selmaho. Selmaho are written with capital letters, where lowercase h is the capital letter for apostrophe. Now I dug a little deeper into why apostrophe and not h. Firstly, apostrophe does not have to be pronounced as the voiceless glottal fricative h, but can be pronounced as any unvoiced fricative not already in use. And that wouldn't be confused with any other in use, like maybe th, or a cat-like hiss. H is just the default. Secondly, while the letter h is considered a consonant, in lojban apostrophe is neither a consonant nor a vowel, and it doesn't count as one. For the rule that brivla must have a consonant cluster, apostrophe doesn't count as a consonant, so rather than confuse things, the letter h is not used. Thirdly, there has to be some kind of buffer between vowels when they don't run together as a diphthong, so niho versus neo. And it has to be something other than a pause. So the apostrophe works pretty well. It's like a voiceless vowel glide. John Cohen of Complete Lojban Language fame wrote about this in number 12 of the Juhi Lobo Pli Journal, linked down below for those who are interested. With that out of the way, let's get back to the gadri. There are nine schmavo in the gadri, and they come from sel-mah-ho-la and sel-mah-ho-le. The typicals contain the leftover two schmavo in sel-mah-ho-le. So let's talk about sel-mah-ho-la first. The canonical schmavo for this sel-mah-ho is, of course, la, and as we've seen before, it converts a schmevla, like hobbit, into a sumti. So la hobbit mulatu means hobbit is a cat. You can even put more schmevla in there.  By the way, you can combine multiple dots into a single dot, la fuzz face mulatu, since there's no such thing as a double mandatory pause. La can also be used to convert a sel-brie into a name. Remember that ridder-hobi also means hobbit? So we can say la ridder-hobi schu mulatu, and it still means hobbit is a cat. Or even la mulatu schu mulatu. Cat is a cat, if you're particularly unimaginative in naming cats. My name is Robert. Mi sel-schme la Robert. My name is Rob. Mi sel-schme la Rob. My name is Rob. Mi sel-schme la Zer-le-ha. Yeah, no. The next godry in sel-ma-ho-la is lai. This is called the name-mass article, and it's used when you're referring to a group that collectively has this name. For example, the masons. It would make more sense to talk about the masons not as a name, but as a named group. So lai-masons, bejri, the masons are an organization. Or maybe the band-tul, lai-tul, sgigri, tul is a band. The final godry in sel-ma-ho-la is lai. This is called the name-set article, and it's a little harder to describe. I tend to think of it as used when the predicate selects an individual from a group, or selects something common to a group. I know that doesn't really help, but if the brib-la that you're using in the sel-bri says in the dictionary that it requires a set as a sum-ti, then use lai. For example, shuk-na. X1 chooses member X2 from set X3. Perhaps there is a box with cats in it labeled cats, so mi-shuk-na lo-he-kri-mla-tu lai-mla-tu. I choose a black cat from cats. Or maybe le-mla-tu-shuk-fad-ni le-ka-se-pag-bu lo-re-blah-ke-la-hi-phelides. The cat is typical in the property of having a tail among phelidae. And that is the complete set of shmavo in sel-ma-ho-la, la, lai, and lai. By the way, want to know how to lojbanize a name? This works for most languages. In general, just spell out the sound of the name using the sounds of lojban. Change h between vowels to an apostrophe, otherwise leave it out or change to x. Ng can go to n. Otherwise, do your best. If the result doesn't end in a consonant, stick a consonant on the end. S and N are preferred, but any consonant that sounds good can be used. And there's a full list of other rules in the link down below. Finally, stick dots at both sides, and you're done. Lojbanize your name. Now, let's talk about the six gadri in sel-ma-ho-le. The first three are le, le, and lehi, and correspond to la, lai, and lai, except the article means that you have a specific instance of the thing in mind, like the English article the, so le-mla-tu, the cat, le-mla-tu, the cats as a group, lehi-mla-tu, the set of cats, le-mla-tu, sel-sme, la-mla-tu, the cat is named cat, le-mla-tu, shu-shatra, le-mla-tu, keldai, the cats killed the cat toy, mi-shu-chna, lo-he-kri-mla-tu, lehi-mla-tu, I select a black cat from the set of cats. Now for non-specific or general instances, like English article a, we have lo, loi, and lohi, lo-mla-tu, a cat, loi-mla-tu, a group of cats, lohi-mla-tu, a set of cats, lo-mla-tu, shu-shersi-mi, a cat follows me, loi-mla-tu, shu-shersi-mi, a whole bunch of cats follows me, no-mla-tu, shu-mu-pli, lohi-mla-tu, no cat is the leader of a set of cats. Finally we have the typicals in Selmaho le, these are le-he and lo-he, le-he means the stereotypical while lo-he means the typical. So for example, when you say roses are red, you might actually mean the stereotypical rose is red, so le-he-roz-gu, shu-hun-re. And you can say the typical feral cat is unfriendly, so lo-he-shu-sher-mla-tu-shu-na-pendo, and that covers every shmavo in Selmaho le and la. All of these create sumti for use in Breedy. In the next video I'm going to cover numbers so that you can say things like two cats or all cats, or half the cats, or enough cats, or no cats, or the third cat, or seven of nine cats, or the cat a twice, or every cat is fuzzy, or errata. This is the section where I talk about some of the mistakes I made in previous videos. One of the most glaring errors is the use of pu, thanks to Keldwick Chaldein for pointing this one out. Pu is a tense shmavo, which means to put the time in the past. I said that you put pu at the beginning of a Breedy in order to make it past tense, when in fact you put it just before the selbri, and, if present, right after shu. You can put the tense before a sumti, and it binds to that sumti, but then it becomes an extra place in the selbri. In pu-lory-do-hobi-shu-hab-ju-lo-tums-ve-kev-na, we have no X1 position, so we're just saying that something dwells in a hole in the ground prior to a habit dwelling in that hole in the ground. But you can break that binding using ku, which terminates the tense. With the tense on its lonesome like this, it now applies to the entire Breedy, but also adds emphasis. That's a little more detail than I really wanted to go into for this correction, if only I had gotten it right in the first place. For example, shuh-na.


It's quite interesting to come after people who've been talking about projecting onto clouds and animating prehistoric animals because I'm really talking about something very today, very kind of normal and ordinary. I'm talking about how we can make better services that all of us use. The reason I'm here is that we've been taking a little bit of the culture of making and prototyping and making things quickly to try and solve bigger problems. We're just coming to the end of a project that I'm sort of going to talk about it, where we've been helping the NHS understand how to help older people have better deaths. I'm not really going to talk about all of our findings and learnings back to the NHS. I'm going to talk more about our approach and how we've worked and the things that we've understood. We thought everyone, we're really new, we were founded, to be honest, we didn't really start properly until probably January. Last year we found that Marflenn Mifox did the Dembuilby lecture on machine one, which some of you might have seen, which was talking about how we ought to be able to make technology before everyone. We ought to be using it as a force for good to drive equality as opposed to just money making. It's taken us a little while to work out how to do that and what it looks like. To be really honest, we probably don't really know yet, but I'm thinking right now is that there's the gap. There are people who have everything. The worlds that are opened up to you, the small maphoni in your pocket and the first internet connection aren't there before everyone. There are 12.5 million people in the country who don't have basic digital skills, and that means that their lives are harder. Can we start to create not only ways that that gap can be closed, but can we speed things up? We're a really small team, so it's not really possible for us to do enormous projects, which means that we need to do things quickly that have impact that people can understand. The areas that we're looking at are the skills. This isn't only the skills of people who may need to learn how to email. We're really interested in the skills of commissioners, how much to appease, really understand about the internet as they're legislating. To maybe try and turn some of those things that are a bit buzzwordy into proper things that people understand and can talk about and have opinions about. The team that I'm looking after is the services, and we'll talk about that in a moment. The other thing that we're really interested in is ethics, because it feels like there's lots of slightly hidden things and there's lots of things that people who understand them. People who understand the blockchain can have a very different conversation about the WP app that was recently launched that's attracting people's spending to people who've just heard it's cool and think it's new and interesting. There's lots there. I will be talking mostly about the work of this group. Actually, not everyone is there. There's a couple of others too. We've come together over about six months this year to do some prototyping. I have three bits. I'll be talking about our understanding of the prototype. I'll be talking about how that has helped us do the hardest thing first and then a little bit about our understanding and the value of that. The theme is can we make small things that help us to understand large problems? A thing that I'm really interested in, our ambition, is can we make the things that really weren't for everyone? By everyone, in Croydon, for instance, there are 15 families who use something like half of all the public service provision. People who really need help. Normally, the thing that happens is the services aren't made to work for them. The things that are made to work for them are the key workers who work around them. For things to really work and to take the flight and to be manageable over time, they have to work with the people who are providing the service too. We've seen lots of things in the public sector, lots of work-arounds. The number of doctors I've spoken to who find it quicker to watch out for a picture of a patient rather than logging into the system, finding a colleague, bringing them over. For things to work, they need to work not just for the people who need them most, but they need to work for the people who are using them. Lastly, they need to work for all of us because a good service that we're paying for ought to be changing and improving our lives all of the time. That's a very high ambition and I don't know if we're really able to achieve it, but we can try. Just quickly about what our thinking is about prototypes. It's really important to say that we're not at a point where we're building pre-alpha software that's about to go into deploy. This is more things that help us to understand the problems, things that we can show to people, things that we're able to talk about. The thing that is really uncomfortable there is how do we do that without going too far into speculative design? How do we do it without looking like we're talking about the futures that aren't really attainable? A thing that I suppose is really clear is that if you can't imagine properly a thing that you're making, it's very difficult to work out how to make it. If you're talking to people in the NHS, if you're talking to people in the government or a person who works in the library, it isn't up to them to be understanding the implications of machine learning. The job is different. They have no frame of reference or ability to understand, but because they have an expertise, they're likely to have a very compelling story. A thing that happens loads that probably everyone has seen is that the problem with imagining things is that everyone imagines a slightly different thing. Then it never really happens or it's terrible or it's really complicated. It's like little nuggets that show the possibility in order to bring everyone together. The reason to do that is to work out how to do it. I have an example I'll talk about later where we spent quite a long time trying to make some fancy software. When we realised actually the problem was the people who the fancy software before didn't have an internet connection. We understood that very clearly by trying to take it in a tester because it was un-testable. In that example there, the first-order problem is giving them internet, which you're able to start thinking about now, not in a year and a half as the project is about to launch and then it goes wrong. I'm about to do a really horrible thing, which is I'm showing the Gartner hype recycle, which is very grim. The reason I'm showing it is because there's loads of people thinking about this. There's loads of people thinking about all these things over here that are going to happen in five years. They're thinking about the robots and AI and the fancy clever things. But not very many people are thinking about slightly more boring things about making it work now. The thing that tends to happen is if you're over here, zooming off over here, there aren't many people who are looking backwards and thinking, how can I take everyone with me? That is really the thing that we need to do and start thinking about. Actually, if you're in a local library thinking about how to help people use your service, which is over here somewhere, it's not very clear to you if everyone is talking about the clever things about can we automate this, can we make an app, what it actually means. There's lots of bad decisions that are made. To try and move this on, we've been making things. This thing here is a piece of paper with very low tech. There's a lady holding it, giving it to another lady. This is demonstrating a little bit of what we've done around creating an entitlement that was taken before older people. Where you would, for instance, be able to walk into the pharmacy and they would know it's you and have your drugs ready, if you order a macabre, it's the right sort that you're able to get into. Those are things. When we started to think about it, the thing that we realised is there were loads of ethical problems. Prior to thinking about any of the technology or any of the data or any of those are things, the things that we needed to know are, is this a thing that people actually want? Is it very comfortable to send messages to others? Is it feasible? Just as a really simple way of understanding that, we have a piece of paper. The great thing about the piece of paper is that you can show it to anyone and they understand it. I don't have to talk about it for the five minutes, it's really clear. As I was saying earlier, the more that you understand and crystalise a thing, the easier it is to make it and to understand the problems of making it. I will just quickly show some of the different kinds of prototypes that we've made. You'd be quite correct to think that this looks chaotic. There's all kinds of slightly different things that do slightly different things. They're not really drawn together by a kind of common methodology, but they're all different ways of trying to get to the heart of a problem. These here are some postcards that have RFI details in them with audio clips. This was the thing I was talking about earlier where we were thinking about, people in care homes who might be quite isolated, who are quite often quite depressed or lethargic and can find it quite hard to be motivated to pick up the phone or those kinds of things. Could we create quite a simple kind of giving service where you can send a card to a person? Our end-to-end experience involved phoning up a phone line, leaving a recording, and then that got turned into the RFID chip. This felt to us as people who've been thinking about glanceables and ambient tech for ages, to really, really nice thing. Maybe it is, but I don't think it's a thing that anybody wants, but that's the buy. A thing that we learned about it was that actually there's loads of technology in the care home. There's loads of technology that could allow people to communicate. The problem is that people don't have it. It's not that we need to be creating new products. Actually, that feels quite obvious, but it's quite a brave thing to say. It's quite a brave thing when you're talking to the NHS who have lots of innovation funds who are trying to be really sort of modern and forward-thinking and have dozens of groups looking at interoperability. You basically must say don't make any things put internet in. It's almost too easy, but sometimes the things are. This was part of the same project. This is a bot where people could ping each other anonymous gifts, so it might be a recipe, a song, a picture, because we did quite a lot of work specifically, I suppose, looking at the value of reminiscence and reciprocity. There's a really important thing that most people don't really want to be helped, really, and that you get a lot more out of an experience if you're given meaning and the ability to help another. This was an exercise in trying to understand that. We will look at this slightly more in a minute. This is probably getting a little bit more into what people think of as a prototype with some software that the front-end works. It doesn't really speak to anything, but it gives you a demonstrator capability. In terms of context, I think this here took a day and this was more like a month in terms of thinking about the whole experience and the user needs and the context. Then we'd like to add to the general chaos of trying loads of things and seeing if it works. We experimented with putting a few things out on the internet, quite simple sites that try and help us think about or speak to bigger things. This here is a site where people can go and tag legislation that will be affected by Brexit. There's three and a half thousand, 35 thousand. There's loads of laws, basically. It's not really known how big the problem is. We've, as an experiment, created a crime-sourcing wiki. The big project that I was talking about that's taken up lots of time is thinking about care for older people at the end of life. In a way, this was quite a silly thing to start with because it's really, really hard. Dying is the most profound thing that ever happens to us. The NHS is the most complex disorganised organisation. There aren't many people who've created technology in the NHS and come out of that kind of cheering. We've done it quite quickly for a thing that it is, but it's still six months and we're still writing up. I hope some of the things can make a proper change, but I'm not really going to talk about the end result. It's more that this experience of thinking about what older people and the people around them need at the end of life has really helped us to understand how important it is to sometimes tackle the hardest thing first. The classic thing if you're in a meeting at work when people say, I don't know, easy, easy, or on those horrible Boston box things and you're grouping everything. It's often really attempting to do the easy things first, the easy quick things, and that actually doesn't always really help you because if there's 100 things to do and you do 99 easy things, and the 100 is really, really hard and is going to take a year and a half, then that doesn't, I suppose, add to the general quality of understanding. One of the ways we've done this is by really thinking about and understanding people's experiences. So this is an experienced map here that you can't really see. But the thing to note, this is about Mike who is at the beginning in his sixties and quite well and over the time he becomes quite unwell. And the things that we've done is we haven't prototyped things for this whole end-to-end experience. We've looked at, I'll just go over here, the hardest bits, this is really long, it carries on and on and on and on and in here there's about six points where there are lots of people talking to each other, where there's lots of information moving around, where there's lots of change happening, where the actors are not sustainable. And we've chosen to begin there and to kind of take those moments apart and prototype those in the hope that that helps us understand how to make those work. And partly this is in a very emerging understanding about work. The kind of clearest thing is the principle that we ought to be creating things as a message for the people who need it most. Everybody had seen this. It is not true. And I think every incremental change helps. And it's been really interesting looking at the experience of older people. Britain is now the oldest it's ever been and we will continue getting older and older and older and we will live longer. And yet no one really talks about it. People aren't present in the world. I think if I'm lucky I will live, I'm estimated to live when I'm 98. That's a long time, that's a lot of life and there's a lot of living there. So actually it feels really important to address the problem of those people who will be becoming, I suppose, like us, everyone here, I hope, will be coming on person. It's important to all of us. And the thing that we've seen is actually it's not like the niche, it's not like the liars. They're the people who experience the kind of true NHS experience. Because if you're being seen by maybe the six doctors in the three hospitals and you have a district nurse and an occupational therapist, it's like the absolute exploding point of all these systems that don't talk to each other. The three appointments that are booked to happen on a Tuesday afternoon are opposite ends of the city. But actually if we're able to get experience of those people who are generally marginalised and not really thought of as being at the heart of the things, then actually we ought to be able to get them right for everyone. But like a lot of the time when we talk about accessibility, we're thinking about the standards, we're thinking about the design, we're thinking about the code. We're not thinking about the whole experience and situating in a place that people who need it are really able to use. And I think actually prototyping making tiny things is a good way of learning and understanding this because lots of the patterns that we're accustomed to are made for the people here. So when you go to a service and it says, in the Facebook, that presumes you have a Facebook account, for instance. And it's kind of interesting. A thing that becomes attractive to me about making lots of small things and seeing how they work is that it's really different to the things that are happening in the valley. This here is the people who write the Facebook timeline algorithm, all eight of them, all men. And they're making choices about the things that 1.3 billion people will see. So actually, there becomes, just as an intellectual exercise, there's something quite pleasing about moving away when there's really standardised things. Have I turned off?  Okay, cool. Can you hear me if I carry on talking? So the other thing, I don't know if anyone this is really good. This is a great post on Medium. Thank you. Which is about how lots of really common everyday things are designed for men. And this is interesting because men are generally bigger than women or children. And the seatbelts, say this here is a crash test dummy and women are 50% more likely to die in a car accident because the seatbelts are oriented to the amount of body. So if you think women are half of the people, hi, no. Oh, yeah, yeah. If you think that women are half of the people in the world, that isn't the furthest. That's like people who aren't men, right? It's actually not that hard to start just like widening out a bit and thinking about meeting the needs of others. And my kind of favourite worst ever thing I've heard about at the moment is Amazon have patented the design for noise counselling headphones that are interrupted if somebody said your name which is basically people in an office at Amazon have their headphones on and don't know when other people are talking to them so they've painted it a thing. Like it's really easy to just look out into the world slightly more. And like in health care where we've been working everyone's got really Google with deep mind about the power of machine learning when actually wouldn't it be great to book a doctor's appointment online, right? It's really, it can be really hard to go and meet important people at the Department of Health or the NHS and talk about really straight forward everyday things like booking the doctor's appointments when they think they've looked at the future. And so there's a value to making tiny things and taking them in and demonstrating them and showing the value and actually I ought to have said this earlier but like the idea that actually it isn't that those things that look really easy on the strength before word the fact that it could appear to be kind of boring and everyday doesn't mean it's easy. There are something like I can't remember maybe 3,000 doctor's surgeries or something like actually making something work in all of those is the challenge. And lastly so just going to talk about some of the things we've understood through making and this is a bit kind of niche to our project but in the NHS everyone is really excited about the idea of patient records to the extent that it has its own acronym you know PHR PHR is a thing and there's money sloshing around and actually it's really problematic because we have been found in prototyping and making that actually that isn't really a thing that is needed that a thing that is needed is something that gives everybody my voice. Talking to older people we understood that their need wasn't to carry the notes around particularly it was more to be understood, valued, heard and powered they have a lot of expertise in their own addition and other than people in the last year of life only spend about a month in hospital most of their life is lived at home or in a care home then the experts they also have the ability to manage it and there's an obvious problem patient records can go wrong they can go down the loo right the battery on your phone can die it can be locked out the ambulance can come and you're the only person who can get into the record but the reason that patient records are a thing is because they exist they exist offline every child who's born gets a book if you're pregnant you get notes and you carry those around this is a thing that everyone knows which means that a thing they're interested in making is the internet equivalent of the thing they know and what we've been trying to do is create other things to show them different things different refutures to finish I've got a couple of videos of the prototypes so this here shows you thinking about our collaborative health record this is the experience that loo would have looking at that thinking about it's about really giving her the right information at the right time I don't know if anybody here has ever looked at the summary record which we're all legally able to do a very very long list that goes in alphabetical order with lots of clinical language and terminology and long sentences that isn't really about giving people the right information at the right time that is relevant to the next thing they're doing and then we've looked at that from hang on let me just check that's the right side and then we've we've shown you that one what's going on Laura which ones have I shown okay we've shown this one so this one here is about thinking what's happening today what do I need to know it's relevant that actually this information over here is in a different database to this information over here because actually it's all about me and currently the NHS expects you to behave like you have beaches in the morning failing at the afternoon and dementia at night it's not thinking of you as a whole being so that's kind of allowing you to prioritise to think about things we have another version of that where you're able to print things off on the fridge and the family can edit it then where we've heard from lots of people that they want to be able to record consultations that actually it gets really angsty going going to the doctors and that generally the only thing you hear about it is a letter that comes to you like a letter from your consultant to your GP that is copied to you a month later that is slightly hard to understand so actually you'd have your own record then just turning it around we've been thinking about what your experience of this would be as a nurse having allowed someone to add their own information district nurse who's visiting that person today to have a different needs, to be expecting different language and terminology and importantly they have their own needs for capturing the thing that's happened that is based on our experience of going and travelling around with specialist nurses who would drive around from home to home and that actually if you're able to take your notes into the patient record after the visit they can then become available to everyone I'm very nearly finished but basically doing these things and we've made dozens of these kinds of moments that stitch together into an experience really helps us to understand what is standing in the way of making it happen it's not really about a kind of lovely speculative future it's about really thinking about the practicalities what's the data what's the infrastructure what are the skills and devices if it will take us three years to train all the people who commissioned the software and that will improve things more than creating extra software then let's train them now to create more change later on so in terms of the thing that's happening with the work we will be presenting it back to some important people at the NHS we have the potential for quite a number of these things to kind of turn into the next stage one of our challenges is we don't is how not to get absorbed into the five years of delivery how to kind of maintain lightness while actually making things that go into people's home we change their lives give them better opportunities and it feels almost amazing that sometimes those kind of conversations can be opened up by something as easy as a piece of paper that had the drawing on it but you know I think there's a chance and I'm very optimistic so look there we go thank you very much


Vice Admiral Bill Moran and Fleet Master Chief April Beldow answered questions from around the Navy during a live all-hands call. One of the topics discussed was the continuation of the career and admission program. Career and admission program is an option to delay or put your service in the Navy on hold for a period of time without losing the opportunity to come back. So in the current National Defense Authorization Act that has not been signed into law yet, there is a provision that we, the Navy, asked to be put in as a legislative change that expands the CIP program much larger than the current pilot program, which in effect takes it from a pilot to an institutionalized program. To learn more about the CIP program, see the NavAdmin.