You gave yourself with love to everything which you did and we just want you to know that the important thing is not the fact that you have been a director of source. What is important is how you impacted in the lives of generations and generations of young people and adults who passed through this institution because of the kind of teaching and the kind of leadership you exerted in this institution. We did have a sense that Paul was leading from the front. He knew what he was doing and he was able to bring people along with him. He had faith, he had confidence in you and he expressed that confidence in giving you independence. I never had the sense that he was looking over my shoulder. Paul Webley was a constant source of help and advice from the moment I joined the international programmes three years ago. He was unfailingly supportive of international programmes, the distance learning programmes of the University of London and to me personally in my new role he chaired our finance committee for example and sometimes chaired our board and I have to say he ran both either and both in an exemplary fashion, the Paul Webley style. I've been thinking a lot about how my relationship with Paul changed over the many years that I knew him from a very operational group that used to meet together in the Bloomsbury colleges and then we worked together very closely for a couple of years on a very difficult issue when Yulu was being reviewed and then during the year when Yulu was closing down and working with Paul it was an object lesson in courage and conviction and holding to a vision and being completely truthful always about what you were doing no matter how difficult it was and it was I learned an awful lot from working with him during that time. I was dean of languages and cultures faculty when Paul came to so I had to take up his directorship which meant I had to attend the weekly meetings of executive board every Monday and as soon as Paul took over the chairmanship it became much more decisive much more organized and his work rate was incredibly impressive he read every paper every word he was totally on top of everything which meant the wheel had to wake up and be completely on top of everything too. Although Paul was a master of detail he mastered his briefing documents finer than anyone else I've ever met he could memorize all the figures and where they were leading despite this semblance of control freakery he still had that entirely human gift of generosity to your space to discharge your responsibilities I think that Paul managed the people in the school extraordinarily well because I think his skills in dealing with people were absolutely superb. He was a great source of wisdom and support and advice and was always ready to lend a near he would share a problem and he'd offer direction whenever it was needed. For me one of the great bonuses of moving from the University of Exeter to direct the School of Advanced Study was to be working alongside Paul Webley again we have both been Deputy Vice-Chancellors at Exeter Paul there at Exeter was absolutely transformative he was in charge of resources which sounds dry and dull but what he did was to introduce a resource allocation model which set departments free to really move ahead and that was a very important time in the history of that University. Paul was also Deputy Vice-Chancellor of the University of London and so sat around the fortnightly Vice-Chancellors table with myself and with Maureen and with Mary and was extremely supportive of me as I started my job of drawing or dragging the School of Advanced Study into the 21st century. Paul was a very very fine leader because he had great people skills you know on top of his you know strategic leadership and all the things that have made this place develop so much but he was more than that his great skill was that he really loved the students and loved what happened here and he knew it was a hard place to run but he managed it with such skill and it was really because he cared about the place and he cared about the young. He had an absolutely acute sense of what was politically possible and we found that our moral compasses were very much aligned we were both intolerant of lazy people who were trying to play the system when outside there there was a legion of young researchers hungry for an academic career and I think he was also he has also great foresight and what I mean by that is I mean is boldness in moving the second compass of so as to Senate House. I believe it was a very bold I mean decision that actually represents his good leadership. In careers we're now working in the Paul Webley wing which makes those of us who knew him smile. He was hugely approachable he knew everybody's name and now we get the chance to remember his name every day. He was he was Jane Windley an incredible guy when I saw the banner there I was really touched remember the first time I met him actually and there were no barriers it was wonderful he was you know very easy from the start to talk to. After that first meeting he never forgot my name or my role and was always a strong supporter of our work. He struck me immediately as a kind and courteous man as my time at SOAS grew I came to realise how exceptionally gifted Paul was in his field and how high the esteem was in which he was held. Not only was he a very popular man he left his mark on the academic world and at SOAS it's delightful to see that this is recognised in the naming of this new wing. He always had this tremendous ability to make people comfortable. In meetings he would know if you were uncomfortable I think it was obviously he has a background in psychology so I don't know if it was just because he understood people but he had this ability if you were in a meeting and he knew you had something to say feel it and then point at you and say hey Neza do you have something to add and then you instantly felt empowered actually and it became a safe space. If you ask Paul Paul can we meet he would never say no. He genuinely meant it when he said come and see me at any time and he would never hurry it the conversation would always be quite leisurely as if you know we were the most important person at that particular moment for him to talk to. He would come with loads of time and I used to always think how does he manage this you know one thing about Paul he must have been a very busy man he was an important man I knew that but he never let me know that he was busy. He never failed to answer an email at least from me. He would always make time to meet up if there was an issue that we needed to discuss with him. Paul was open accessible available to anybody who needed a slice of his time so I just asked myself the question now how on earth did he do it. Paul was always happy and I never saw Paul lose his temper or lose his weight. He was a very calm person and he faced challenges very very calm. I remember in 2009 when there was an occupation of his office. I mean I think the video is still I mean it was very very tense but I was very very inspired by the fact that Paul just sat calmly in his seat and despite all the I mean pressure he was answering the questions of the students very very calmly. His real appreciation of the diversity of voices all brought in a wave of student representation and respect for the student voice. I saw him fortnightly at those periods and it was it was wonderful just to talk to him and see his passion for the school. He was particularly interested in knowing whenever I was going to go on holiday because he believed that whenever I went on holiday the students would occupy which wasn't always the case but did happen more often than it should have done. Paul loved the arts. He was a great supporter of the Brunei gallery and of the treasures of Sours project. He would always ask me to to give him a sort of a private tour in advance of the opening and he would always have his favorite piece which he then would highlight during his opening speech. For example for the object of instruction exhibition he was fascinated by a magic book from Northern Sumatra which is in the Mazdan collection of the library. Paul was very keen that the students should be involved and should be part of this project and this is now materialized. Here we are in the Lady David gallery and this is one of the cases that our MA students curated last session. When Paul came to the school the Taiwan program was already well established but he was very supportive of it. One could always count on him to turn up if you wanted wanted him to turn up to to shake somebody's hand to meet somebody occasionally to host a lunch. He was always ready to do it. The Sours China Institute is of course a much more recent initiative and getting it off the ground owed a great deal to Paul's characteristically very energetic involvement. Unimaginable how he could afford to come to all our events and really take his time there and talk to individuals one by one about our research our work and how he could help to make our experience as so as a better one. For example he came to the inauguration of our first ever common room. So it's a great pleasure to inaugurate with the scissors, the Pascale Research School room. So here we go. This is just the start. Not long after that he managed to secure the doctoral school for us. It's a great place for PhD students to study and live really. Paul Webley you are the Sours legend. We miss you. Paul always had a great sense that Sours had a great vision and a vision for the future and I think if Paul has any legacy with the Webley Wing opening and everyone coming together is that sense of community, is that sense of intricate work that we can work beyond our boundaries and actually change the world from within by sharing. Paul Webley was one of my best friends. He would sit on the floor in our house and play with my infant toddler for hours on end. Sing nursery lullabies. In the end it's Paul as a friend whom I remember most strongly and most warmly. I mean not only weddings he would turn up on my birthday celebration you know I'd throw a party in a bar and Paul would be there. Entire afternoon he'd miss his favorite rugby games which he'd still travel all around for. He said love rugby. I invited him for the wedding again thinking that he might not be able to show up and the wedding was being held far away in North Somerset. His reply was we love weddings we will be there and such good humor that was the best thing and honesty correctness all of this means a very noble figure but Paul was just fun. I had many very happy memories we worked together for a long time but one of my favorite memories is actually almost my last memory of him. It was one of the last times I saw him in Senate House and he had his mobility scooter and I was very interested in this so he got me to ride it. He gave me a go on it and he was standing in one corner of the landing at Senate House shouting instructions on turn left turn right then go faster go slower go slower go slower go slower and until I eventually got it back to him practically running over his foot but that was that was a very happy memory and a very typical Paul memory. At every Christmas he would send me a Suas Christmas card appreciating what we were doing and also encouraging us and indicating how our work really helps Suas. I mean that was very very inspirational for me. Ah very good very good you know it's a Suas Christmas card and he says here must shoot I hope you are enjoying yourself as head of school I hear good reports about the way things are going have a good break all the best for 2010 Paul you know so it's it's you know he used to send me this every year I'm very happy that I could get one to show the card he's the same you know. Paul was an incomparable enricher I think of the lives of of all the people with whom he came into contact. I think one of my fondest memories of Paul was when he and I went to Buckingham Palace to accept the the Queen's Award for Higher Education for our teaching of minority languages here and we were waiting in the queue to receive the the medal from the Queen and the Duke of Edinburgh and Paul turned to me and he said do you realise Mike she's been doing this since before we were born. He just was not formulaic so if you add in the great sense of humour which he also had and think of the new possibilities we'll offer for student occupations no seriously I shouldn't I shouldn't have said that I'm getting demob happy evidently I would never have said that if I was carrying on as director that's a shocking thing to say really it was a pretty irresistible package he was one of the most generous people I have ever met he was one of the genuinely good people that I have met in my life and and I miss him a lot I miss him every day that I come into service and Paul of course was one of the very nicest of men it was a rare privilege to have been a colleague and a friend of his Paul you live on forever within me and thank you for being such an important part of my life past present and future thank you we miss him here enormously and we particularly miss his twinkle his challenge and his kindness yes we will always keep you with us because we as students as academic staff administrative staff we were enriched by your way you lived with us in this institution thank you god bless you


The Equitable Life Assurance Society presents this is your FBI This is your FBI the official broadcast from the files of the Federal Bureau of Investigation presented as a public service by the Equitable Life Assurance Society of the United States and the Equitable Society is Representative in your community it can happen to you tonight right in your own home suddenly the telephone bell will ring Yes, this is the Radio Checking Bureau if your radio turned on why yes, it is what program are you listening to please? It's this is your FBI just starting. Do you know who sponsors that program? Sure? I do It's the Equitable Life Assurance Society. I listened last week and heard about the Equitable Society's fact-finding chart for fathers and mothers My Equitable Society representative brought me a copy So naturally I know that this is your FBI is Sponsored by the Equitable Society in about 15 minutes I'll be back with full information about the Equitable Society's fact-finding chart for fathers and mothers tonight's FBI file the out-of-date killer The citizens of America like to think that because there is no daily story of the exploits of a gun-crazy Criminal like John Dellinger on the front pages of the morning newspapers That the era of the gang has passed Nothing could be further from the truth There not only are gangs of criminals operating in almost every section of the United States today But in many instances they are composed of the same gangsters who were operating during the prohibition era There is one difference between the gangster of the late 1920s and the top criminals of today The current version is no fast-topping thug with a broken nose and a cauliflower here Somewhere in the years between then and now He is acquired an almost genteel quality In spite of his monogram shirts and his manicured nails, however He still remains a menace to you the decent citizen If through your law enforcement agencies both local and federal you do not wipe him out Then you in turn will be wiped out by him For the war against crime is a war of survival Tonight's file opens in a large Midwestern city It is late afternoon as two men walk toward a room located in the rear of a bowling alley Both men are middle-aged, but one is well-dressed and dapper the other is ill-kept and as they walk He says the bowling alley to Frank. I own the whole building George pretty good Oh, wait, do you see this horse room a man can lose his money here in real comfort? Go ahead George. Thanks. Hey, this is quite a joint Frank. You remember Joe Essex. No, I don't think so Well, maybe he came around after you left. He runs this place for me. Oh, Joe Looks like a pretty good day for us. Yeah, Joe. I'd like you to meet George Monday. Hi, Joe You probably heard me speak of George. Yeah, he just got out of Hotel Leavenworth. He did 18 down there I want you to give George a job and doing what I used to be pretty good at collecting Well, George, we don't use that kind of muscle anymore. I'll find something for him Frank. Leave it to me All right, you're in George and once you get to know how we operate these days You'll be just as big a man as you were before you went away. Well Well, I've got to be going now fellas. I'll see you both later I just want to stick around. What's the action Frank? Oh, no. No, I've got to run Joe I've got a date in 15 minutes with the mayor The following afternoon at the local FBI field office special agent Jim Taylor is just entering the office of agent-en-charge Davis Shen for me, sir. Yes. I'd like you to meet Lieutenant Jenkins. This is special agent Taylor. Oh Lieutenant Jenkins is a graduate of the FBI Academy. Oh, why the tenant? Why don't you tell Taylor what you've been telling me? All right, Mr. Taylor, how much do you know about a man named Frank Adams? A lot of things I can't prove and we're both in the same boat I don't think there's any question about the fact that you can't make a better than a horse in this town without having it go Through a handbook that's either owned or controlled by Adams Right and my big gripe is if one of my men raids a horse room without a search warrant The evidence is not allowed in court If he goes and gets a warrant first the horse room is closed by the time he gets there Well, Lieutenant, you and I both know that an organization like Adams can't operate without political protection Sure, but if we work on this thing together, I think maybe we can do something about it Oh, I'd like to work on it with you very much Jim I've already explained to the lieutenant that we can't do anything officially unless there's been a violation of a federal statute over which We have jurisdiction However, I want you to give the lieutenant all the unofficial help you can I'll be happy to sir fine I've got to check in down at headquarters now, but I'll be back to see your first thing in the morning Hi Frank. Oh, hello, Joe.  No, but now something's come up. I thought I should come over and spill it to you Well, what is it? You kind of handed me a hot potato when you gave me that guy George Mundy How? To know buildings just went up over on 10th Street He sent George over to see if he could handle the horse business for well, how did he make out made out fine He got the horse business. Well, well then what's your complaint? He slid the elevator starter in one building and the old guy runs the newsstand and the other I told him not to use any muscle He's got the cops on him, too. Huh for what I don't know That lieutenant Jenkins came around this afternoon. Lucky. I got word. He was coming at the room all closed by the time he got there What did he want? He asked me if George Mundy was working for me. You told him no sure Then he said when you see Frank Adams tell him I think it's my turn now Oh, hey, uh, let's figure. He's got something with me. Yes You better get Mundy bring him here to my office tonight and don't worry about that cop Jenkins I've got something in mind for him. Okay You busy Taylor. Oh, hello Luke China. I think I've got something on Frank Adams. Hey, that's great. What is it? An old man came to see me this afternoon down at headquarters. He runs the newsstand in that new building down at 10th and Olive He just come from seeing his doctor seems that he was badly beaten up the other night by Frank Adams No, not by Adams directly a hoodlum came in and ordered the old man to put in a handbook and handle the horse business for The tenants in the building I say I took the old man over to the rogues gallery And he went through the files and picked out this picture. I Don't recognize him. Who is he? His name is George Mundy. He just got back into town after serving 18 years Used to be a good friend of Frank Adams back in the prohibition days I've got a warrant for Mundy's arrest and I'm going out to pick him up now I wish I could go with you Mundy does talk I think maybe this time we'll be able to keep going and get an airtight case against Adams Frank's office here Frank at you Joe. Yeah, I'm back here in the conference room and come on George George with you. Yeah, well come in boys. Come in sit down sit down. Okay. Thanks So God George. Oh You want one Joe help yourself, right? What's all this about Frank? This meeting yeah Well, I asked you to bring you up here so I could straighten out a couple of things for you Yeah, like what? Well the other day when you first came back. I tried to explain this whole operation to you. I understood that now No, I don't think you did George You're under the impression that we still work like we did in the old days. Look Why are you all the time knocking the old days we did pretty good then didn't we we do better now We're all part of a team George No more muscle men. No more rugged individuals If anybody in the organization needs a gun He tells me what he wants it for I give him one from that ball player He checks it out like a book in the library. You see George We operate all together different today I'll take Frank for instance instead of keeping up in a broken down hotel room He lives in a 20 acre house in the country like in the state Look at his wardrobe. You saw him on the street. You'd figure him for a banker or a businessman. Well, what are you trying to prove? George Remember Fred Bristol sure he used to run policy slips. That was 18 years ago. He's not running policy slips now He owns a brewery on the north side And last year he threw a $15,000 party when his daughter got married the best people in town were there George You remember Charlie Snyder. Yeah trigger man. He worked for me. He's not a trigger man anymore Charlie controls every jukebox in town and he lives on a bigger state out in your mind Why the place must have cost him better than a hundred thou so everybody's doing good But me is that what you're trying to say? No, no, no George I'm trying to tell you that we're all doing good because we run our affairs in a business like way We've got the best lawyers in town the best tax experts the best politicians and they're all on our side And you know why George? We pay them off in the old days. We used to sell protection now. We buy it see I See But don't go along with it. Look George. We can't have you using muscle. I'll operate any way I want to not for us who needs you what a years ago you work for me George the meeting's over. Let me tell you one thing Frank before I quit you'll be working for me again Working the old-fashioned way my way Joe yeah George is in favor of using the old-fashioned way So I think we ought to oblige him. What do you mean? Get a gun out of the vault and follow him We will return in just a moment to tonight's exciting case from the files of your FBI Now listen Hear that clock By the time its second hand has traveled a full circle in hundreds of homes husbands will turn to their wives and say That fact-finding chart for fathers and mothers the equitable society is offering Sounds like a mighty good thing Remind me to phone an equitable society representative and ask him to bring us a copy Yes for six weeks the equitable society has been offering this fact-finding chart for fathers and mothers and every week the number of Request for free copies has been enormous. Here's why I like the idea of getting an accurate figure on the monthly income My family would need if I should die unexpectedly. I can only guess at that figure now But once I know what it is I can take steps to make sure that my wife and children will continue to live in comfort and Security no matter what happens to me with the equitable society's fact-finding chart for fathers and mothers You'll have that figure in no time at all. This chart is simplicity itself You're guided every step of the way by easy to understand pictures in five minutes You'll know exactly how much money your family would need during the critical years until your youngest child finishes high school So phone your equitable society representative and ask him to bring you a free copy of the fact-finding chart for fathers and mothers or Send a postcard care of this ABC station to the equitable life assurance society Your request will be forwarded to the nearest equitable representative Yes, if you truly love your children You will not let another day tick away on the clock without sending for the fact-finding chart for fathers and mothers Prepared for you by the equitable life assurance society of the United States And now back to the FBI file the out-of-date killer Very few large American cities in which you cannot with comparative ease make a bet on a horse or buy a policy slip That is a grave situation and the crimes which spring from it are legion That's such a situation does exist is beyond question and it exists because you allow it to It is a truism in law enforcement circles that organized bookmaking and the organized sale of policy slips Cannot exist anywhere without political protection on the local government level Possibly you're asking how you contribute to that state of affairs If you check the voting records of your community You will probably find that the situation there is the same as it is throughout the country The number of votes cast in purely local elections is approximately 50% of the number cast during presidential election years That means that you the voters are exercising your all-important right to cast a ballot Approximately once every four years That is not enough If you are sincerely interested in seeing to it that your local police go unfettered by political ties Then investigate the background of every local candidate at the next election and after that investigation Go to the polls and vote or only in that way can decency triumph in a democracy The night's file continues the following morning at the local FBI field office Jenkins was up to see me last night. He seems to be making some real progress. Oh, that's fine He's going to arrest a man named George Mundy who is mixed up in Adam's bookmaking operations. Oh, I remember Monday I was a special agent in this office when he was arrested. Oh, well this Monday beat up an old man Who runs the newsstand in the building at 10th and Olive the old man has identified Monday and is willing to testify against him Yes, that's the most difficult part of the job getting a decent citizen to go to court and testify Agent of charge David speaking. Yes cap I see Yes Yes, that does come under our jurisdiction What's that? Why I see Oh Yes, thanks for calling. Bye Jim that was police headquarters There was a body found it was riddled with bullets. They've just made the identification. Oh, it was it's a George Monday He was in a stolen car that was parked on the inside boundaries in the National Park and that makes it a federal crime Well, it's a tough break for Lieutenant Jenkins. Now. He's got to start all over again I'm afraid he won't get the chance and ten of Jenkins has been suspended from the force Why when the police went through George Monday's pockets They found an envelope that had been torn open on the face of it was type written Lieutenant Robert Jenkins $3,000 But he wouldn't take money from anybody. Well, I'd have said the same thing ten minutes ago But across the face of the envelope was Lieutenant Jenkins signature Lieutenant Jenkins is down here on the right-hand side mr. Taylor. Thanks I'll open it up and then leave you two alone. Thanks very much Just don't say anything at the outside desk about it. Okay Hello, Lieutenant. Oh, hello Taylor. I got down here as soon as I could. I appreciate that All it's in it. You think the handwriting experts will be able to prove that it really isn't your signature on that envelope? No, they won't It is my signature That's why You mean you actually signed that envelope? Yes, but there wasn't anything on it when I signed it. What made you do it? I came out a headquarters yesterday An old lady came up to me and asked me to sign a petition to increase the pension for the widows of policeman environment killed in line Of duty. Yeah, I took a quick look at the petition signed it. What happened? She must have pulled the old gag on me had me sign the envelope and I thought I was signing the bottom of the petition Lieutenant how many con men have you arrested for using that old trick to get somebody's signature probably 50 Well, then how could you fall for the same thing yourself Taylor? I don't know Well Lieutenant, I believe you But I'm afraid it's gonna be awfully tough to get a jury to believe yeah well I'm going down to the morgue now and look at George Mundy's effects And I'm going out and take a look at the car he was found in if I can get a lead on who killed George Mundy Maybe I can untangle your case at the same time I'm late sir have been up in the file room the gym I've just gotten a report back from Washington Our friends at the paper wire photo pictures of those shells you found near George Mundy's body to the lab I say they checked through the unidentified ammunition file and Found tentatively that the bullets which killed George Mundy were fired from the same gun that killed the policeman two years ago Oh, where was that sir? Well, there was a raid on a gambling house called the club Dover at the time the police arrived the place was closed Lieutenant Jenkins who conducted that raid sent one man around to check the back door.  Well, I was owned by a corporation allegedly it was Frank Adams place, but the police couldn't have approved that Oh, I see the tenant Jenkins told me that story the other day when he was up here by way of explaining Why he was so anxious to get at him and now instead of getting Adams It looks as if Adams has gotten him I was down to see him yesterday morning before I went out and found those cartridge cases I see he told me that an old lady got him to sign the envelope by making him think he was really signing a petition Well, you know if we could look at that old lady, sir, we might be able to cooperate that story Agent in charge Davis speaking. Yes. He's here just a minute. It's for you, Jim. Oh, thank you, sir. Hello Hmm. Hey, you did that's fine. I'll be right up. Yeah. Thanks very much. Goodbye We don't have to find that old lady now, sir. Oh the lab just proved the lieutenant Jenkins was telling the truth Did you want to see me, Joe? Oh, yes, Frank. I must have left 20 messages around town for you Oh, what's all the excitement about? We might be in big trouble What kind of trouble? I got word a couple hours ago Jenkins got out of jail How could he do that? You know the envelope we planted on him? Yes The guys from the FBI proved that the carbon and the pencil markings was underneath the ink from the typewriter ribbon So what? So they proved that the typing was done after the signature was placed on the envelope and not before Oh, that's trouble, Frank. Those guys from the FBI can't be fixed What do we do? I think maybe we ought to take a little vacation someplace out of town. That's a good idea I've got some things to clean up at my office before I can get away Meet me there in an hour. Well, lieutenant, how does it feel to be a free man again? Taylor, I'll never be able to tell you how much I appreciate this Don't tell me. Tell the technicians in the laboratory. They're the ones who did all the work Wish they could help me get something on Adams. Maybe they have What do you mean? The men at the lab in Washington found that the bullets that killed George Mundy were fired from the same gun That killed that policeman in the raid on the club Dover two years ago That only tells us what we already know that Adams was behind both murders What it doesn't tell us is how we can prove it One way is to find that gun I've been trying for two years to do that We may be getting closer now to where it is We've got a crew of men out trying to piece together George Mundy's movements on the night of his murder. I see Said has he got to talk to Adams at all yesterday? Oh, yes All right, his alibi is airtight That would be he was in his office at nine o'clock that night. He didn't leave the building until well after midnight Three cleaning women and two elevator men saw him Now that building is owned and operated by the security bank So we've got to assume that those cleaning women and the elevator men are telling the truth Yeah, I'm sure they are and from the coroner's report lieutenant We know that George Mundy died at approximately 11 o'clock that night I never thought that Adams committed the murder himself, but if we could prove now Special agent Taylor speaking. Yes, Keith Hey, you have What time Hmm Thanks very much. Keith. See you later. That's one of the men who's been checking on George Mundy's movements The night he was killed, what did he find he found that Mundy went to the security bank building at 9 30 that night. Come on. Let's go over there Is that you Joe? No, mr. Adams. It's not Huh? Oh, hello there Remember me. Yes. Yes, you're from the FBI Come in come in sit down Have a cigar or a drink. No, thanks, mr. Adams. This isn't a social call Oh, I've got a warrant here for your arrest But then there must be some mistake. Oh, here's the warrant. Would you like to read it? What's the charge? Murder Now now I know it's a mistake You don't have to make any statement if you don't want to mr. Adams But I shouldn't tell you that anything you do say will be used against you. I know that Exactly who are am I accused of killing two people? The first is a policeman at the club Dover two years ago Now that's ridiculous. Oh, why do you say that if you were able to prove that I killed a policeman two years ago You wouldn't have waited this long to arrest me. Nobody was able to prove it then and they can't prove it now Who else am I supposed to have killed George Mundy? That's even sillier than the other charge I found out about his death in the morning papers You can tell all that to the united states attorney mr. Adams. I will I'm a legitimate businessman now and I won't stand for any interference from some cop who's trying to make a reputation I'll admit that during prohibition I was mixed up in a lot of things that weren't quite legal But the statute of limitations has run out on them taylor. I've got joe sx here. Good work lieutenant come on sx Found him just entering the outer office anything on him. Yes this gun And unless I miss my guess, this is the 38 caliber colt. We've been looking for it ain't mine.  Oh, I don't think we need any confessions mr. Adams I'm pretty sure we've got enough now to get convictions against both of you on charges of first-degree murder Frank adams and joe sx were found guilty of murder on a government reservation and sentenced to be executed Upon returning to the building in which frank adams had his office special agent taylor examined the book Which all people entering or leaving the building after business hours must sign He found that on the night of the murder George monday had visited the office of mr. Adams and had left a half hour later Accompanied by joe sx a later entry on that same page showed that Joe sx signed into the building again at 11 55 p.m Which gave him time to commit the murder and then return As lieutenant jenkins guest the gun found on joe sx at the time of his apprehension proved to be the weapon used in the Killing of the policeman at the club dover and also of george monday thus implicating sx in both murders When an examination of the typewriter in frank adams office revealed that it was the same machine that had been used to type the words Lieutenant robert jenkins three thousand dollars on the envelope found in george monday's body It proved that adams was implicated too And thus your fbi through the use of its laboratory And the tireless investigation of its special agents was able not only to solve two vicious murders But was also able to perform the most worthwhile function of any law enforcement agency To help clear an innocent man In just a moment we will tell you about next week's case from the files of your fbi But now listen The ticking of that clock may remind you that you do not have all the time in the world So don't delay get the equitable fact-finding chart for fathers and mothers Then you make sure that your wife and children whom you love so well Will still be cherished and protected even if you should be taken from them Phone your equitable society representative soon or send a postcard to the equitable society care of this abc station Your request will be forwarded to the nearest representative of the equitable life assurance society of the united states Next week we will dramatize another case from the files of the federal bureau of investigation A case describing one of the most vicious crimes in the criminal's handbook its subject extortion its title The skid row shake down The incidents used in tonight's equitable life assurance societies broadcast are adapted from the files of the federal bureau of investigation However, all names used are fictitious and any similarity thereof to the names of persons living or dead is accidental Tonight the music was composed and conducted by frederick steiner the author was jerry d louis Your narrator was william woodson and special agent taylor was played by stacey harris This is your fbi is a jerry divine production This is larry keating speaking for the equitable life assurance society of the united states And the equitable society's representative in your community and inviting you to tune in again next week at this same time When the equitable life assurance society will bring you another thrilling story from the files of the federal bureau of investigation The skid row shake down on this is your fbi This is abc the american broadcasting company


Here we are in another tutorial and this time around we're going to look at subplots. How can we add a few more plots to the same figure? Let's run our first cell there just importing our cascading style sheet. There we go. We're going to import iPlot and init notebook mode from plotly.offline and we're going to initialize this in notebook mode. I'm also going to import the high-level chart objects as go and a new one. We're also going to import tools just from the plotly library. Also importing numerical Python and then we're going to see the serial number generator just with a value of 1234. First of all, two plots on the same row. So I'm going to create two traces. They're both going to be scatter plots. Now we've created this data, data that we've seen before, just a random integer chosen from a low of 20, a high of 65 and 100 of those. We're going to call that female age, then male age, female salary, male salary and now we have debt and we have female tax equals male tax.  We've looked at it before. So trace zero is a scatter plot on the y-axis. We're going to have the female salary on the x-axis I should say and on the y-axis female age. We have markers as the mode, so not lines or lines and markers, just markers. We're going to call this female and the marker size. It's going to have a certain color and a certain size. We're going to have trace one also scatter exactly the same thing. Here comes the new part. I'm going to create a figure, a figure object here.  And I want one row in two columns. If you think about it, if there's a single row in two columns, these plots are going to be next to each other and I'm going to give each subplot a title. So I'm also going to use the argument subplot underscore titles and I'm going to use this list of female and male. Now we need to append the traces to this figure. So we're going to say fig dot append underscore trace, trace zero goes in position row one column one and trace one goes in row one column two. So very easy to figure out how this is going to work. Fig dot layout dot update can also update a few more things in this instance just a title. Let's run this and see what it looks like. And there we go. We see the two plots side by side, the subplot with the name drawn from the name and the trace, male on this side, the colors we've drawn in and we see the plots side by side. So our first subplot. Now if we look at it, the y-axis here are exactly the same 20 and 20, 30 and 30, we might as well just have one on the left hand side. So let's look at how to share that y-axis. Again the two traces, nothing has changed. The two, the subplots I've created, one row two columns, female and male. I've now added a new argument called shared underscore y-axis, es. And we're going to set that to true. Everything else is exactly the same. And if we run this, we see indeed that the axis on this right hand side, the male side, has disappeared. We are now sharing the same y-axis. Okay, what about two rows in one column? So all we're going to do is just to shift this around with make underscore subplots here, we're going to have two rows in one column. And we're going to say a shared x-axis. And you've got to think about this, these two traces that you are creating or the number of traces that you're creating, they've got to have the same domain and range here. Otherwise this might not make a lot of sense. So you've got to think about that. And if we run that, we see we have two rows in one column and also we're sharing this single x-axis. And no matter where we are, we can still get all the data because this is plotly, no matter where we hover, we're still going to get our data. So what about constraining the proportions? Now this one gets a bit more difficult. And we need to pay a bit of attention here. We're still going to create our trace, that's a scatter. But our trace, the second one we're creating here, trace one, I'm going to put two new arguments. And that is x-axis equals x2 has a string and y-axis equals y2, telling plotly that this goes on a different axis altogether. Now we don't need to do that if we're not doing anything fancy as we've seen before. But here we want to do something. So I'm going to use a different way of creating the data. That's a Python list, trace zero and trace one. And I'm going to have a separate layout as we've had before in all the other tutorials that we've had. So let's go dot layout. I'm still going to have a title. I'm going to have an x-axis. And I'm going to pass a dictionary to that. And that dictionary is a domain. And think about this x-axis going from zero to one. So zero to 100% of the width of what you have available. And in the domain we're saying use the leftmost 70% of the area of our figure for our first trace. So the x-axis goes from zero to 0.7. x-axis two, remember which comes in this one here we said x-axis two equals x2. So x-axis two goes from 80% to 100%. So that 20% on the right hand side. And we just have to say that y-axis two, so the second plot is anchored to x2. So it will know that it has to anchor this second y-axis to this part that we've specified up here. So go and mess it about and put it in the first one. And then figure equals go dot figure. So we've done it this way around. Remember you could just say I plot and use the standard dictionary format that we've seen before. So let's run that and now we can see we're constraining this right hand side to the last 80% and 70% on this side. And this y-axis was told to fit with this little one on the right hand side. Okay let's customize the axis a little bit more. Here's a long one for you. We're just creating these four traces, they're all histograms. We're going to make a subplot and we're going to say we want two rows and two columns. We give a name to each of those, you don't have to, but we're going to call it figure A, B, C and D. And I append each of those to the position that I want, row one column one, row one column two, row two column one, row two column two. So it's always row first and then column and it's got to line up with what you specified up here. So fig.layout, x-axis one, updated title, x-axis two updated title, x-axis three and four and then y-axis one, two, three, four. These have all got to line up with the number of plots you've created there and I can give each of the axis its own separate title. We're just going to update to the main title and one new thing here, I'm just going to say show legend equals false because I'm building in all the detail into each of these little subplots. Let's run that and there we go. We get our four histograms that we created here, figure A, B, C, D. They've all got the axis, they're all nicely labeled, no problem whatsoever.  So I can individually name each of these axes so we know what it's all about. Let's just look lastly at the odd pairing. So I'm going to introduce a new argument here to the tools.make subplots. I want two rows and two columns but you can see I've only listed three things here. That's because I want the bottom two to be combined and I want it to make up one single long plot. So two at the top, the first row will have two columns, the second row just a single column so it's got to go all the way across. So I've got to introduce the specs. Now look at it, we see it's a list and it's a list in two parts. The first part is going to be for this first row, just showing the two there and the second one we're going to say the column span spans both of the columns and then none because it is just the full thing that we want because we only want these three figures. Otherwise everything is exactly the same as we've seen before and there we go. See what we did? It spans the whole. The third one here spans this whole row on both sides. So look and play around with this specs argument but you can clearly see how that was built up for the two rows and we want those two in the first row but we want a single one in the second row there. And that is subplots. Have some fun enjoying your subplots. It really helps to be able to do subplots and especially if you're creating reports or manuscripts for publication to have more than one element in this same plot. Remember to subscribe and hit that like button. If you want to hit the notification button though that's important so that you can get notified if new material is released. Remember that you can also find all of these files on github. A link is in the description below. Speak to you next time.


Floating heads, it's the MCU staple when it comes to movie posters. I will say though, there is something interesting going on here. We have a mirror image, we have a reflection in the pool below, but the faces staring back are not the ones they're familiar with when they wake up in the morning and look in the mirror. No, in fact, these are an enemy tribe and that leader you see down there, Captain Jack Sparrow. Honestly, that's the first thing I thought when I looked at this poster, it's actually Namor. The other thing that immediately hits me is the subdued color palette. Black Panther's very punchy, it's very vibrant. It tells the audience this is maybe more serious picture than even the first one was. Sadly, Chadwick Boseman's not alive to reprise his role as Black Panther. The trailers have made it a mystery as to who's gonna take over, but I think this poster's saying it pretty loud and clear. Shuri's front and center doing the pose and we have a black cat behind her. Nothing really negative about this, nothing super positive either. It looks like Wakanda's gonna be facing off against the Navi from Avatar and I'm there for it.


Welcome to DSCI Insights in Action. Today we are fortunate to have with us Kevin Turni, Chief Security Officer for General Motors, and Karen Evans, Managing Director of Cyber Readiness Institute to discuss a vital area of supply chain operations, third-party risk management. Thank you, Kevin, and thank you Karen for being with us. This is a timely discussion because not only supply chain resilience, top of the mind for global business leader, but also October is a cybersecurity awareness month. When organizations in US, but as well around the world are focusing on educating the public and private sector on the importance of maintaining a good cybersecurity readiness practices. An action CRI tackles all year long and Karen will tell us more about it. Focusing also on providing tools to small and medium-sized businesses to make up the majority of participants in the global supply chain. Having an understanding and knowing that global organizations have their internal teams, but also caring about those small and medium-sized enterprises who don't, CRI is their partner in going forward. Kevin, in addition to his role at GM, he is a member of the RSA, Conference Executive Security Action Forums, an organization of Fortune 1000 chief information security officers that has been helping companies to improve cyber risk management for the past 20 years. Now last month, ESAF published a report on the state of the third-party risk management. How top CISOs are transforming third-party risk management. That report cites a survey of 100 CISOs of Fortune 1000 companies in the second quarter of this year that found 87% of the companies were affected by a significant cyber incident at a third party in the past 12 months. So this number is an alarming number, but what is important is what actions are actually taken to mitigate this. So thank you both for joining us for what really seems to be a promising discussion with the insights which can be actionable to all people who are interested in the topic. So let's start, maybe as we always do with the bold statement and knowing what the report has shown, we can start with the notion that the traditional cybersecurity approach are ineffective today. So how do we find ourselves in this situation that traditional approach to risk management is no longer effective? Kevin, can you please start? Yeah, thanks for having me. Good morning, everyone. So I think this is a great report that ESAF just published just recently because it really pulls together a conversation that's been happening with top security leaders for several years.  It really started out focused on the company and the IT systems itself. It wasn't as much of a focus on the third party business partners and other ancillary parts of the business. And so a lot of the resources and the primary kind of efforts of the program were around protecting your own company's infrastructure. Well, I think the big companies like General Motors and others along that sort of scale, I think we've made the right investments over many years to get to an okay spot. I mean, we're never perfect in security, as you know, but I feel like we're in a relatively good spot. And I think the hackers have realized that as well. And they've realized that going after the big Fortune 100 type companies isn't netting the results that they once had. And so they've turned their targets on smaller and medium-sized companies, which are largely a lot of the companies that we depend on for supply chain activity, whether it's parts or other services that go to our vehicles. It's generally these smaller and medium-sized businesses that are now taking on the brunt of a lot of the cyber activity. And at the same time, these are very cost-pressured organizations. They don't have all the resources that a large company has. And so it's a bit of a perfect storm that we're seeing where these companies are really facing the front lines of a lot of these attacks. And so when I say the traditional measures aren't really working, really what we created was a contractual sort of obligation on behalf of all of our companies that do business with us to do the right thing for security. And what we're seeing is that's really not having enough effect because these companies are continuing to face issues or continuing to have cyber attacks. And so where we were doing risk assessment, where we were doing questionnaires, we were working with vendors and third parties, there's a whole host of new things that are coming out that try to assess the security score of a company. And what we've seen is that it's not moving the needle and we're seeing more and more attacks. It's not going down, it's going up in a lot of cases. And so that's given us pause to step back and reflect and say, hey, there's gotta be a different way. Group forcing this all independently as separate companies isn't probably the most efficient path either. So what's working out there? What's find a new way? Let's try to understand collectively how we can all get better together. So I'd say that's kind of how we got to where we are today. And I think that's why this sort of conversation and this sort of report is so timely. Thank you very much, Kevin. Just trying to extend what we have started with this question, Karen, I think the view from CRI in a sense of, is the alarm bell for small and medium-sized enterprises going inside there, like small organizations or no. I think it's very interesting to hear that side of the story. First of all, thank you so much. And I always like listening to Kevin speak because it always makes me think a little bit about what CRI is doing and kind of flipping it in the opposite direction. And that's probably primarily, Marco, one of the reasons why I joined CRI. I have held large positions, policy positions, operational positions for close to 25 years managing large enterprises within the federal government that depend on private industry, but also recognize that it's small businesses. And when I was working on all that, I saw what we were pushing wasn't working. We drove a lot of the policies that people are implementing. We developed in this framework, we developed in this standards. A lot of those things, the intentions are great. The implementation is really hard. And so the outcome that everybody wants to achieve is the right outcome, but things get lost in the details of implementation. So to answer your question, are the alarm bells going off in small and medium businesses? I think Kevin hit it by saying, they are resource constrained. So when they're looking at these things, they look at the problem differently. I want to be a good trading partner to GM, but I'm not necessarily thinking about all the outside risks associated with the technology I'm using. I'm thinking about GM has requirements on me and I want to be that good trading partner in that supply chain. What I think Kevin also has highlighted is a lot of our adversaries or hackers or whatever we want to call them, they look at the large companies and then small companies become targets of opportunity in order to be able to fund their long-term plan that they have against a larger company or our nation as a whole here in the United States or any nation that a small business is doing in a supply chain with a large company. And so it's a really complex landscape when they're very focused on, I want to grow my business. So that's a long answer to the question but it's really building off of Kevin's point about the resource constraints of small and medium businesses. Thank you very much, Karen. And I think you, let's say you link things very well in a sense that on both ends, on the spectrum of the, let's say global enterprise and then on the spectrum of small, medium-sized businesses, both parties are looking into how the synergies can work in order to improve the overall security. And this brings me also to the next question and Kevin, the report offers like seven new types of approaches. So for setting priorities to verifying security controls to even providing security services. So can you discuss the new recommendations and why they appear to be more successful at reducing risk? Yeah, no, absolutely. And I'll try not to make this a test. You'll see if I've been able to memorize all these seven priorities. But like I mentioned earlier, a lot of this really started out of contractual obligations. So what the security team did in the past was they looked at what they were doing internally, wrote it down in a piece of paper and talked to purchasing and said, hey, make sure that companies that we're contracting with are doing these same sort of things. Then that evolved into active questionnaires or a lot of that's self-report, but here answer all these sort of questions. And if we have issues, we'll contact you and we'll talk about it. And that's evolved a little bit more into active auditing and actually being on site in some circumstances. And then ultimately, now we're in a space where there's a lot of third-party companies who are doing assessments and doing scoring. And I mentioned some of that earlier. But that's kind of the boundary of kind of a standard third-party security program today. What you see reflected in the report are really where do you go from there? And are those things truly effective or are they really having the effect which the hypothesis is no because we're still having more and more cyber attacks in these sort of areas. And so if you go through and a lot of this came from active discussions that we've had as security leaders. So we've been in the room and we've said, hey, this isn't working, that's working. Hey, we're really frustrated with this whole thing. We feel like we're not making progress. I mean, there's been a lot of, I'd say, stewing over the problem. And I think that's why we really said, hey, this is a really good topic to pull together, organize our thoughts, see what everyone's doing, and then that can hopefully serve as a kind of a mechanism for others to learn. And then ultimately hopefully get to our end goal. I don't know that we're there yet, but I think this is definitely a great step. So some of the key aspects that are in the report, first of all, prioritizing the requirements. I mentioned earlier, a lot of times it's here's all the stuff. Here's the reins of requirements. Well, as Karen indicated, these companies are resource constrained. So if I as General Motors give them a stack of 10,000 pages, it's not gonna happen. So how do I help prioritize what are the most effective security controls that a company can implement? And then go deep on those. So instead of just saying, here's what we want you to do in walking away, having a little bit more deeper conversation, getting evidence that those controls are being implemented appropriately, having a bit more of a two-way dialogue. So building that relationship becomes really important. In addition to that, looking at the problem more from a resiliency perspective. So instead of just saying, let's put everything against stopping this, let's also think about if it does happen, how do we recover fast? How do we eliminate the downtime, even if cyber events are occurring? And I think that's a really important area. And it's one that the security team and other cross-functional parts of the business really have to work together on and understand, how do you keep the business as resilient as possible in the face of lots of different risks and threats out there? Whether it's a cyber attack or a tsunami or labor outages, there's all kinds of these sort of risks out there that we have to think about in terms of how you run the business. And so I think bringing cyber security issues up in that conversation and making sure that we are thinking about our supply chain or our supply base, how we're transporting goods and how do we recover very quickly in those sort of circumstances becomes very, very important. Another piece of it is health and resources. And I think CRI is a great partner in this, which is helping to bring education to these companies that are resource constrained and giving them kind of a leg in the door. Here's information that people could be taking these courses and never thought about cyber security and they're having to kind of come in on the ground level. I think it's extremely important. It's a resource that we leverage and we share with our supply base. And I think it's programs like that as well as maybe engaging in your ISAC, ISACs or information sharing analysis centers that are kind of organized by sector. There's many resources in those if you can get engaged and just ourselves as a OEM or original equipment manufacturer, we work with over 15,000 different suppliers and we try to offer resources ourselves, things that we can do to help these companies become more effective. So all those things I think taken together are really helping to create a lot of resources to help but there's probably still more that we can do there. And then finally, it's really about incentivizing, I don't like saying enforce because I feel like we started from a place of enforcement and I don't know that was as effective. How do you incentivize these companies? So if they are resource constrained, what can make it easier for them to implement it from a cost perspective? So some of the things that industries are doing and honestly, we're looking at this in automotive currently is how do we kind of pool resources as the OEMs together? How do we commonize on those priority set of requirements and then make it easy for a company to certify where they can sell to any company and be achieving some level of security that's been certified? And I think that creates an environment where they only have to do something once, it's cheaper, it's more effective and then we're not all wasting kind of all of our time doing the same thing over and over again. So I think there's something there and there's some great case studies that talk about that, bringing the business along, and I think is another very important aspect because this started really from a security team perspective trying to provide requirements, but more and more often, it's a two-way dialogue between us as the security team, the business and the third party, because the business is the one that's in the primary liaison seat with those companies and they understand what they're providing for the company, they understand how to interact with them and so we're there to help, but making sure that everyone understands that this could affect any part of the business any day and then finally, I know that's a long list, I'm sorry, but the final thing that we talked about was actually providing services ourselves out of the companies, some companies have a position to do that. Again, I think all of these depend on like what kind of industry you're in, what kind of company you are, what size and resources you have, what your relationship with your suppliers is like, but that's another scenario that could help where maybe your industry is underserved by security services providers and you see a role that you can play. So there's been several case studies along those lines. So I don't think those are exhaustive, but I think it's a great list of here's the next steps. Some things work better in other industries. There's probably a lot of people, we'll talk about this in a minute, they're probably doing pieces of them and maybe not everything, but a lot of different aspects of all the seven different areas. But again, taking together, this is representing what I think a lot of leading companies across all industries are thinking about and trying to execute when it comes to third-party security. So I think it's kind of state of the art. I think it's where the boundary condition is and we're still learning. Every day is still a learning activity. Thank you very much, Kevin. And what resonates from what you shared is that it's a living document, right? It didn't start with several points and then it's only card in stone and you learn as you go because the market conditions are continuously changing. And I think you gave a great segue with sharing that, for instance, resilience is a very big thing because it's not if the cyber attack will happen, it's really when. And then the key thing is how we react on it in that sense. And also you mentioned people and raising the awareness and then building a muscle in that sense. And then you mentioned certification and that brings me to you, Karen, and to the experience of Cyber Readiness Institute and basically your view of what are the best tools and actions for small and medium-sized enterprises to build up the muscle Kevin has shared. Well, and it was great. Again, like I said, I always love listening to Kevin speak. And I hit on a couple of things where he talked about resilience. So I really like to start there and kind of build backward, right? And when you look at the foundational types of activities, you have to have a good solid foundation in order to build upon several of these other alternatives that are mentioned within the ESAP report. And that's really what the Cyber Readiness Institute is focused on for small and mid-sized businesses. It's building a strong foundation. So we're not focused on the technology because we know they use technology. You can't go into a small business that's not using Apple Pay or Google Pay or the little iPad to do the receipts and send you stuff. Like they're all using technology, but they may not necessarily realize the risks associated with that. Or they don't really, and I think this is one good thing that came out of COVID is that small and medium businesses really got to understand how the supply chain worked, where their weaknesses were, what they needed to do in order to be able to stay into business and who was up and down that chain that they had to interact with. Again, using technology, they were using technology. So CRI focuses on four foundational activities, not on technology. And it's focused, and when you hear them, you're gonna be like, yeah, okay, that's a no-brainer because it's passwords, multi-factor authentication, automatic updates, phishing, and removable media, which deals with storage. And phishing is the human behavior. And really what we're very focused on is building a culture of cyber readiness. So as they continue to grow and they have more and more partners and they participate in more and more of the global supply chain, they're gonna be cognizant of the risk. They're gonna be thinking about all the questions that Kevin brought up, all of where those interactions are, how do I become resilient? One of the key things that we put in the program with our new release that came out in March was the business continuity plan. So it's not just the incident response plan, but it's a business continuity plan. And it's based on an ISO standard, but we don't tell them, hey, here's the ISO standard number. Here's all the set. It has a worksheet that makes them ask key questions about how would you do accounts payable? How would you do accounts receivable if you lost the power, if you lost this? It asks a series of questions where you're like, oh, you know, I really do need to plan on this. And then there's a prioritization work plan. So then what we do is we also give them policies. We tell them they have to train their people and we even break out all our videos so that they can use our videos to then train in these four core areas. So when they're done and we walk through the playbook with them, we verify the playbook, they do get what we call a certificate of being certified cyber ready. They can go through our program now on the website and just complete it and still have all this. But if you, and this is the part, Kevin, that I think links into what you're talking about is we are working jointly right now with, for example, the cyberspace solarium 2.0 group about the foundation, about the certificate that's CRI issues, right? That a company would earn. And is that foundational product? Is that foundational playbook with those artifacts? Can that then be recognized as that foundation that you build upon when you then go into a different vertical and then you just need to do the delta, you know, and do the change and something that is specific. So we are running a pilot right now in water utilities, specifically focused on small and medium water utilities because they're under the, they don't have to do a risk assessment as required by the government. But they are critical in their geographical area to major companies, to defense bases, to local communities. And so it's focused on water and waste. And so we're going to study that, we're going to implement it. We're going to do up to 200 utilities, gather the data and then really analyze like, hey, does that really improve to your point, Kevin? Reduce the risk for everybody upstream and then downstream and then be able to then show those artifacts to all their partners. So actually, thank you Karen for sharing. You know, you hold the hand of those companies who are willing to embark on the journey to satisfy the cyber readiness for the large enterprises. And I think that also brings me to the next question, Kevin, which will be directly for you. And it can help our followers also to understand and see how a successful large enterprise like General Motors is addressing the findings in the report and what changes are you instituting? Yeah, it's a great question. And I foreshadowed it a little bit in my last response. We're doing a little bit of everything to some degree and we're looking at all options, of course. But let me, I'll talk a little bit specifically kind of where we are in that journey and what things will probably fit better in the automotive industry versus maybe a different sort of setup. The thing that we started off with was prioritizing our requirements. So we've been on a journey, I think we're on the third or fourth version of our third party security information requirements, information security requirements. And every one of those iterations has been about clarifying, simplifying, prioritizing and making sure that if we're giving requirements to a supplier, they're appropriate. Again, I don't want to send 10,000 pages. I want to send just what you need as a supplier. And we go through a pretty rigorous process of understanding the risk of each one of those third parties. Are they handling sensitive or private information? Are they creating software for us? Are they part of our safety program? There's many different things that we look at and based on what they're doing for the company and what their kind of risk level to the company is, they'll get kind of a customized, prioritized set of requirements. We've also been going deep with, especially our critical value suppliers, which are kind of the highest tier of having more bi-directional conversation, more auditing, more conversation around those core security controls that we kind of keep going back to. And I think that's been improving, but I think it's only one piece of it, right? That's only kind of so far. Resiliency is something, of course, it's a very broad effort across the entire company to ensure we have resiliency across our supply chain.  Are things in geographic locations that are risky?  There's a whole host of things that we kind of consider. And I think it's really good that we're doing that. But again, that's another thing, I don't think you can ever be 100% resilient. There's no company in the world can just depend on, you know, have multiple sources for everything and everything's always perfect. So I think it's another area where it's eating away at the pie, but it's not, you know, it's not gonna get us 100% there. But it is a mindset, it's a culture shift of, hey, you know, here's the sort of things that we need to be ready for. And honestly, I think we've had a lot of it built in for many years. When we do have cyber events in our supply chain, I often, you know, I always hear from the team, you have the teams on manual operating procedures, they're still able to process material, they're still shipping things, but they're running their maybe more, you know, less efficient process or they're having to do things by hand or whatever. But in every one of those circumstances we've been able to circumvent the issue. We've been able to mitigate the issue for enough time to allow the company to bring itself back up and, you know, get back on its feet. And we've lost very few units of production as it relates to a cyber event. So we've got it built in, but again, you know, as attacks get worse and companies, you know, maybe aren't following along fast enough, you know, I still have a lot of fear of kind of the worst case scenario there. And then I mentioned just briefly about what we're trying to do as an industry, which is I look at it as incentivization, which is how do we commonize requirements? How do we get, you know, simplified and really get prioritized on what are the core things that company, every company needs to do. And I think if they do it really well, it reduces all of our risks together. And at the same time, we get efficiency and we save money for everyone because they're not responding to me and Ford and Stellantis and Toyota, you know, we can maybe get to some sort of common set of requirements that really helps raise the bar as well as reduce the cost. And I think the more that we can get to the win-win situations, that's when, you know, we're going to really see progress being made because until we get there, until the incentive model is kind of flipped, I think Karen, you know, said it right, these are resource constrained companies and they're going to struggle. They're going to struggle with trying to set those priorities. And they may just say, hey, this is something that's below the line and we'll deal with it when we deal with it. And that's not what we want to hear. But so I think the model, you know, has to evolve. So that's a little bit of what we're doing. You know, we're continuing to try all those different things and listen to others, learn from others and, you know, measure our own program and see, hey, is this having the effect? It can kind of take a little bit of time for these things to pull through and really see the measurable results. But I'm hopeful. I mean, I think we have to be doing something different. We're doing that. We're learning. And I think it'll have an effect. Thank you very much, Kevin. You know, I'll jump into your camp on completely being hopeful after seeing what you are doing as a true partner to the whole ecosystem GM is operating with. And I think this can be a leading example of how partnership, you know, structures the weight over the cyber readiness for everyone in the value chain. So usually we close the conversations we have with an input from, you know, our speakers in a sense of a message you want businesses and supply chain leaders to take. And this time I would like what you would like them to take from the report we have been talking about. So if you can do it in a sentence, both Kevin and then Karen, we can round up the conversation. Yeah, it's hard to do in a sentence, but I guess, you know, what I would summarize is whether you sit in a business or you're in the supply chain, cyber's got to be a part of what you're looking at. You have to understand its implications on your business. And, you know, again, how do we get to the partnership? How do we get the incentive model right? So we're always looking for feedback. A part of our program has always been, hey, how can we make this easier on you? You know, we go and have those conversations. And so I think that two-way dialogue and just realizing that cyber has to be a part of the risk model, you know, moving forward. I think if people understand that, you know, we'll make a lot of progress. Thank you very much, Kevin, Karen. Well, I think the insights in the report, if I was a mid-sized company out there reading the report, it would give me hope to realize I'm not in it alone. That these large companies have the same issues that I do as a medium company and that there's a lot of insight into how I can tackle this. And there's a lot of partners that are willing to help me. So that, to me, again, I'm in the camp of let's work together and be hopeful and raise the bar. Thank you very much, Kevin, and thank you very much, Karen. This rounds up our discussion on cyber readiness and cybersecurity within supply chains. We will close with a sentence, which I really like, Karen, you know, you are not alone with companies as general motorists who can be a partner and the organizations like Cyber Redness Institute are who can be the partner as well in your cyber readiness journey. So you have listened to another DSCI insights in action and we look forward welcoming you again soon.