Welcome to Toffy TV, it is the starting 11 show. West Ham United. This is Everton. Let's get into it. In gold Jordan Pickford. He's in good form, really good form. Obviously last week we made some really, really good saves against Aston Villa. I think if it hadn't been for him, I think Sin in that first half, the result score line could have been very, very embarrassing. Obviously the week before at Arsenal. Big save in the last minute to get us the points. In great form and obviously we'll continue in gold. I'm sticking to my three at the back. I just think we need width and the only way we get width is with wing backs. I really do. I don't think we've got any wingers or anyone good enough in the squad really at the moment to play wide. So I'm going to go for a back three of Mason Holgate, Jerymine and Ben Goffy. I know Mason Holgate made the mistake last week and I know he's not in great form but I don't like Michael Keane in a back three whatsoever. I think Meena must return to the side. Whatever the manager decides to do in terms of formation, I just think Jerymine has to return to the side. So that is my back three. Obviously Ben Goffy given the pace and I think Mason's better than the three as well. I really do. So we'll have to see what happens.  I think you get the best out of Seamus Coleman playing as a wing back. I think he is higher up the pitch. He can get involved more attack and wise and we've seen last week just playing as a right back. He said it loads of times. He just can't get up and down the pitch when he plays as a right back. So him on the right and obviously Llewka Dean on the left having more of an effect on the game I think again once he plays higher up. In the midfield, I'm going to go for Allen and alongside him, Abdelhaid Decorey back into the side. Being a massive miss. Obviously get around the pitch, got pace, got mobility. He's got a knife for a goal and he's been massively missed and he comes straight back into the side for me. Allen is the only one in recent weeks I think who's wanted to go forward. I think the only issue with those two is that neither of them take the ball off the centre backs well enough but maybe we bypass that area of the pitch. I don't know, maybe to have a higher wing backs we can get the ball in higher wide positions using making a whole gate on the ball to just go long and hit those players. Ahead of the two centrefielders Sigarton, there's no Hamers so I think Sigarton would play in that number 10 role. That's probably his preferred position and he is the natural backup to Hamers and I think we can get away with him if he's just the only one in there. Ahead of him, Richarlison playing whatever role he's been playing. I'm sure it will click in one game and I heard of him, Dominic Cavill. Obviously scored last week and he's had a decent form against West Ham, scored a hat trick in the league cup earlier and it's him scored last year against West Ham in the London stadium. We need both of them to be fired and I know Richarlison hasn't been fired as much recently but we need those to inform. Let's see what happens. That's the 11 I'm going for. Let me know in the comments whether you agree, whether you disagree and what team you would go for against West Ham United. Make sure to check out the match preview and make sure to check out the Toffy Picks video. Make sure you do your Toffy Picks. ToffyPicks.com, the link will be in the description. Make sure you play respond to your 18, read the teas and see. Don't forget it is free as well. Thank you for watching Toffy TV. Don't forget if you want to join us daily for live videos. We have them on the page and the link is in the description and it's also on the screen now. See you later.


And if you're wondering why am I here at 3am that's because Bangalore Airport currently is one of the coolest places to hang out and that's because of the crazy amount of shops and restaurants that I've opened here recently. So this place is called The Coord and in this video I'm going to show you around the new things which I've opened, things that you can eat and the things that you can shop here. Keep watching.


So it's a great privilege now to introduce our next panel and our next moderator. So this is another panel that at the USAIC during our summit we have every year, which is around industry and academic partnerships and something that we're doing again this year that we've done each of the last several years that we do this virtually is we don't give you any time for lunch, which means that I don't get any time for lunch. We have such rich content and we're using every minute of this day to bring that content to you. So let me introduce please the moderator of this panel and then she'll introduce the panelists. And the moderator, we're so lucky to have Susan Hockfield joining us. Susan is an amazing leader, an academician, a neurobiologist, who spent most of her career at Yale as a professor, ultimately in an administration going to become the provost at Yale and then spending almost a decade at MIT as its 10th president. And I'll say something about Susan, but let me fast forward to just this past Monday where I had a chance to spend time at the Inauguration event for Sally Ann Cornbluth, who's the 18th president of MIT. And Sally Ann is the second female president and the second life sciences, the second president with a life sciences background, which is amazing, but it means there had to have been a first female president and a first president with a life science background and that happens to be our very own Susan Hockfield. So Susan, thank you very much, Dr. Hockfield, for joining us and I will hand it over to you. Thanks very much. It's a real pleasure to be here and the Inauguration was a trip. It is always very exciting when the piton gets passed and I am delighted that Sally Cornbluth is taking over as MIT's president, delighted and proud and second woman and second biologist, more destructive than being a woman. I can tell you, I've experienced that. So listen, I am so delighted to moderate today's panel of really superstars to help us think together about the current state of and more importantly, the as yet untapped potential of academic industry partnerships, which is really at the core of this industry. And one of the things that was exciting about joining MIT is to jump into this world, this incredibly vibrant rich world of the ability to make great discoveries and then translate those discoveries from the bench to the bedside. So I'm really delighted to be here. And the panelists, I say, could not be more stellar. I will briefly introduce them now, starting at the end of the alphabet with Ilya Zerhouni, vice chairman and president of APCO Health, Marcus Schindler, executive vice president and chief scientific officer at Nova Nordisk, Matai Mammon, CEO designate of Fog Pharma. My colleague at MIT, Phil Sharpe, institute professor at the Koch Institute, or integrative cancer research at MIT, and Priya Singa, executive vice president and head of development and interim head of research and global safety and regulatory sciences at Biogen. So I'm gonna just give a very brief introduction because I want the panelists to have as much time as possible to share their views, but I have to tell you, I mean, I think we all know that the rate of change over the last 15 years or so in terms of new therapies, new drugs has been absolutely breathtaking. There is still unmet patient and industry demand for new therapies. And it's clear that we must increasingly depend on academic institutions for industry innovation. The structured approach that's in use today started in 2007, which is almost 16 years ago. And so today in our panel, we're gonna consider how these alliances have fared so far. What are we doing to enhance the relationships and make them more productive? What are the key performance indicators to measure success? And the big question is, where do we go from here? How do we accelerate what's gonna be a robust activity? How do we make it even more impactful? So let's get started. I'm gonna start with what I call the inside scoop. And I think just it would be fabulous to hear from each of you. We'd like to know about your experience with these alliances. And if each of you relatively rapidly could share with us one story, either a great success or a horror story about these alliances and what was the cause of that success or failure? And I'm just gonna go through the hosted stamps on my screen and calling you one by one. So Marcus, would you mind starting this off? Not at all. Thank you so much, Susan. And I actually wanted to start with my own career, which happened to start at the Glaxo Institute of Applied Pharmacology. So an industry sponsored research institute, led by an industry veteran, but also embedded in an academic environment. And for me, that has been really formative and being there throughout the career that you need to be scientifically excellent but translated to pharmaceutical research. And I think understanding along the way that we have distinct roles to play in this has been super important for me. And one great example actually, not far from here, I'm sitting right now overseeing candle square here, happened at the Whitehead Institute where we actually worked with Hudo Viennese and Rick Young and others with an embedded scientist from Novo Nordus for a couple of years. And they really genuinely opened their doors to that person that didn't participate in everything they did. And we worked together on molecular condensates in diabetes, right? And as they said, well, they wouldn't have never thought of diabetes, they would have worked on cancer or something else. So we brought something unique to the table. And they did, of course. And out of that came sort of a biotech spin, our dew point, which we also know now collaborating with. And for me, that is a piece really of transparency and openness and generosity to let people participate, but then also over the years, let these things take their course and develop into something that I think is of mutual benefit. That's fabulous. And it's a wonderful example because people imagine that they transfer it down by throwing things over the fence. And you've just illustrated the incredible importance of a really intimate and integrated approach. Matai, how about you? Do you have a success story or a horror story or maybe both you want to share with us? No, it's a great question. And I'll talk about a success story in a moment, but just to contextualize the answer, as you said right at the beginning, Susan, like the unmet needs are all around us. Like in most areas of medicine, they're inadequate. In most areas of treatment health, there's inadequate medicines. And so it's a hugely difficult task that's collaborative even outside of academia industry. These are so many other kinds of collaborations with government and manufacturers and pharma service groups and dirt data purveyors and all these like groups. And so this specific interface is absolutely critical, as you said, and one really good thing, one really a feature of our industry, feature of our world is there's so many different models being tried. If it wasn't for that, I don't know what the best way is of collaborating. A really good example that's worked out really well in my previous job at J&J is the collaboration with Remnick Xavier's group. And it's been at the Broad and MGH. And it's been a really good example because I think right up front, years back, some of the barriers to collaboration were addressed head-on. Like how best to handle differences in mission sometimes, like we're advancing knowledge through somewhat undirected work is often historically what has given rise to like incredible breakthroughs. That's a different mission than translating science to a product that is meant to serve patients. And the other big area that just needs alignment and pre-discussion, and this is what makes collaboration successful, is how to handle knowledge and intellectual property. I've seen like lots of, I've seen in fact the majority of academic industry relationships sour at some point because of that. Like when you publish, when there's patents versus peer-reviewed publications, when you talk about something, when you don't. So, Remnick and the team at Janssen did a really amazing job over many years bringing forward biology that was only really discoverable in academia and married it well to the translational machinery and the excellence in all sorts of downstream activities within J&J. So that's a great example. But it needs to be handled. Some of these barriers are very real, they're to be understood and managed right at the beginning, not halfway through. Thanks, Matat. That's really great insight. Maybe we can come back to this at the end in terms of how do we really accelerate things? Phil, sharp, my colleague.  And then we worked with management to start a company and I was chair of the advisory board for over 25 years. So it became part of the collaboration. Since then at MIT, I've been head of many collaborations with industry. I'm sorry to say, and we've avoided horror stories, but and the reason for that is that the two parties had a full understanding of what both parties can bring to the collaboration. And I'll take the example of Merck. Ed Skolnick was head of research at Merck. He wanted to actually build relationships in Cambridge at MIT. We started a collaboration. He learned about faculty, he learned about what we were doing, we use the resources to stimulate a lot of young faculty to get involved. We started programs training engineers and biology because Merck wanted more people in that space and we supported very excellent research which they learned about. But Ed knew and I knew that we weren't developing products at MIT. We were developing people and science and that's what they wanted. And we had a very effective collaboration. Now you can be more oriented towards particular disciplines now, but that was a very successful collaboration. Great, thank you. Shared understanding of everyone's roles. Yeah, please. Priya. Oh, you're on AQ. Oh, there you are, great. Yes, thank you. First of all, excellent to be on the panel with all of you. And I'll just start by saying that, I think I believe and I know at Biogen, this is true, Phil led by you that many years ago that it's really a team sport, everything that we do. So we see this interface and we see the collaboration between industry and academia as an absolute prerequisite. We also see it, I think, Matai, to your point, we see it across the chain. So we explore it for CMC, targets, human biology, building medicines and more. I think we've had many, many successful collaborations, but one that stands out for me is a collaboration that we had with the university in the Netherlands. And the reason that I think this was very unique is about the clarity at the outset, which was also mentioned about setting expectations, about being very clear what the incentives were on both sides, what the goals and objectives were. And as part of this collaboration, what we ended up doing is we were looking at early biology and targets, but we hosted each other scientists for a six month period. And that made a very big difference because it was sort of walking two moons in someone else's shoes and being on the other side. And we had that end point and objective of delivering on the publications and the science. So I think that that was one that stands out in my memory, but we've had many. And I agree that some of these expectations need to be set at the outset and not midway because it's already too late if you do that. The other point I'll make is sometimes we have very large umbrella agreements with not as much clarity. And I found it to be much better in the reverse, which is you start off with a very focused collaboration and depending on milestones, expectations and success, you expand it. That works much better in my experience. Thank you. Thanks very much for your great insights. Ilyas, please. Yeah, that's a great question, Susan. So I'll just share with you what didn't work and then share with you what worked. And I think some of the points have already been made. The one thing that didn't work my life in academia as an executive vice dean. And when I remember the tendency at the time was to do institution partnerships. So the university X would work with company Y and then they would work together, have a common committee and try to make something happen. That was an utter failure. It didn't work and you can, I won't name names, but there are examples we all know of great programs with multimillion dollars that just didn't happen because of what Priya and Matai already said. It's almost like academia, the product of academia is knowledge and train scientists and engineers. The product of industries is products. And those two don't match. It's almost like oil and water. So what did work? You need an emulsifier. To mix oil and water, you need an intermediate. And I think that the intermediate are either things that can work like separate institutes that are funded by industry, closed by academic ecosystems like the Novartis Institute in Boston and many, many of the R&D organizations that are now coming to Boston seek to benefit from an informal network. What did work for me was something that actually Andy knows well, was the notion that the pharma company would reach out to academic teams with the following characteristics. Number one, it had to be a great scientific idea with really great science and great scientists. It's not enough to have an idea. You have to have the originators of the idea on board. The second is the company itself had to understand the constraints on each side that the academic team really needed to have support but you could not provide support without creating an intermediary, which is a biotech company, which is the model that most people follow today. But to do that, you need an assembler. And this is something that I don't think we put a lot of attention because you need someone who's trusted by all parties who is the super connector and assembles the components. And so we work with Third Rock Venture and with Cricket Seidman and her husband because they knew the genetics. We worked with Sputich on Yale because he had figured out the structure of myosin and acting. And with Andy's insight, he told me, he said, this is really something we need to support. And we made a common endeavor called myocardia. And the idea there that was that everybody thought would be a wild goose chase was that we had a genetically driven science with a biophysically understood mechanism and the capacity of a third party put together of actually a credit Charles Humsey for being the assembler in this case. And so I think this is my experience. Institution to institution doesn't work. Specific idea, specific team, assembled by an intelligent super connector who is really connecting capital sources, knowledge sources, skill sets, academia, industry. That works. And I've seen examples of that. I think flagship pioneering essentially is a super connector, super assembler. So I will stop there. Thanks. It's really interesting to have articulated that particular role, the, you know, mixing the, I wanna call it the whisk. It brings all the parts together. Thanks. Shiv, let give us your thoughts, please. Well, it was very educative and I echo what Elias has said, especially in a country like India at the Cinder U.S. Forum. The academia wants to work with industry, but the government has a feeling that any scientist who works with industry is probably has some vested interest. And the vested interest is that he may be funded or he may have, you know, some other kind of, you know, support. So the best way is to have a biotech, you know, incubator. And very recently we have tried to explore this. The government has set up in India, at least several biotech such innovator things in the medical institutes. Till a few years ago, they were only done in the engineering colleges or in a management colleges. So all these collaboration of academia and the industry was not happening in the medical schools. So I think it has started just this year or a year before. There are now incubators and this collaboration is coming. However, I still remember long, long ago that in many institutes, the industry was supporting the several positions for faculty, but the positions for faculty were at the choice of the investigator. This thing has not come to India. My feeling is with you, Suzan and all the other people, there should be a mechanism by which we can have people with overseas who could come and work and they're supported. So you have a, not only US based or India based, but we have a bilateral relation. If people like you or Andrew or someone or Philip can come and the industry supports without vested interest and you spend three months or maybe not three months, three weeks and set up the ball rolling for the country, I think it will do a lot good for India. So we need a very transparent system where we can have you as the industry leaders come to academia, maybe work, maybe stimulate and use. And I work at the Institute for Liver and Billiardy Sciences, which is the only dedicated liver university globally. We see close to 1,020,000 liver patients in a year. With all that, we still do not have products and we still do not have a platform. So it would be encouraged if you people join hands on this. Thank you, really interesting. Sanjeev, do you wanna wrap with your own experiences? Sure, please. I'm afraid you're on mute. You could unmute, we'll hear you. Thank you. Thank you very much and excellent discussion and pleasure to be here. My experience with the industry is good. We have done recently a nasal trial for COVID vaccine and it was very successful nowadays and we are using it as a booster dose. And I said by professor in that in India, we have collaboration with industry and I'm working at All India Institute of Medical Science in New Delhi, where we have collaboration with many industry partners and doing successful research. Thank you. Thank you very much.  So many of you highlighted something that surprises me, which is the real physical cohabitation. There is a sense that there's a piece of the work that gets done in the academy and a different piece of the work that gets done in the industry and this idea that actually having people, real humans, from the other entity, living and breathing and working together, I think is really powerful and you've all articulated just how much that helps move things along. So I wanna ask you a question more of perception, but I think it's an important one, which is that for reasons I don't understand because the successes have been so numerous and so unbelievable that we've been able to develop drugs and that ideas from the academy have made their way into industry products. When you talk to people about, there's a huge amount of negativity and the general kind of receive knowledge is that these academic industry collaborations are not productive, but they're unproductive and is that just a question of numbers? I ask any of you to speak to this is why has this reputation evolved? Is it well-deserved? And if so, what should we be doing if not, what can we do to change the storyline about it? But I would say that the general public view of these collaborations are, don't reflect the optimism and the productivity that all of you have just talked about. So how do we either or both make more of these happen, but also change the storyline? And I'm not gonna call on people. So you just speak up please. I can start, this is Priya. And maybe what I can offer is that without that initial setting of expectations, trust, respect and clear goals of the common collaboration, I think it's very hard to even define success. So I think one thing I have noted is that when we're not clear in our contracts about exactly what we're attempting to do, then the story is lost and there's dissatisfaction on both sides. So I do think that that's important. The other aspect that was mentioned is absolute and total clarity on publication strategy, timing and intellectual property because these have huge impacts both to industry and academia. And we need to be very vigilant and trusting and transparent. So I think transparency and trust to me can set the stage but currently we may be suffering from some of the maybe not so great stories being out there in the public that are driving the dialogue. I do think there's a lot of success but I think that the ones that get the attention are the negative stories. And so I do think we need to turn that tide and trust and transparency is the only way to drive it forward. Maybe I can build on I think Priya's excellent points which I think is a super important baseline but maybe there's a thought also to redefine what productivity actually looks like we internally did an analysis on how many tangible targets and molecules actually enter the pipeline or progress to the pipeline out of academic collaborations. Now that number wasn't large. So if you look at that the productivity might have been seen as low but out of many of the collaborations have we gotten joint publications we have grown our network we've really deepened the understanding of the biology and the technology we were working on. And I think to Priya's point if we don't see that as a success also in industry then of course we might be disappointed. So that's number one. The other piece I think is important is the element of time. To work on fundamental biology some process that it might take years, decades until some of those things as IRNA, MRNA actually turn into something that the world sees as useful. And often we have moved on then in that space and forgotten sort of the founding academic contributions at that time. So I think it's really to pause maybe and redefine and be very clear about that. Also publications, understanding of biology is a product and a valuable product also for us in pharma. So both of you Priya and Marcus you've illustrated something that when you're on one side of the divide do you think if we just had this one magic thing from the other side, everything would be solved. And it's kind of a mutual set of wrong expectations. And I love the idea that you're both talking about is setting out very clear expectations based on experience. I mean, obviously this was new, frankly, not so long ago, but 16, 17 years seems like a long time or 20 years. But I don't know that we have a good formulation of again, how you set expectations in ways that have greater chance. Yeah, go ahead. Just based on what you just said. Yeah. The excellent comments of both Marcus and Priya here. Like so one principle that I, maybe it's wrong to overindex on it, but one principle that does seem to have held to define success to me is the degree to which work is directed. And so there's a spectrum there. I think if work is very undirected like if it's curiosity driven to the extreme, then the government industry interface is often best. And those, sometimes I get worried if those become too applied and too directed and too goal oriented. In industry academia, in academic collaborations where it sometimes fails or falls apart is when there's an attempt to be too far one way or the other. If it's very undirected, then the timeframe for any kind of tangible success might be literally decades. So it might be one of those things where in retrospect you rationalize talent and knowledge being infused into the system. But on any normal measure of success, like within the company, it'll be seen even 10 years out as, oh, it didn't yield anything. So then on the other hand, I've seen it fail also where it's very frustrating to the academic partner if it's so directed that the academic partner feels like a CRO. And that also is bad because there's no movement of knowledge. So I think you have to get it right within this spectrum on the degree of freedom that the investigations or the research has and both sides need to bend a little bit. And then out from that can flow the alignment on the intellectual property and publications, et cetera. But this degree of directiveness, I think it is somewhat relevant. Can I add? Well, just another dimension. I think all the comments are extremely correct in terms of analyzing the inside value of the relationship between the partners. But I think the perception may also be related to a much larger issue which is that there is a not enormous frustration in the American public for the performance of our healthcare system and the fact that we spend twice as much as anybody else and we have the worst statistics. That's really running in people's mind. And then when we say, well, one of the great things we can do for you is work, academia and industry to develop new products and then the products are costing an enormous amount of money which makes the people feel gouged. And then what you understand and what you hear is the public advocacy groups who say, we're being really taken to the cleaners twice. One, we pay all this research with taxpayer funded NIH funds and others and all the benefits and the profits go to the pharma companies. Who by the way are just working on rare diseases and cancer and have forgotten all the major diseases that we suffer from. So I think there is a political policy perception aspect out there that relates to the fact that the deal is wrong between academia and pharma and industry in the eyes of policymakers, Congress is always asking NIH, why is it that you don't get a larger return? After all, it's your inventions that the industry raise and makes profits from that gouges the American public. I think the industry, the pharma industry is right now. The last word, when you have something that doesn't work as complex as healthcare, you need a villain. And I think the villain is pharma and it has become pharma to protect others who may be more responsible actually for the malfunction of the system. So I'd just like to bring that angle in addition to what was really well said by the other speakers. Thanks, Oyes. Phil did I see you? No, I was just trying to make a traditional point. And that was when in striking these relationships, there's two sides to being transparent and able to value. And there are organizations that are basically basic science, curiosity driven, makes new discoveries. And there's organizations that are structured to be more impactful with large data, which is becoming a major issue in how we do science now. And the Brode here at MIT is an example of a letter who has platforms that can do things that are absolutely unique in terms of the scale that you can probe data and gather it and analyze it. So striking these relationships are, it's important that both parties understand the capacity of the other and what drives the nature of the other's activities. Thank you. Sheva Versanje, thoughts on this. Yeah, go ahead, please, Sheva. Well, I was just wondering and recalling my work, there are three or four types of academia and industry partnership. The industry develops something and the academia uses as Professor Sena said, we do the clinical trials. The second is that a academic person discovers a molecule and takes it to the industry rather self-sat or they now have a partnership, which is rather rare. But if it does, it takes huge amount of time to make a large quantity of a protein or maybe convert it into a bio design. It's a huge challenge because there is no facility. But the first one is very easy. The industry does and you do the trial. But if an academic person does, there is no repository, there is no support system and the industry always looks at what will I gain out of it. So there is sometimes a vested kind of motive that whether we should support or we should not and all that. I mean, it's not bad, but for the academic partner, it is challenging. The third is that we could develop something which very rarely occurs. Like in the COVID time, there were things which could be developed by some universities and taken up for vaccine, so code development. But to me, the best model is cohabitation, where cohabitation in the sense that you probably spend time, think, it's an exchange of ideas, which is free. And that is very, very rare. And if you can provide a platform for cohabitation, this probably would be a way of developing things. I recall my days at Yale, we wanted to develop something and the industry guy would come. He would even know what, where is the liver is, but the guy would tell you, look, this is the way you can develop it. And this was an MR guy. So the idea of having a collateral and literal thinking word, to us, it doesn't exist. You go and see patients come back and teach and go to the lab, but there is no incentive. So what I feel, the fourth matter is where the minds can be put together into a soup and churn to get a new product, cohabitation. Thank you. Thank you. Sanjeev, do you want to add in or when you're on mute? I'm sorry. I have one question with panel if you vomit. Please. So my question is how can industry, academia, partnership better collaborate with research and development and innovation by bringing together industry and universities, partners in application and infrastructure, including artificial intelligence for the students and scientists who are planning their future in the industry. Thank you. I have to say, I love that question. And I love that question because what I've seen around the labs at MIT is the faculty are they're interested, they're eager, but their trainees are lunatics. And they are the glue. We think about the hybridizer as some upper level person, but actually the true hybridizer has ended up being these young colleagues. And as I say, I just love this question is how do we bring them into the mix? How do we expose them? Because they are going to be the future on both sides of this divide. But I think so, we only have a few minutes more. And I think that's kind of at the end of the day what I've been directed to elicit from all of you, which is how do we attract the best people? How do we set up this kind of, not permanent cohabitation, but thinking groups, ways to actually share ideas that the unexpected thing that no one has thought of yet is the thing that really comes out that we can act on. And I mean, how do we establish new alliances and territories that are underappreciated? I guess part of this is if you had your dream target, your dream of future success, first of all, what would it be? And what do you see as the pathway? I mean, how do we draw on the talents of our, from my perspective, our academic communities so that we can build the technologies and the drugs of the future a little bit faster than what we've been able to do? Priya, you're nodding. Tell me what's on your mind. Sure. I can get started. I think it's a great question and it's really important as we look to the future. So I'm gonna raise three points. First is that we believe we've got to go where the science is. So we are going global, we've got collaborations with Japanese universities, with Chinese universities across Europe and America and hopefully more than that. And that's important because I think we have to go beyond because there's good science in different places. And as I said, we're going across the chain. So they are experts in different regions. We're trying to tap that. Number one, number two, we believe that we have to go beyond even the science. We have to kind of tap the underprivileged communities. So we are forging alliances with historically black communities as well as universities to really assess what we might be missing to the point that was made. And number three, I think we've got to enroll the future generation. So we are trying to do more postdocs, internships, fellowships, they're short, they're not all very long or doing the resident exchanges. And finally, I think COVID taught us that with the virtual, a lot of amazing science is possible. So while it's always good to have residents come in and postdocs be with us, what can we do virtually? So we're trying to tackle that. Those would be the three thoughts I'd offer. Well, thank you. Can I, yeah. Please try, go ahead. Yeah. Just in response to one aspect of the question around artificial intelligence, data science very broadly, this is an area that within the regulated atmosphere of biopharmaceutical companies 10 years ago, 15 years ago, still new, brand new. And right now it's coming in strong, but the skill sets don't necessarily exist yet. It's all influx, it's all changing. So one, this is, we don't have to think of academic industry collaborations as always. Like, you know, establish a biology research program, a medical research program, sign a contract to it, it can be more organic. Like in the case, I'd like to highlight an example where in the J&J system, where a data science team was built very expertly internally, absolutely key, first advisors, and then eventually collaborators became Dina Katabi and Regina Varsley. And, you know, even though admittedly, like they wouldn't have had the same degree of seasoning, right? With research and development type activities, as extraordinary MIT professors, they were able to, you know, get up that learning curve incredibly fast and broth such freshness to a team that otherwise it couldn't have been had. And now Regina and Phil Sharp work on J-Clinic and that's an entire entity that many of the listeners know well within MIT. And Dina's running a company on a very important measurement around Emerald. These things I think couldn't have necessarily been all anticipated, all the impact on all sides of the equation here, but they can begin organically as well. So again, the emphasis on different approaches, different models, not everyone should try the same thing, I think is important.  Yeah, exactly. You know, around 100 yards. I'm running. Well, yeah. All right, I think I'm getting the cue that we're running over time. What a surprise. Thank you all for joining me in this really interesting conversation. And I really trust that all of us together will figure out a way to accelerate progress going forward. Sorry, Andy, over to you. Thank you. Not at all, Susan, thank you very much. And thanks for the hope. So let's turn on the polling question so we can get our audience involved and see how the audience reacts to all that great content. All right, good. So if we could please pull up the polling question. And for all of you, please, if you could chime in, academics have improved their ability to perform reproducible research to industry standards. I love that. We're bringing academicians up to industry standards. A, not at all. B, a small amount. C, a large amount. And D, totally. I really like this question and I'm very interested to see where we land. I think we have more of an industry audience than an academic audience, even though it's mixed. So we'll see where the audience takes this question. So great. So we'll have a minute or two to answer that, Paul. Thank you. And before we introduce our next panel, if I could bring up the results of the polling question. Great, so, oh, interesting. Academics have improved their ability to perform reproducible research to industry standards. And actually we're not feeling very confident about the reproducibility of academic research in this panel. We see the majority of people, 60% actually voted only a small amount. So I remind everybody that I don't have the list of participants, but this is predominantly, I would imagine, an industry audience. So it'd be interesting to ask that same question, Susan, to an academic audience.


Hello everybody welcome back to another HitFilm Express tutorial video. In this one I'm going to show you how to take standard footage like you'll see here on the left. Yeah we got some dudes just rocking out in some yeah you know scary footage but it's boring the coloring is wrong. I'm going to show you how to adjust the coloring and make it color corrected and make it look like it belongs in a scary movie.  Well let's do it I'm going to just go ahead and delete all of this and start from scratch so that way there's no trouble. So I have some stock footage that I got off pixels and I'm going to show you how to do this in like two minutes it's very very simple and you don't have to know a whole lot to do it so I just dragged and dropped the footage in presto and the next thing that you want to do is you want to go to your effects panel over here and what we're looking for is presets and down here at the bottom so you'll see here that I'm at the top of it the effects drag it all the way down to the bottom and at the bottom you're going to see presets and under presets you're going to have a few options what we're looking for is film looks what we're trying to do is we're trying to take generic footage or just footage that you shot either using a DSLR maybe you're just using your cell phone and it doesn't look quite right let's go ahead and make it look cinematic so what we want to do now is go to film looks and let's go down here the one that I like is deepest blue and we're using this one for this one a because it's free everything we're doing here is free we're using free free software free tutorials free technology etc etc so drag and drop deepest blue and drop it on top of the film of the video now it does a pretty good job but it wasn't quite as good as what I had and let me show you how to make those small changes so once you've dragged and dropped the preset on it you're going to notice a few things under controls you're going to see under effects so it's not effects it's actually controls and then effects you're going to see a few things you're going to see color balance you're going to see the color gradient that it selected and again you can go in here and manually adjust these things I'm going to just go ahead and increase the opacity a little bit I want it to be a darker effect because we're going for a horror film look so I'm going to go ahead and increase the opacity from 45 to about 62 let's go with that and then what you want to do here is for brightness and contrast I'm going to go ahead and increase the brightness considerably and now this doesn't look quite right I get it but now watch what happens when you increase the contrast bang we have a cinematic look in about 90 seconds I'm just going to hit the play button and presto this looks like it was shot at night or getting close to night in a friggin forest it looks good that's all it took guys thanks for watching this tutorial that's how you color correct and make your footage look cinematic using free tools in just a few seconds I've got a ton more stuff coming up stay tuned I will be back soon


I'm here to deliver a simple message. There has never been a better time to hire, to build, to invest, and to grow in the United States. America is open for business, and we are competitive once again. America is the place to do business. So come to America, where you can innovate, create, and build. I believe in America. As President of the United States, I will always put America first, just like the leaders of other countries should put their country first also. But America first does not mean America alone. America is roaring back, and now is the time to invest in the future of America. There's a lot of money for people making a living, doing whatever they may be doing. And we really thought February 1st it was going to kick in, and everybody was going to be, well, we haven't even gotten there yet, and it's kicked in. And it's had an incredible impact on the stock market and the stock prices. We've set 84 records since my election, record stock market prices, meaning we hit new highs 84 different times out of a one-year period. And that's a great thing. And in all fairness, that was done before we passed the tax cuts and tax reform. Well, being a businessman has been a great experience for me. I've loved it. I've always loved business. I've always been good at building things, and I've always been very successful at making money. I'd buy things that would fail, that would be failures, and I'd turn them around and try and get them for the right price, and then I'd turn them around, make them successful. And I've been good at it, and that takes a certain ability. And historically, I guess there's never really been a businessman or business person elected president. It's always been a general or a politician. There's a tremendous spirit in the United States. I would say it's a spirit like I have never witnessed before. I've been here for a while. I have never witnessed the spirit that our country has right now. So I just wanna thank you all and all of those that are pouring billions of dollars into our country, or $10 into our country. We thank you very much.


Hi guys, you are watching OxyBlogs and today I want to share with you some new places in Dubai that I highly recommend you to visit in 2019. The first place is called Al Sif. It's a family-friendly lifestyle destination, which is located near the iconic Dubai Creek. It's an area rich in historical sites. You can go there shopping, you can go there to the restaurant, you can book a hotel, you can just go there for a walk. It's a beautiful waterfront destination, so you should check it out. The next place is called The Point. It's a lifestyle destination as well, which is located on Palm Jumeirah. You can get there by Palm Monorail, which is connected to Dubai Metro and Dubai Tram. It's a beautiful waterfront destination with a big variety of restaurants, shops. They have entertainment for kids. They have beautiful fountains, cinema, one nightclub, two gyms, so it's a great place just to go there and hang out. I think it's a bit hot now, so I recommend you to go there at night. The next place I highly recommend you to visit is Blue Waters Island. I think you heard about the largest ferris wheel in the world, in Dubai. So it's built on that island. At the moment it's not working, so you cannot use it, but once it starts operating, it will attract so many visitors to that place. This island consists of different areas, leisure, retail, residential. They have hotels, beach clubs there. If you've been to Singapore and you visited gardens by the bay, so they built similar structures like trees on Blue Waters Island, so it looks really nice in the evening. Also when you are on the island, you have a beautiful view towards Dubai Marina and JBR. So you can take some amazing shots. The next place is La Mer. It's a waterfront destination. They have public beach there. It's free to enter. Also they have basic facilities like showers, changing rooms, plenty of restaurants. La Mer is one, I think, of the most Instagrammable places in Dubai. They have so many different nice spots where you can take so cool pictures and they have cinema there and they have water park. But for water park you have to pay and for the cinema. You can just go there for the whole day and I'm sure you'll have a lot of fun. So guys, if you're planning to come to Dubai for the first time, of course you should start with some basic activities like desert safari. You should check out Dubai Mall, Dubai Fontaine. But also I highly recommend you to visit Blue Waters Island, La Mer because these are really cool places that you will not find in other countries. Thank you for watching and I will see you in the next video. Bye-bye.


Tuesday morning. Back again. There's Jason. Hey, there you are, yeah. Three barra's. Jason's brought the barra's. Four barra's. The fish has been going down here and we're gonna get a grab. So hopefully that'll speed things up, not double-handing barra's into the skips. So we're all set out yesterday. There's some more. The Intel's getting done tomorrow. Want to be on T2 where the gas cancels? No, the Intel's getting done tomorrow. There's the other end. So what I'm gonna do is mark the perimeter, cut round the grinder, because the flags are staying in, and then we're gonna build brick work and then put a limestone board around it. So I'll get the right, what time is it? 10 to 10. Here we go. What's that? Three course down to the concrete. I wish I could go that deep all the way round. But we're down to the, you know, Jason's hand.  I'm not, I'm not sure what's. That's in line with that gas factor, isn't that? Yeah, that's too deep, that. Hmm. Yeah, it'd be shallow enough, wouldn't it? And why is it going that way? Shouldn't be going that way unless the gas meter's in there, which won't be in that concrete garage. See, sometimes you can get thingy where it looks like you're all right, but it's just, it's not. It's a layer. It's not, because you've got a bit different there, because look at that sand there, and then look at that crab there. Yeah, anyway. So all the flags are out. We're all set out. There's not much, not much more needed out of the middle. There's a bin. Delivery number one. That trench blocks. Five lights. Two tonne of building sand, and twelve building sand, twelve cement.  So we've got these boards up to protect the, the boarder. And then we're piling up here, ready for a grab. Just put this screen down. Just keep the flag clean. Another grab's going to destroy it, but it's still using the skips. You can fill your wheelbarrows and just tip them instead of filling them and then doubling them into skips and just saves a lot of time and so far so good with the digging. And that's the longest thing. We're cutting the flags up and getting rid. So, back to it. Got the tape off. Right, here you go. Three course down to foundation of the house, which is, what, 220 mil thick? So we're down to just, get the tape down to where the waters are. At least we've found the water pipe as well. What was that? What were we down to? Can't see. A bowl. Can't really see. 700. And that's the dam. Gully from the back of the house dropping in to the main. Drops into this. You've got the fowl dropping into this. And then that was digging away nicely, all nice and hit this nice solid, like sandy stone. Solid. And then bang, that's another pipe. We're in right down the trench. So God knows what we're going to do with that. But that's, that's 1,100 down now to the top of the pipe. We've also got to get a soil pipe in here. Get an inspection chamber over there. And it's 1,100 down, so that's a massive job. Taking all the flags up. So, there's the chamber. So we're almost down to the bottom of the chamber now. So, and it's 12 o'clock, so we're not done too bad. Just a lot to do. How tight are we? How's it going down there? We're having a great day so we found these pipes. We've never done a dig this fast before. Now we're getting punners for it. Yeah. You want to tell me what you're doing? Right, we're working to that manhole. Down to the inverse of that manhole. And then we found this, this pipe, which goes under the manhole, which we found out was a surface water. Which in the future is under our trench. I also need to get a soil pipe in here for the toilet. So I'm going to bring it hard up against this flag, drop it down and into that, which is the soil pipe. Down there. We're just going to put a T on it, or a Y, probably a T. And then on this we're going to put a, we're not going to put a 90 on it, we're going to put a 45 on it. Maybe even a 30. Depends what that angle is. So, and we're going to have an inspection cover on it. So at least from the toilet to the main can be flogged. Can be. Rodded. Rodded. Yeah. So that can't block. So yeah, we're getting an inspection tomorrow morning between 89 and see what he says. So he knows what's going to happen. Yeah. So I'm just trying to expose this pipe so I can cut it. I'm going to, I'm hoping reciprocating soil will go through this clay pipe. That today? Yeah. And we need to get this T. We've now got the reciprocating soil with us. Do you want to bring it? Oh, balls. Right. Planned bead and we'll just have to nibble it with the grinder. Going to be great using the grinder down there, isn't it? Right. So let's just turn the upside down. So this is our pipe. Just trying to expose that so we can cut it off just past the collar. Just past the collar. Put a T in there onto to the band seals. Plate a plastic and bring it up this way. So that's our job for this afternoon.  Right. Dad and Jason are just taking the top off now for the floor, right? Right. Wednesday morning. This is the outro that we didn't do yesterday. So there we have a gas pipe, water pipe foundation. A surface water pipe, which runs underneath the foul pipe. It runs under the line. There's the T for that. That one's up to there. Now you should imagine the main branch of there. Move it to there. Yeah, we're plenty deep enough. We just need to speak to the building inspector about what we're going to do on this pipe here. Because there's no way we can move it. Yeah. So we're just waiting on the building inspector. We'll wait for him. We're setting up on this. I'm missing that one. You can see that. This video should be titled Harry Potter and the Quest for the Missing Lentil. Yeah. So we did get that done today. And hopefully we'll get this, find out what's going on with this foundation. Oh yeah, we also dug off yesterday ready for the slab. The slab's going to be left with the door stepping up the DPC. So that's all ready for hardcore now. We had a bit of a cave-in. But not too bad. And that's probably one of the easiest boots we've ever done, isn't it? Yeah. We didn't have them pikes in the way when we did that. Yeah, we probably were like Tom Griesen at yesterday. So there's our pile ready for the grab one again. Massive. After a bit of wriggling, we got the first brick out. So now it's acro time. And once the acro is in, we only need one really, don't we? Yeah. Because it's only supporting that. The rest of it's kind of fallen out on its own. So at least it shouldn't be too hard to get the bricks out. No. Same again. I've done a good job with three of these. And they took all the brick out. But I left flashing in. Which doesn't even come to the front. It doesn't come in that way. But the flashing in, they're not left flashing. It's a lead cavity tray. I'm not going to link them. As you can see. Yeah, we'll go to the side so you can see. The belly. Give it a push to see if it moves. Oh, the whole thing moves. Even this bit moves. It all moves. And you can see here, once I was getting out, the rest of it's just falling in suit. So once this acro is in now, it's just a case of getting them out. And then three courses again. Is it? That's it. That's just getting that up now. We'll get that up now. You better up down straight away. You sure? I'm just going to clean the bricks up with the grinder. We can start with this cut. And then once you've done that, catch up with you. Alex is on with cleaning the bricks up. They're all out. No power tools needed. I'll have them quick blasted to save us all. Like a bottle. Here you go. This is what they've been installed for some reason. They've cut off the old tray and then put this lead one in for some reason and then just curled it over the window. It's still looking. So they've gone through the trouble of putting the tray in. Not bothered. Put them underneath it. And for some reason they've got these little flaps at the end that go over the top of the lead, which is weird. Same as this end. And what they're supposed to be doing. They've got a simple zero support. So let's get this lead out and get a proper tray in. Going for it battery dies. Led's out. Left the channel in, which we can use for our cavity tray in. That's ready to go in. Got a half cup back in. And it's ready for lintel now. Yeah, get the brickwork back in. Alex has nearly got all the bricks cleaned. Five bricks left and we're done. So I think our building is better to see now. So quick break and then back up here. Alex has nearly done there. Clearly up there. Ready to go. Let's see where the new extension is going. So we need to get this thing clean before that. Right. We're all fine here. We've got to leave the water in the gas. We've got to cut off there. Basically take this whole long length. Not ideal, but it is what it is. Better than saying we have to make the drains. Yeah, so that strip's going to come out. There's quite a lot in there. But we'll manage. So we're going to get this lintel in as quick as we can and start digging. This afternoon we'll see how much we get out and hopefully get some concrete in there tomorrow. Because we had a bit of a place to say that. We're going to go deep in now. Let's get this mixture sorted and get cracking. Right, lintel's in. Tray's in. Not nice enough to stand on this end. Whoops. It was standing on that end. Because it's just too much to get back in that. Get it all ground out in there. Because you start putting the power tools in the cavity. It just bloats in the solution everywhere. So we've cleared the lint with the tray. Anyway, so that's fine. So, let's get these bricks back in. Let's just add a bit of a rain shower. It's like the rain now. Alex is digging a way down there for me. Let's get a few of these back in. Just after one o'clock, Alex's got well on with that digging. He's doing really well. Let's get this finished. It's all bricked up, all sealed up.  How are you feeling, Dad? The figures are real, literally. Both. Oh, we've reached the end of the digging, finally. Nearly. Nearly. You've just got to dig out for that drain, but the trench is dug out, finally. Yeah, building a spectre, once it's dropping level with the bottom of that pipe, then we're going to put a board against the pipe and mass fill it. So, that's all we've been doing all day. You have. I've been doing that much better. Lintels in. So, yeah, all's left now.  Easiest said and done. Let's see how...  Let's see where that gets us. Follow the house foundation. We didn't take long to hit that. Don't know if it's live or not. That's going to be sleeved with your fly-through valve. Gas pipe is just going to be lintel over. Building controls find about it being where it is. It's quite safe. There's the foundation of the house. There's our water. We've had to dig all this out today. It was level with that and it dropped down with the pipe, so that's all that's come out. We've had to take a bin out here so we can get underneath the pipe with some concrete. And we've broke into the main soil pipe with the T. That's just but on temporary. Well, it's on but it just doesn't mean tighten up properly so we can adjust it tomorrow and get the right angle. But we can use the toilet again now. We've got a cap on for the smells. So yeah, we're ready for concrete now. We just need to get some kind of shuffling round here. Get some concrete in that corner to put the lintel across. Obviously the lintel's across there, shutter that. We've got a board along the pipe just to stop the concrete hitting the pipe. And yeah, that's it. So I've still got lots to do tomorrow. So that corner from the ground level is 1400 hand dug. Wasn't it, pal? What, sorry? All hand dug. Yes, it was. It was an easy dig though. A pal from today. Today wasn't an easy dig. No. It was an easy dig for you really yesterday. That was a pain now digging under there. Trying to cut them pipes and everything. That's just to avoid digging all this up and putting the chamber in.  And then when they put the soil pipe in through the wall they'll put a T on it with an inspection T on it. So they can take the cover off and load. I'm not down to there. Is that what we're doing? What? Pardon me. We're taking the pipes up to there. Right. And then we stop there. That's what the cap's for. I see. So the plumber connects into it then. It's like on site where they leave the drain sticking out of the floor. Right, okay. And the plumber takes it from there. We just haven't, we've gone round the outside. I don't like going through the inside. Yeah. End of day two. And we're going to see if we can get some concrete all over tomorrow now. I'm going to get the AOK. We'll see you in the morning. Quarter to 12. Fresh back from berries. We've had another cave in. Bill and Spets have been out again this morning. I had another look. He's happy with everything. Happy with all the digging and everything. Happy to connect it in there. So Alex is going to get this back out. Let's come from the leaves to pass that. So the sooner we get this concrete in the better. For us or not, it's the other way. Yeah, that's fine. We can backfill that. Yeah. But concrete's ordered. And we just want a little bit coming out of this corner. After half one. Oh yeah, there's just a bit digging out underneath that pipe. I'm going to get down there now and start shuffling. So, yeah, let's get cracking. Concrete's here. So, sticking on town, that's how I get this put in. Just so we're having our dinner. Usual 10 past three. Just finished our dinner, which we were interrupted when the concrete came. What do you need, Alex? It's still not working. Have you stepped up yet? No. Cool T-shirt. Anyway, back to this. We're in. Thank God. Took a good two cube. So there's our pipe down there. The concrete goes under that and then comes back up here. So we can get a little across here. And then two lintels off that one. Bit of a pain, but this whole deed's been a pain. We've put a plastic sheath in around the lead pipe. There's our other pipe. We're going into the mantle. That's the fowl. The other pipe that runs alongside the foundation is below the fowl for some reason. And it's the surface water. So we put polystyrene along the side of it so the concrete doesn't actually hit. Hit the actual pipe. And then along this section, we've put a board up against it to stop the concrete touching it. And then we've got polystyrene on top of it to give it a cushion. But that's just for the spread. Let's take off that. This corner's a bit of a mess where our drain comes up. There's our pipe for us. Right, where was I? Yeah, this corner's a bit of a mess with the drain and everything, but we managed to get the soil piping connected with the band seals. All passed off by the building inspector. So now, thank God the concrete's in. No more cave-ins. You can see where it's caved in. And we're going to load it. We're going to load the trench muck out on a few four-inch block. Ready for tomorrow. No bricks here as yet. Brick store, hoping to get them here tomorrow. But looking like Monday, more like they said. But it doesn't really affect us because we can get it built tomorrow. Get it prepped Saturday. Probably have Sunday off. And get it slab Monday. And then what we're going to do is we're going to load it and then once it's slab, we can crack on with the brick work then. So, yeah, let's get tidied up and go home. We'll be home pretty early today. We've had two late ones on this one. We'll see you in the next scene.


Good morning, everybody. Today is Friday, December 7, 2018, and we are, of course, waiting for our setups to take place. While we do that, we're taking a look at forexfactory.com. We have consumer sentiment, final wholesale inventories, and inflation expectations all happening at 10.10.30. We have natural gas storage. At 12, we have FOMC members speaking, 3 o'clock consumer credits. My goodness, we have a full day ahead of us. Let's see where the markets go from here. The spot looks like it is down, just a tad bit on the day from yesterday's close, 28 cents, not big by any means. And as always, we're just going to be patient here, waiting for our setups to happen. Looks like we're getting a signal here on SPY to watch more of the candle before we get into a trade. And I went ahead and bought two soon, but that's okay. I bought in at $193. It's heading in our direction here. Got to be patient here, $193 by $197. Here we go. It's heading in our direction here, guys. Awesome. I got out one. I still have one. This is awesome, guys. All righty. And I sold the other one. Awesome, guys. This is perfect. This is awesome. Check that out, guys. I bought in at $193, sold the first one at $210, and sold the other one at $220. That is fabulous. Look at that. $230 by $234. That is absolutely fabulous, guys. And I got to get ready for work, guys. Look at that. They're up to $240. $240, guys. Look at that. All I got a signal here. Perfect. My signals are dead on. $270. They're trading at, they're about to hit $250. Oh my gosh. And I sold at $220. This is exciting stuff, guys. The markets are extremely volatile right now, so they're definitely helping tremendously. But this is what it's all about, guys. I'm working on my exit strategy, and this is what, this is what it's all about. This is what it's all about, guys. Look again. I traded two contracts, bought at $193, sold the first one at $210, and sold the second one at $220. I didn't realize that I was doing a limit order on that one, but that is awesome, guys. Look at that. They hit over $250 in this small little run here. I love my setup. I love my strategy. This is fabulous. TGIF, everybody. I got to get ready for my day job. We will talk more over the weekend. I have some really cool things coming up this week. I'll tell you all about it in a later video, so stay tuned. Hit that subscribe button down below. Like and share my videos, guys. Comment down below what you thought about this trade. If you made money on a trade or if you lost money, comment down below. I would greatly appreciate it. See you, guys, here next week.


Hi, I'm Ashish Nirke. I'm a product manager at Facebook. About 11 years ago, I started my journey as a software engineer through my career at one of the top three firms in India, Infosys. And since then, I have worked at Nokia, Microsoft, Intuit, Roku and now at Facebook. And today I am extremely happy that I get to share my journey, my learnings and three simple secrets that I learned through the journey with you, the aspiring product managers. And so I want to thank Product School for giving me this platform to share my journey and help you guys to get towards the product management. What you are going to learn today is we will look at my journey, what I did. And although I said 1.5 years of journey, how it turned into three years, how I struggled from getting from software engineering to a product management, what tricks and tips I applied and what I learned that can make your journey really simple to get towards the product management. I'm also going to share three simple secrets. And I call it simple because as you see through them, you'll say, hey, these are pretty simple. I know this, right? But it's really the secrets that we ignore and we suffer as we go through that journey. So I'm going to call out them explicitly. And thirdly, I'm going to help you make your plan. We want to make the plan immediately to either start your journey towards product management. And if you have already started that journey, I want to help you accelerate that journey in the right direction. It's important to see what we are not going to cover as well. The first thing I'm not going to cover, PM best practices or what does a product management means? And that's because when I did a Google search of what a software engineer does or what a product management does, there was a clear distinction within 0.5 to seconds. I got about 0.5 billion responses to the first one, which is what a software engineering is. But I got about two billion responses on what a product management is or what a product management does. And that's like 4x. So there's a lot of content available outside that can help understand what a PM is, what the best practices are. And I'm pretty sure if you are listening to this webinar, that means you already know some of the basics and you want to accelerate your journey towards getting to PM. The second thing we are not going to cover is the deep dive into product management pillars. And because if you're listening again to this, that means you have some basic understanding of what PM means. And there's a really lot to cover in this area. So it could be a separate section or a session of its own. So before you get too deep into how to become a good product manager, how to understand the different pillars and strategies, I need to help you first get into the right track and get accelerate your journey towards PM. And the third thing that we are not going to cover is the interview prep. This is not interview preparation session. There is again a lot of resources available outside that can help you. And secondly, the interview preparation really depends on which company and which team you are interviewing for. So it's not something that generally we can talk in this session. All right. So that said, let's get started on our agenda for today to get you to start learning. First thing is my journey towards PM around mid of 2012. I joined Nokia as an software engineer intern, and I joined a secret team at that time called the Tablet Team. I was working on developing different Windows operating system apps or Windows OS apps at that time. Nokia was trying to combine with Microsoft all their efforts. And my team and I were trying to see how we could differentiate our tablets from other tablets. In six months by end of 2012, I became really comfortable in developing the apps and, of course, being an intern and having some free time. It wasn't so much difficult to come up with an idea of my own. And so I created an app that was based on a concept of how earlier communication used to happen. And Kings used to communicate earlier using the scrolls where they would write a message and send it with one of their soldier to somebody else. So based on that idea, I created a Doodle-like application that could have infinite canvas where a Doodle can happen. A user can add images, video, audio, etc. and create various scrolls with these infinite canvases and then share with each other. When I shared this with the leadership, it really became one of the company-wide app that we started developing. We got funding, we got three different teams that started working on it. And as we got a number of engineers, we also got one product manager to work with us. Since I was the initial originator of the idea, product manager worked really closely with me to understand what was my motivation behind it. Together with him, I started interviewing customers, understand their requirements, really think about what impact this app can make, how it can bring differentiation, the thing that we cared about. How can the tablet become just the notebook in your hand and how can you become comfortable if we give you this app to have the Doodle and a notebook kind of experience? As I started working with that product manager on all these things, of course, I started liking this field a lot. And around the beginning of 2013, this is when I created my New Year's resolution that this is a very interesting role and I want to be a product manager by the end of 2013. Of course, it didn't happen by the end of 2013. It took me about 1.5 years to shift my mindset to make people realize that I care about product management, to make people see me as a product manager. And as it was happening right somewhere in the middle of 2013, Microsoft took over Nokia and that just destroyed my plans. So I joined into it as a software engineer, being that was the only experience on that resume. And I restarted my journey towards getting into product management. I again spent 1.5 years and finally I got into product management. But throughout this repeated journey of 1.5 years twice, which is totally three years, I realized three simple secrets that I want to share with you. So the first secret is communication is the most important skill that you have to master. And I cannot stress enough than saying this like there's no other option.  And the question I would ask is think about have you ever sent an email and received a response asking questions to clarify what you write or have you ever emailed someone or tried to convey something with your concerns or you tried to ask for approvals on something and that resulted into chaotic chain of emails going back and forth with multiple people on it. And if the answer is yes, then yes, you need to work on your communication skill. The question I asked myself when I was trying to get into PM is what does it even mean to get or have better communication skill? And after that three years of journey, I realized it really means transforming your talking, your writing and your listening skills into an ability to understand others and ability to convey your thoughts. That's what it means. You may have heard many product managers on your team saying, I need to align with this other team or I need to align with someone and I'll get back to you. And that can only happen if you have a good communication skill. You can only align with people if you can communicate very nicely. If you can understand their point of view and try to negotiate to reach a point that is beneficial to both of you. The second secret I want to share is impact. Always think in terms of impact, some data back impact and let it reflect in your verbal as well as the written communication. Right. If you are not a product manager already, you are aspiring and you are either a software engineer or some other background. I would say, do not hesitate to speak out loud in front of your team. If you see anything else in the discussion that brings value to the table, don't hesitate to discuss that. Don't hesitate to pivot. And if you keep bringing up those points and with the data back communication after a few reputations, people will start noticing you. And more importantly, you will start noticing yourself as how your mind shifts from software engineering into product management. It will create your brand. Right. And the third secret I want to share with you is be always ready. You don't know when the opportunity is going to knock who is judging you when. And I have a plan next to share with you where this is going to be super helpful. So in be ready, what I mean is be ready with three things. First thing is have your elevator speech ready. Anytime if you get an opportunity to talk to someone who is hiring a product manager, you should be ready with a two minute speech about yourself, your background, some projects you have worked on, why you aspire to be a product manager and how you can bring success to the team. Right. Be ready with that elevator speech. Secondly, if this discussion goes any further, the person in front of you is going to ask you, tell me about a few of projects you are working on. And what they want to listen is some of your success stories and some of your failure stories so they can better judge you. So be ready with four to six success stories that you have and about two to three failure stories that you have. And whenever you tell the stories or even any type of communication, you certain format or the model that can help you. The models that I use usually are one of these two. One is called S-A-R, a SAR model, where S is situation, A is action and R is the result. You start with what was the situation that you or your team were in and try to establish the pain point. You really need the person in front of you to understand the situation was complicated. Then you need to talk about the actions, the actions you took specifically to get the team out of that situation. So that's S, situation, A, action, and then talk about results. Be very precise and specific about what were the results achieved when you went through those actions, when you took those action. What was the customer gain? What was the revenue gain? What was number of sessions, for example? Just be very specific on what things you achieved as a result. The second model I use is called S-C-R, situation, complication, resolution. This model is very helpful if you haven't gone through the actions itself, but you face with a challenge and somebody asks you to present it with a plan. Right? So how you start is, again, you start with the situation. You say what it exactly is. Then you write the complications. What are the complications in that situation? Try to establish the pain point. Why it's important to even plan about this thing? Why it's important that we speak about this? Establish that pain point and then go towards the resolution. In the resolution, always try to provide two to three different options, at least go with up to five and then recommend one of those options, which you would say is the best option to go with and why. If you communicate in this way, you will always get your point conveyed in a right direction to the person and they will understand you. So these are the three secrets I'm going to repeat one more time. First is communication. There's no other option you have to master the communication skill if you are aspiring to be a product manager and you would need the skill even after becoming a product manager to become a great product manager. The second thing you are going to need is thinking in terms of impact and later reflect in your communication, your writing skills. And the third thing is you always need to be ready. You don't know who is judging you or what time the opportunity might knock. So be always ready with your elevator speech, with your success stories and with your failure stories. And always remember when you are communicating or conveying your stories, use either S.A.R. model, situation, action resolution or use the S.C.R. model, situation, complication, resolution. All right, with that, I'm going to give you a plan and hoping you'll take immediate actions on this immediately after this webinar. If this plan doesn't seem right for your situation, please tweak it. But make the plan right now when I created this plan. I knew that I was a software engineer. My product sense was a little bit weaker. I needed to work on the metric skills. But I knew what was great in me is I could bring innovation. I could bring creative user experience. And I was a very reliable product executioner. So try to figure out what your strengths are, what your weaknesses are. Work on your weaknesses and in parallel, start advancing towards the PM roles that can use your strengths. Right, let's look at the plan. The first step in the plan is put yourself in readers or listeners shoes. This is this goes right towards the first secret that I told you. Communication, right? And here's one example of how you can bring simplicity in your writing or speaking skill. If a sentence you are writing is like, at this point in time, we have not yet decided which action plan we will put into operation. By the time the reader reaches the half of the sentence, they already lost the interest. They don't know what you are trying to speak. So try to simplify this and try to convey what point you're really trying to make. Just say, we have not yet chosen an action plan. It's so small and it's so precise. Reading it immediately, the person understands what you're trying to convey. Another example in being specific is this one. If the sentence is he incorporated major inputs from interviews to determine the functional requirements for console construction. Just write in a simple way. He interviewed many experts to learn console building, right? You see the difference like the more bigger sentences you have, the more words you put in. It's that much difficult for a person to understand. Just eliminate the words that do not contribute to readers or listeners understanding when you are either sending an email or trying to verbally communicate. Use always one more technique that I tell myself is read before send. Either it's an email communication or I'm chatting with somebody. I type it and then I pause for a second. I read through it. I see I put myself in the reader's shoes and I see can I understand this? And I'm surprised even to this point how many times I've figured out so many mistakes, either spelling mistakes, grammatical mistakes, or even wordy sentences. And it happens all the time when you are in Russian, you are trying to type and you make this mistake. So just pause before you send, read it, put yourself in reader's shoes or listeners shoes, think about it and then proceed. The state number two of the plan is increase your network and express your goal, right? This is something I did and it tremendously helped me. Decide some number. I decided I needed to meet at least two people every week, two new people in my company or outside grow my network and tell everyone that I'm interested in product management. I'm looking for jobs. These are my strengths and I'm trying to see which other teams that are hiring for product managers who are skilled in the specific area. Just keep communicating. If you find at least 5% of the people who can help you and lead you in a right direction or can tell you this is a hiring manager that's hiring and you should talk to them, you already got the lead. So continue this.  And the third step in this plan is unlocking yourself until you find that opportunity. You don't need to lock yourself in saying I'm not a product manager right now. Instead, what I did was unlock myself. I said, I don't need official a position to be the product manager. I can consider in my mind that I'm already a product manager and start acting like one. Many times you will see on the team that product managers are stretched then they either go on vacation or they are working on so many projects that they don't get to focus on specific projects in detail. Take the charge in that case. Ask them if you can jump in and help them. Right. Sometimes you can take to volunteer, run the scrums. Sometimes you can just say on one of the projects, let me write the vision document or let me create some requirements and then you can review it. Right. Do something like that. Unlock yourself to get out of that lock situation or being in one position. Just consider yourself as a PM and start acting like one. Get guidance on where you are making any mistakes and correct your course. Right. So I would pause here for a second.  Take action immediately. Make your plan. I'm again going to repeat make your plan. If this plan doesn't work for you, tweak it to your situation. Try to find out what your strengths are, what your weaknesses are and prepare your plan, how you are going to accelerate yourself towards the product management. And at this, finally, I'm going to say be persistent after 1.5 years of effort at Nokia when Microsoft to go to Nokia and I got laid off. I almost lost my hope as I had to again restart my whole journey from software engineer to PM. But I realized that if we have this plan ready, it works, right? I have seen it once. It almost landed me in a PM role. And so I decided I want to be persistent. I'm going to restart this plan again. I'm going to do everything that I did previously and even better. And being persistent really paid off. I finally got into product management role. So I would really, really, very highly recommend be persistent if it takes two years for you, that's fine. Sometimes it might take six months, depending on how the opportunity comes in front of you, right? But be persistent and keep trying. Make your plan. If that plan is not working, change the plan, but do not give your objective. You want to become a product manager. You will become a product manager. And for that, I say all the very best in case you have any questions and you need to reach out to me. This is my LinkedIn URL. It ends with Ashish Nirke, my first name and last name. So link in dot com slash in slash Ashish Nirke. Feel free to reach out, text me, connect with me. You have any questions, you need more information. You need to talk about best practices or interview tips, which we haven't covered. I'm always happy to help. Thank you so much and good luck.