April 22, 2025

Build Smarter, Move Faster: Strategic Partnerships for the Future of Tech

Build Smarter, Move Faster: Strategic Partnerships for the Future of Tech

If you're serious about accelerating innovation without burning out your team or budget, this episode is your shortcut. On Beyond Confidence, Divya Parekh sits down with Karl Schlegel to unpack how agile SWAT teams, sharp strategy, and trust-based...

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If you're serious about accelerating innovation without burning out your team or budget, this episode is your shortcut. On Beyond Confidence, Divya Parekh sits down with Karl Schlegel to unpack how agile SWAT teams, sharp strategy, and trust-based partnerships can help you outpace competitors and out-accomplish AI. You’ll learn how to de-risk big tech moves, navigate ecosystem shifts, and make decisions that lead to real traction—not just theory.

Beyond Confidence is broadcast live Tuesdays at 10AM ET on W4WN Radio - Women 4 Women Network (www.w4wn.com) part of Talk 4 Radio (www.talk4radio.com) on the Talk 4 Media Network (www.talk4media.com). Beyond Confidence TV Show is viewed on Talk 4 TV (www.talk4tv.com).

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WEBVTT

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The topics and opinions expressed on the following show are

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solely those of the hosts and their guests, and not

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those of W four WN Radio It's employees or affiliates.

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We make no recommendations or endorsement for radio show programs, services,

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or products mentioned on air or on our web. No liability,

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explicit or implied shall be extended to W four WN

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Radio It's employees or affiliates. Any questions or common should

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be directed to those show hosts. Thank you for choosing

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W four WN Radio.

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This is Beyond Confidence with your host d V park.

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Do you want to live a more fulfilling life? Do

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you want to live your legacy and achieve your personal, professional,

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and financial goals?

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Well?

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Coming up on ZVA Parks Beyond Confidence, you will hear

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real stories of leaders, entrepreneurs, and achievers who have stepped

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into discomfort, shattered their status quo, and are living the

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life they want. You will learn how relationships are the

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key to achieving your aspirations and financial goals. Moving your

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career business forward does not have to happen at the

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expense of your personal or family life, or vice versa.

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Learn more at www dot Divpork dot com and you

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can connect with tv ants contact dants dvpark dot com.

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This is beyond confidence and now here's your host, div Park.

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Good morning listeners. It's Tuesday morning, and I'm so excited

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to be here with you. I just want to share.

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I'm traveling and not in my usual space, so there

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may be a little bit disconnect, but I know you

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are patient with me. We love you and you'll love me,

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so it's all good. I want to share a very

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unique kind of story with you. So as I was

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traveling from Not Carolina to New York at the airport,

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there was this mom. She had a huge stroller and

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a couple of kids, and as I was approaching to her,

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you know, just kind of to check if I could

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help her out. What was interesting was that her five

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year old tapped his mama's legs and looked up to

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her and they had some conversation. And what was interesting

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was that he guided her how to go through It

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was just fascinating. I just took a step back, and

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it's amazing, like you can have that kindness for somebody

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in your family as well. So thank you to everyone

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who have got our books. If you have not take

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take a moment and check out our books and get

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it because we do share part of the profits with

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keybo dot org. And let's welcome our guest, Carl Schligel.

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Welcome Carl, Thank you DBIA.

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So Carl, you bring a wealth of experience across we

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see family office, m and a tech and startups to

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drive seven to nine figure value increase through plug and play,

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strategic partnerships and executive access. So very impressive journey. So

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usually the journey begins when you are a child. We

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all start there. So do you recall a moment or

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a person that left a positive mark on you, either

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in your childhood or in your youth.

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Yeah?

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Absolutely.

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You know, my father has had a major impact on me.

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My father was born with physical disability, but he made

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up for it in terms of personality and the way

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in which he could build relationships, build trust, be able

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to create unforgettable memories and experiences. And that's something that's

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really left an impact on me and the work that

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I do today. As far as strategic partnerships executive access

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really focuses in on the relationships. I would also say

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that my father was one who encouraged me to dream

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and to think beyond the box or even think beyond

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you know, the Earth. So when I was about two

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years old, I really had the dream of becoming an astronaut.

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I wanted to explore, I wanted to move beyond the

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bounds of the Earth.

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And later on, many years later, when I was.

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Part of the Rocket Racing League running merchandising in apparel,

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I got to get closer to that vision as this

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was a NASCAR in the skies type racing league where

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the pilots would fly through these tracks that they would

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see in the sky in their heads up display like

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a video game, and people at home could actually be

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able to race against them.

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And the plan was eventually to go to some.

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Orbital races and really be able to drive exploration forwards.

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So my father planting those seeds, watching Star Trek with me,

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encouraging me to think outside of the traditional career routes

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as well as the opportunities, has left an impact on

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me in so many different ways.

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Yeah, and you brought up a really really good point

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that rather than the traditional career outes, there are so

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many things that can explore, and talking about a Star Trek,

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I'm as trucky too, so as you grew up, then

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did your life take you?

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My life took me in a lot of different directions.

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I could say.

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On the one hand, when I was younger, I was

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more comfortable speaking with adults, more comfortable speaking about science

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and just different things. I felt like I wanted to

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grow up faster, right, and I felt as I didn't

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fit into.

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My you know, into my peer group. And then I.

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Discovered the wonder of play, and so I really started

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then kind of settling in and through sports, through playing

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team sports like roller hockey. I was in a roller

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hockey league where I got to play basketball on my

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freshman basketball team.

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I was the rooty of the team quite literally. I

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mean I even in.

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Practice the coach would kind of play against us and

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rough us up, and then it was it was intense.

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But these types of experiences and then being able to

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step into opportunities to invite other people into the play

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or thinking beyond, I kind of found my own waterline,

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so to speak, and my own group of people, and

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yet found the ability to also cross over into a

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lot of different other categories. So like, on the one hand,

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kind of became you know, five year old Carl was

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looking to be an adult if you asked me at

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ten years old what I wanted to do, I would

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tell you I wanted to have five different businesses, you know,

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from car design and boat design and building rockets and

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all kinds of things. But then you know, team sports

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and different things in terms of school. Helped to pull

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me back into my pure group. To be able to

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find my love of music, not just from the violin,

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but from experiencing that with other people who were my age,

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and then you know, being able to iterate. So at

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one point I was with a friend of mine who

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introduced me to Bob Marley on the one hand, right

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and guitarists, and my buddy Justin could play like Jimi Hendrix.

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I mean, he was amazing, And on the violin, I

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was going, I'm classically trained, but I really really really

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want to do that. I was trying to figure out

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how I could do that, and at the same time,

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in his concrete basement, he's teaching me how to break dance.

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Right.

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So you talk about the world arriving in different types

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of areas and that freedom, you know, really to explore

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and to be able to try different things. I think

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was really the path that helped me not just for

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my father's influence, but also then finding that level within

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my peer group and while still not giving up the

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desire for imagination and for reinventment or coming at things

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from a different way.

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Yeah, and that is really powerful because what I'm hearing

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is that because you were exposed to so many different things,

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you get that experience, and that experience makes your life

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not only richer, but it also helps your brain to

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expand and look at that and see where there's invention

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or reinvention could happen. So how did you get into

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we see that's.

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A really funny story. The truth of the matter is

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that I kind of insulted my way into VC. Really

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comes down to it, and what I mean by this

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too is I was so green at the time.

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There was an opportunity that we were putting together and it.

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Involved being able to take a look at water supplies

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in the northeast Coca Cola and NESTLEI.

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They were having trouble getting water supplies.

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So I had been working on another project WebEx Meet

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Skype and being able to deliver to medical education to

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doctors and nurses sponsored by pharmaceuticals, and one of the

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people who was involved in a little bit in that

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process from the ancillary introduced me at that time to

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very very powerful magnets and as well as to this

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need for additional water sources to be able to help

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supply Coca Cola and others. So, long story short, I

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brought in a venture capitalist and an angel investor to

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be able to take a look at the opportunity. And

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when we found that we hit a roadblock where there

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was a concern about instead of having a freshwater aquifer,

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that there could actually be an issue with being on

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environmentally protected land.

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In my mind, I was like, no problem.

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So I had already been having conversations with a company

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that was looking to take water from glaciers over in

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Norway and bring it over into the United States, so

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transporting water from glaciers, and I was like, that's okay.

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Here's plan B.

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So the situation with the ventric capitalist, he goes, look,

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we're you know, we're going to do this deal with you,

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and we're going to be really generous.

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This is normally not what we really do.

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And I turned around to him and I said, no,

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this is supply and demand, right, I'm so green.

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I said, this is a fifty to fifty deal supply

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and demand. Here we go.

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So he says to me, he said, kid, you got

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style and you you got a lot of you know.

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He said, well, we'll work on that a little bit.

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But it led to me then getting an opportunity to

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be involved in venture capital and it was it was

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quite an adventure from there. So the relationship aspect and

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just being present and stuff, even more so than the

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traditional route, right is what opened has opened up so

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many doors in life, as well as advising you know,

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a foreign government on strategic commodities, reserves or or other

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other things that have come up in my life. Really

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being present and aware of the dynamics, but also looking

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at the exchange of value as has been a game.

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Changer absolutely, and any time, you know, any interaction is

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an exchange of value. When that happens, you're building relationships.

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So talking about relationships, what can Henry Ford teach us

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about strategic partnerships.

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Henry Ford was one on trial and he was being

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accused of not being a smart man. And what was

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amazing is that he turns around and he tells the

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judge and the court and he says, I might not

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know everything, but I've got a row of buttons on

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my desk, and I know if I press these buttons,

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the people that have the information, you know, will be

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able to come in and be able to supply that right.

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And this was instrumental.

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What I saw from this is that sometimes we think

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that we have to know everything, we have to understand

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how everything works, and we can fall into this trap

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of only seeing from our own perspective instead of the

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plug and play philosophy is, instead of trying to reinvent

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the wheel or try to see things only from our

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own image likeness, our own perspective, how are we able

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to collaborate with others who have that knowledge, that expertise

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in a way that's not threatening, but in a way

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that actually builds up both and both come out better

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for it in the process. And so that story from

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Henry Ford is something that has made impact on me

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kind of when I'm feeling like, oh, no, do I

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understand everything? Do I have all the lingo down, et cetera,

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of being able to step back, to relax, to step

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into the team modality and say I don't need to

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have all the answers. If I am surrounded by the

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right people and we have the right structures that allow

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us to be able to collaborate. We're all going to

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be able to help each other in this process.

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Absolutely, there's nothing like doing things together and talking about

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their different types of teams. So what would you say

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is like, you know, I know you talk about building

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SWAT teams. Yes, why share with us what is a

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SWAT team and why is creatively important and building those.

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So when I take a look at a SWAT team,

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I think of a rapid deployment force where individuals have

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been specifically picked for different types of capabilities. But one

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of the things that the Navy Seal had actually shared

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with me, you said, Carl, for all the training and

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everything that we go through, he said, the real breakthrough

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is one a round leadership. And what does this mean?

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Navy Seals have the unique ability he shared with me,

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to be leaders as well as followers at the same time.

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So whoever in the team actually understands what direction to take,

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the others fall in line and follow. And yet each

247
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comes with their areas of expertise. Each also has been

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an understudy for other situations or scenarios that could come

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up where they might have to step in and assume

250
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certain responsibilities or roles, and so when I take a

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look at SWAT teams, it's not just a collection of

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professionals who are very competent and expert at what it

253
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is that they do. It's also philosophy of being able

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to support each other, to move as one, to move

255
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as a unit, to be able to have each other's backs,

256
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and to then be able to collaborate, to understand the environment,

257
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to work together, but to be leaders as well as followers.

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When I was at an artificial intelligence company, we put

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together other SWAT teams that are going next to development

260
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teams and help them get over the finish line faster. Now,

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I've been part of organizations where sometimes it can feel

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as though there's a tension between providing that support but

263
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also saying we can do it better. And that's the

264
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other thing with the SWAT team, especially from the Navy

265
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Seal paradigm, is being able to be confident and present

266
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so that you actually take arrogance out of the equation,

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you increase presence, and you're able to really address the

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situation at hand while leaving the ego out of it.

269
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So that's where the SWAT teams really come into play.

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More recently, there have been opportunities or across my career

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there have been opportunities to take teams that we're collaborating

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with each other, but might be described as quote unquote

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broker chains, because I think that there's a fallacy.

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Of the person in the middle. The person in the

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middle doesn't really.

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Have the ability or the authority to be able to

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get something done.

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It couldn't be further from the truth.

279
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When you actually have a group that comes together the

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other as a unit, now people can't get around them.

281
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But it's not about blocking an opportunity for moving forward.

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It's about facilitating and allowing those that need to be

283
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in certain positions to have the ability to back channel

284
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and to be able to get things done. And I've

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seen how these SWAT teams can be very very powerful,

286
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very influential and actually gain respect as a unit more

287
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so than any one individual would necessarily receive in a

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similar type of situation.

289
00:15:30.320 --> 00:15:33.759
Yeah, definitely, And that's the beauty of it that when

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you have a cohesive team and I always kind of

291
00:15:36.679 --> 00:15:42.440
think about the rules, then people are coming together. In

292
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the ruining teams, they're all rowing towards the same direction,

293
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and in that there is no follower, there's no leader.

294
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It's just one cohesive unit, and there is such a

295
00:15:54.159 --> 00:15:57.399
beauty in it. There's a power in it that helps

296
00:15:57.440 --> 00:16:02.519
them move forward. So let's say you know you are

297
00:16:02.600 --> 00:16:06.919
building these SWAT teams. They're amazing, and yet you're talking

298
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about human beings. There is an interplay of emotion and

299
00:16:12.399 --> 00:16:16.480
there is to some times, you know, there may be

300
00:16:16.519 --> 00:16:20.759
some team dynamics involved where people are not able to

301
00:16:20.759 --> 00:16:23.279
work with each other. So how would you go about

302
00:16:23.360 --> 00:16:27.480
de risking human behavior when you're building strategic partnerships.

303
00:16:28.279 --> 00:16:30.960
That's a great question, Davia, and I've been fortunate to

304
00:16:30.960 --> 00:16:35.600
be part of opportunities that had potentially very large payouts.

305
00:16:35.759 --> 00:16:40.000
But there was also the understanding that if people couldn't

306
00:16:40.000 --> 00:16:42.080
get along, you might as well just terrible paperwork. It

307
00:16:42.080 --> 00:16:45.120
doesn't matter what you've got on paper at the table, right,

308
00:16:45.519 --> 00:16:47.799
you really see up front how contracts are only as

309
00:16:47.879 --> 00:16:50.720
good as those people and the values that they actually

310
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hold behind that and their intent to be able to

311
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really collaborate and have that value exchange. When it comes

312
00:16:57.279 --> 00:16:59.200
to de risking, I take a look at the personalities

313
00:16:59.200 --> 00:17:01.799
first and foremost, but I also take a look at

314
00:17:02.200 --> 00:17:05.640
how are we able to understand the motivations of each

315
00:17:05.720 --> 00:17:07.359
person on an individual basis.

316
00:17:07.400 --> 00:17:10.160
So when people think of vision boards, right, they.

317
00:17:10.039 --> 00:17:13.359
Think of these boards where you put everything that you

318
00:17:13.519 --> 00:17:17.319
want to have happen to manifest and you're activating this

319
00:17:17.480 --> 00:17:18.680
and pulling this towards you.

320
00:17:19.000 --> 00:17:21.720
When I think about vision boards with teams, I think

321
00:17:21.720 --> 00:17:24.759
of things in a radio. You put the objective or the.

322
00:17:24.720 --> 00:17:27.720
Goal of the team at the center, and then from

323
00:17:27.839 --> 00:17:30.359
those you have these areas kind of like the rays

324
00:17:30.400 --> 00:17:32.039
of the sun that are coming out that have the

325
00:17:32.079 --> 00:17:35.359
individuals around them their picture, and then further.

326
00:17:35.160 --> 00:17:38.920
Out you have what is their motivating, driving goal that

327
00:17:39.200 --> 00:17:41.079
they want to be able to achieve. How are you

328
00:17:41.119 --> 00:17:42.240
able to make this personal?

329
00:17:42.279 --> 00:17:46.640
Because when each person understands what it is that they're

330
00:17:46.680 --> 00:17:50.799
fighting for, that allows them to be able to lean

331
00:17:50.839 --> 00:17:53.440
in and to be able to support each other. And

332
00:17:53.480 --> 00:17:57.240
when the team understands what each individual is fighting for

333
00:17:57.359 --> 00:17:59.839
as well as what the team goal is, this helps

334
00:17:59.839 --> 00:18:02.079
to de risk and de escalate. The other thing that

335
00:18:02.079 --> 00:18:05.519
I would say is when coming to the table, having

336
00:18:05.640 --> 00:18:09.720
rules of the road, so processes and procedures around engagements.

337
00:18:09.720 --> 00:18:11.759
You have these in commodities, you have these in bankings,

338
00:18:11.799 --> 00:18:14.400
you have these in various types of institutions. It's the

339
00:18:14.519 --> 00:18:17.960
ambiguity that can lead to the disconnects. But when you

340
00:18:18.000 --> 00:18:20.799
actually have clear processes of procedures, rules of the road,

341
00:18:21.240 --> 00:18:25.000
you invite the conflict upfront, but in a way in

342
00:18:25.039 --> 00:18:27.720
which it's outside of the spotlight, so that you can

343
00:18:27.759 --> 00:18:30.920
work and deal with things. Instead of pushing things aside

344
00:18:31.000 --> 00:18:36.160
or artificially suppressing, you're actually allowing the humanity to be

345
00:18:36.200 --> 00:18:39.400
able to be first and foremost to people to remember

346
00:18:39.759 --> 00:18:41.960
that these are human beings that are collaborating together, that

347
00:18:42.000 --> 00:18:44.000
there are going to be disagreements, and that you're going

348
00:18:44.000 --> 00:18:46.720
to need a mechanism for working through those and when

349
00:18:46.720 --> 00:18:50.799
you have deals between parties, those processes and procedures allow

350
00:18:50.880 --> 00:18:53.400
people to come back to a middle ground or to

351
00:18:53.400 --> 00:18:55.640
be able to say, okay, maybe this is where we

352
00:18:55.680 --> 00:18:59.359
went wrong. So instead of suppressing these things, being able

353
00:18:59.359 --> 00:19:02.359
to understand what are the individual motivations, what are the

354
00:19:02.400 --> 00:19:05.799
motivations of each group, clear processes and procedures like the

355
00:19:05.880 --> 00:19:08.359
rules of the road that are in place, and then

356
00:19:08.559 --> 00:19:12.240
being able to have a forum that allows for getting

357
00:19:12.319 --> 00:19:15.480
the conflict out in a constructive way as opposed to

358
00:19:15.640 --> 00:19:19.160
having it become hidden or having a passive aggressive nature

359
00:19:19.200 --> 00:19:22.440
take place where things that are being said, there's really

360
00:19:22.519 --> 00:19:24.079
some other meaning that's taking place.

361
00:19:24.160 --> 00:19:25.640
No, we need to be able to get that out

362
00:19:25.680 --> 00:19:26.480
in the forefront.

363
00:19:26.839 --> 00:19:30.279
So I'd say that these things really help to can

364
00:19:30.319 --> 00:19:34.799
help to de escalate the risk around collaboration and partnerships

365
00:19:35.119 --> 00:19:38.279
and allow each person to step into who they fully

366
00:19:38.359 --> 00:19:42.079
are in contributing and also benefiting and being part of these.

367
00:19:43.400 --> 00:19:46.960
Yeah, no, definitely that makes sense. And when you're talking

368
00:19:47.039 --> 00:19:53.119
about processes and pro seizures, so these kind of step

369
00:19:53.119 --> 00:19:55.680
into and lead into like you know, you're building systems

370
00:19:55.680 --> 00:19:58.519
around it, and there is data. You're building the data

371
00:19:58.559 --> 00:20:03.680
as you're building the teams. So as these systems are evolving,

372
00:20:04.400 --> 00:20:09.440
how do the impact as to evolving business models?

373
00:20:10.559 --> 00:20:13.519
That's a great question, Davia. You know what we're seeing

374
00:20:13.519 --> 00:20:17.480
today in a pre COVID world was that everything kind

375
00:20:17.480 --> 00:20:20.200
of came back to the documents. If you were talking

376
00:20:20.200 --> 00:20:24.920
about certain procedures, it said do you have the document,

377
00:20:25.000 --> 00:20:28.279
do you have the original stamp documents? What are you

378
00:20:28.319 --> 00:20:32.440
able to show in terms of originality that says this

379
00:20:32.559 --> 00:20:38.200
is the docum document, this is the process by which

380
00:20:38.200 --> 00:20:39.920
we're taking a look at in the post COVID world.

381
00:20:40.119 --> 00:20:42.720
We've seen how digitization has been rushing forward. Now we've

382
00:20:42.720 --> 00:20:45.440
got a situation between documents, Stata, systems of record and

383
00:20:45.480 --> 00:20:48.559
figuring out whose watch or whose system we actually tell

384
00:20:48.599 --> 00:20:51.640
time by? Right, where are we connecting these things back?

385
00:20:52.039 --> 00:20:54.200
What we've seen is the rise of real world asset

386
00:20:54.279 --> 00:20:58.240
tokenization conversations. And I think taking a step back from this,

387
00:20:58.240 --> 00:21:00.519
this can sound very mystical. Okay, we're going to talk

388
00:21:00.519 --> 00:21:02.599
about bitcoin, We're going to talk about cryptocurrency.

389
00:21:02.640 --> 00:21:04.160
Is there anything that's really going on here?

390
00:21:04.359 --> 00:21:06.440
But if we actually take a step back, tokenization has

391
00:21:06.440 --> 00:21:10.039
been taking place for a long time. Authorization of tokens

392
00:21:10.160 --> 00:21:12.960
in payment processing is not something that's new.

393
00:21:13.519 --> 00:21:15.720
So how are you authenticating the data? How are you

394
00:21:15.759 --> 00:21:16.119
taking a.

395
00:21:16.039 --> 00:21:19.440
Look at the exchange, well, the documents, the data, systems

396
00:21:19.440 --> 00:21:22.519
of record as they all kind of come together. The

397
00:21:22.559 --> 00:21:25.920
ability to connect those pieces and to be able to

398
00:21:26.000 --> 00:21:29.920
draw lines between who's liable, who's responsible, where could the

399
00:21:29.920 --> 00:21:33.880
potential value get extracted from is something that opens up

400
00:21:34.000 --> 00:21:37.960
new opportunities around business models. So I've been a co

401
00:21:38.000 --> 00:21:41.319
inventor in a patent around tracking an analysis of worker

402
00:21:41.319 --> 00:21:44.240
performance on blockchain. One of the contributions was even take

403
00:21:44.279 --> 00:21:48.640
a look at nanomaterials as reading mechanisms into the data stream.

404
00:21:49.240 --> 00:21:53.039
What this does is this allows all those systems and

405
00:21:53.079 --> 00:21:55.960
the processes and the data to be able to come

406
00:21:56.000 --> 00:21:58.440
together and for you to be able to create a

407
00:21:58.559 --> 00:22:02.759
clear connection the line tracing back to who is impacted,

408
00:22:02.920 --> 00:22:05.680
who has touched this, how is everything being able to

409
00:22:05.720 --> 00:22:08.359
move forward? And at the same time, this can also

410
00:22:08.920 --> 00:22:12.480
show opportunities between components that you may not have thought

411
00:22:12.519 --> 00:22:14.680
about before in terms of how they impact risk or

412
00:22:14.680 --> 00:22:20.079
how they impact opportunity, and factoring those into additional business

413
00:22:20.160 --> 00:22:25.599
models and opportunities to be able to really find additional value.

414
00:22:25.880 --> 00:22:29.519
One area just quickly is tokenization of in ground assets,

415
00:22:29.559 --> 00:22:33.160
for example, keeping gold in the ground, tokenizing that gold

416
00:22:33.240 --> 00:22:36.400
but bringing the value into the markets or other types

417
00:22:36.440 --> 00:22:39.839
of commodities. The models in the market have been based

418
00:22:39.880 --> 00:22:42.960
on an extraction based model, but then the gold bar

419
00:22:43.079 --> 00:22:45.440
only becomes the gold bar trading at a certain level

420
00:22:45.839 --> 00:22:48.119
by keeping the gold in the ground and being able

421
00:22:48.160 --> 00:22:51.119
to surface the value into the market. Now, all of

422
00:22:51.160 --> 00:22:54.000
a sudden, there's different ways of being able to exchange,

423
00:22:54.400 --> 00:22:58.880
being able to open up opportunities and also being able

424
00:22:58.920 --> 00:23:01.480
to lower risk. Keeping the gold in the ground actually

425
00:23:01.519 --> 00:23:04.519
keeps it safer. It's safer for different countries, it's safer

426
00:23:04.519 --> 00:23:06.160
for the mining operations, etc.

427
00:23:06.599 --> 00:23:08.000
So that's just one example.

428
00:23:08.480 --> 00:23:10.319
But if you found that gold was all of a

429
00:23:10.359 --> 00:23:14.839
sudden later on necessary for mining water from asteroids, what

430
00:23:14.880 --> 00:23:18.319
you would find is that the preserved future potential value

431
00:23:18.319 --> 00:23:20.680
of the gold in the ground would now mean that

432
00:23:20.720 --> 00:23:24.000
the gold appreciated and value significantly more than if it

433
00:23:24.079 --> 00:23:26.720
was actually extracted out of the ground. So it allows

434
00:23:26.799 --> 00:23:29.799
us to take a look at relationships between different types

435
00:23:29.799 --> 00:23:32.359
of act classes, the people that are involved in that

436
00:23:32.440 --> 00:23:35.559
in a different manner, and see how we can track

437
00:23:35.720 --> 00:23:38.759
trace the risk, but also be able to look at

438
00:23:38.839 --> 00:23:42.039
other ways to trade and exchange value around those assets.

439
00:23:43.599 --> 00:23:47.839
Definitely, it's very powerful. So your example really resonated with

440
00:23:47.960 --> 00:23:51.119
me that keeping that gold in the ground and you're

441
00:23:51.119 --> 00:23:54.119
still extracting the value. So what I'm seeing is that

442
00:23:54.160 --> 00:24:00.480
by doing the organization and having these record keeping what

443
00:24:00.599 --> 00:24:02.359
we are able to see is not only we are

444
00:24:02.400 --> 00:24:04.920
able to connect the dats, but we are able to

445
00:24:05.000 --> 00:24:07.559
see the possibilities where we would not have been able

446
00:24:07.599 --> 00:24:10.599
to see. So one of the questions that comes to

447
00:24:10.680 --> 00:24:13.480
my mind is that are you also able to pinpoint

448
00:24:13.519 --> 00:24:17.559
problems using the real world asset agonization.

449
00:24:19.680 --> 00:24:20.640
That's a great question.

450
00:24:23.200 --> 00:24:27.880
I would say that you can identify weaknesses that could

451
00:24:27.880 --> 00:24:30.759
be present, such as in the supply chain. There's been

452
00:24:30.799 --> 00:24:33.359
a lot of conversation around the Drug Supply Chain Safety

453
00:24:33.359 --> 00:24:35.640
Act and being able to make sure that counterfeit medicine

454
00:24:35.640 --> 00:24:39.359
isn't getting into our supply chain and making people sick

455
00:24:39.480 --> 00:24:42.640
or even die. Medical misdiagnosis is the third leading cause

456
00:24:42.640 --> 00:24:45.599
of death in the United States, So there's a real

457
00:24:46.079 --> 00:24:50.359
impact when you actually get the data or if you

458
00:24:50.440 --> 00:24:54.000
misinterpret the data and where in which that's going to

459
00:24:54.440 --> 00:24:56.799
actually lead to. It can lead to a set of

460
00:24:57.119 --> 00:24:59.920
unintended consequences. So we also have to be careful of

461
00:25:00.079 --> 00:25:02.880
out the kinds of data that we're looking at and

462
00:25:03.480 --> 00:25:07.160
the parameters that we're using to be able to accomplish this.

463
00:25:07.319 --> 00:25:09.559
So with AI, for example, there's been a lot of

464
00:25:09.599 --> 00:25:14.680
conversation around efficiency, but is an efficiency model really going

465
00:25:14.720 --> 00:25:17.279
to maximize quality of life and keep the humans in

466
00:25:17.319 --> 00:25:19.920
the loops so to speak, keep the humans thriving, or

467
00:25:19.960 --> 00:25:22.519
is it going to actually shift us out of the equation.

468
00:25:22.720 --> 00:25:25.119
In a similar way, when taking a look at the

469
00:25:25.119 --> 00:25:27.960
tracking and tracing of supply chains or the identification of

470
00:25:28.519 --> 00:25:32.480
weaknesses or problems. When we understand in context the data

471
00:25:32.559 --> 00:25:35.119
and who's touching the data or who's touching the elements

472
00:25:35.119 --> 00:25:37.799
of the supply chain, it does allow us to be

473
00:25:37.839 --> 00:25:42.039
able to strengthen those areas. There was a major issue

474
00:25:42.039 --> 00:25:47.400
with a military contract during counterfeit parts. With our IP

475
00:25:47.839 --> 00:25:50.839
and the inclusion of nanomaterials into there, you could actually

476
00:25:50.920 --> 00:25:55.240
have an inherent barcode inside the molecular structure of the

477
00:25:55.319 --> 00:25:59.960
parts of the gold bar of the even around diamonds

478
00:26:00.799 --> 00:26:03.720
and being able to protect the Kimberly process when it

479
00:26:03.759 --> 00:26:07.319
comes to diamonds as well as food and other areas,

480
00:26:07.359 --> 00:26:10.519
to be able to make sure this is something that's authorized,

481
00:26:10.720 --> 00:26:13.000
this is something that's going to be safe, and being

482
00:26:13.039 --> 00:26:15.920
able to track back and say where are the weaknesses,

483
00:26:15.960 --> 00:26:17.440
where are the potential problems?

484
00:26:17.680 --> 00:26:19.160
How are we able to support that.

485
00:26:19.559 --> 00:26:21.119
The last thing that I would say is, as we

486
00:26:21.160 --> 00:26:24.920
look at space, the authority to operate in space. Just

487
00:26:24.920 --> 00:26:26.839
because we could three D print a rocket in space,

488
00:26:27.119 --> 00:26:28.759
do we actually have the authority to be able to

489
00:26:28.759 --> 00:26:31.759
do it. This comes back to a number of documents,

490
00:26:31.839 --> 00:26:34.400
data systems of record and who actually said that you're

491
00:26:34.440 --> 00:26:38.480
able to do it. These are areas that someone could say, well,

492
00:26:38.640 --> 00:26:40.920
there's a lot of bureaucracy that could take place around this,

493
00:26:41.319 --> 00:26:45.880
or how are we able to streamline the process and

494
00:26:46.000 --> 00:26:49.519
yet still be able to maintain the regulatory safeguards that

495
00:26:49.599 --> 00:26:53.559
are necessary so that we have a certain place, those

496
00:26:53.640 --> 00:26:56.559
rules of the road, so to speak, from which to

497
00:26:56.599 --> 00:26:57.799
be able to trust.

498
00:26:59.559 --> 00:27:05.759
Yeah. No, very powerful, because it's important to anticipate issues

499
00:27:05.799 --> 00:27:11.599
before they even arise, because it's easier to prevent rather

500
00:27:11.640 --> 00:27:14.440
than going and fixing the solutions. So definitely, it sounds

501
00:27:14.480 --> 00:27:18.519
like your IP and your technology is very, very powerful.

502
00:27:18.720 --> 00:27:21.559
And as you're talking, what's coming to my mind is

503
00:27:21.599 --> 00:27:24.400
that how do you build ecosystems around this?

504
00:27:26.279 --> 00:27:28.440
That's a great question, you know.

505
00:27:29.000 --> 00:27:31.599
Ecosystems, they say, over the next five years, are going

506
00:27:31.640 --> 00:27:35.200
to have the single biggest impact in shifting business models

507
00:27:35.200 --> 00:27:38.599
moving forward. There's data from Eccentria, there's data from HubSpot

508
00:27:38.640 --> 00:27:40.640
out there that supports this.

509
00:27:41.359 --> 00:27:43.559
But what really comes back to ecosystems.

510
00:27:44.079 --> 00:27:48.680
I recently moderated some private executive roundtables, and in opening

511
00:27:48.759 --> 00:27:52.160
up the conversation about crossboarder payments, what we really talked

512
00:27:52.160 --> 00:27:55.319
about was that this is all about trust, right, And

513
00:27:55.359 --> 00:27:58.839
there's this big conversation that's taking place around AI and trust.

514
00:27:59.039 --> 00:28:02.279
What I'm seeing right now now is that relationships, the

515
00:28:02.359 --> 00:28:04.920
trust that's been built in the trenches, from rolling up

516
00:28:04.960 --> 00:28:08.440
your sleeves, from solving problems together, from breaking bread, from

517
00:28:08.480 --> 00:28:13.839
having real person, real life interactions, can't replace the ability

518
00:28:13.920 --> 00:28:16.000
for AI to say you should go and speak with

519
00:28:16.079 --> 00:28:18.680
Divia because Divia holds this capability, and here's how the

520
00:28:18.720 --> 00:28:19.599
structure of the deal, etc.

521
00:28:19.799 --> 00:28:20.000
Etc.

522
00:28:20.480 --> 00:28:22.480
There's still a notion that comes back to but can

523
00:28:22.519 --> 00:28:24.799
I trust you? How do I know that I can

524
00:28:24.839 --> 00:28:26.839
trust you? How do I know that this is not

525
00:28:26.880 --> 00:28:29.720
just a deep fake scenario. With everything that's going on today,

526
00:28:29.720 --> 00:28:32.000
even around technology, that's become.

527
00:28:31.720 --> 00:28:32.400
A real concern.

528
00:28:32.880 --> 00:28:35.160
For all we know, we could be having a conversation

529
00:28:35.279 --> 00:28:37.319
here and it could be our avatars speaking and they're

530
00:28:37.319 --> 00:28:40.640
not authorized to speak on our behalves. Right, it's kind

531
00:28:40.640 --> 00:28:44.240
of crazy. That's not the case, of course, But that's

532
00:28:44.440 --> 00:28:48.359
also opening up different areas. So when we think about ecosystems,

533
00:28:49.000 --> 00:28:52.759
it's really showing us how the connectivity between so many things,

534
00:28:52.759 --> 00:28:56.799
the cause and effect and the impacts really are happening

535
00:28:57.319 --> 00:29:00.480
at the same time. Generally there are people who are

536
00:29:00.480 --> 00:29:02.799
in charge of these different ecosystems. So what I like

537
00:29:02.880 --> 00:29:05.839
to say is you can go and put your fishing

538
00:29:05.880 --> 00:29:07.720
pole in the stream you know that the fish are there.

539
00:29:08.000 --> 00:29:09.839
Or you can go and become friends with the person

540
00:29:09.920 --> 00:29:13.440
at the dam, make the right kind of deal, the

541
00:29:13.519 --> 00:29:15.839
opportunity that's beneficial for both, and get all the fish

542
00:29:15.880 --> 00:29:16.359
that you want.

543
00:29:16.480 --> 00:29:16.680
Right.

544
00:29:17.039 --> 00:29:19.359
People who are at the head of these different ecosystems

545
00:29:20.079 --> 00:29:22.160
because of their service to the community, because of the

546
00:29:22.200 --> 00:29:25.359
trust that's been engendered in the community, they become the

547
00:29:25.759 --> 00:29:29.240
mechanisms through which that trust transfers. So when you can

548
00:29:29.319 --> 00:29:32.119
think about how things are connected and you can seek

549
00:29:32.160 --> 00:29:36.119
out those who already are have the trust of different

550
00:29:36.119 --> 00:29:40.839
communities and are leading different communities, it creates a different energy.

551
00:29:41.359 --> 00:29:44.200
Instead of going and building a community, let's say you

552
00:29:44.240 --> 00:29:46.599
can go and partner with people who already have the

553
00:29:46.599 --> 00:29:50.039
trust in the community, discuss the values that you share,

554
00:29:50.200 --> 00:29:53.400
find the common ground, and instead of having to go

555
00:29:53.519 --> 00:29:55.920
all the way twelve steps backward just to be able

556
00:29:55.920 --> 00:29:58.519
to move to forward, what you can find is that

557
00:29:58.559 --> 00:30:02.200
you can leap twelve steps ahead because of being able

558
00:30:02.240 --> 00:30:07.400
to do this. So ecosystem mindset ecosystem thinking, thinking about

559
00:30:07.480 --> 00:30:10.920
collaboration and the creative as opposed to the competitive, when

560
00:30:10.960 --> 00:30:13.799
looking at the landscapes, the blue oceans versus the red oceans,

561
00:30:14.240 --> 00:30:16.640
and even looking at the nature of the quote unquote

562
00:30:16.640 --> 00:30:21.200
competitors and competition in a very different way can open

563
00:30:21.319 --> 00:30:25.240
up those opportunities for collaboration. We're seeing that between major

564
00:30:25.279 --> 00:30:29.559
tech companies that are collaborating that normally would have been

565
00:30:29.680 --> 00:30:33.039
quote unquote enemies in the market, and yet there's a

566
00:30:33.079 --> 00:30:36.920
certain understanding as everything moves forward that it's a force

567
00:30:37.240 --> 00:30:43.480
that is stronger or bigger and outweighs any individual company,

568
00:30:43.519 --> 00:30:47.400
any individual So there's almost a need for survival and

569
00:30:47.519 --> 00:30:51.160
to be able to transcend the type of wave that's

570
00:30:51.200 --> 00:30:56.440
coming upon us for that type of collaboration. So ecosystems

571
00:30:56.480 --> 00:30:59.960
and thinking from an ecosystem standpoint can allow you to

572
00:31:00.200 --> 00:31:03.680
capture the relationship value, can allow you to be able

573
00:31:03.720 --> 00:31:07.200
to capture the trust. Can also allow you to be

574
00:31:07.240 --> 00:31:09.079
able to then take a look at the systems that

575
00:31:09.119 --> 00:31:13.279
are being built around regulating that trust, that exchange of value,

576
00:31:13.319 --> 00:31:15.720
that transfer. And I think that's what we're really seeing

577
00:31:15.759 --> 00:31:19.559
around real world acidtokenization, that we're seeing around digitization that's

578
00:31:19.599 --> 00:31:23.240
going on today is everybody's asking that question, how does

579
00:31:23.279 --> 00:31:27.000
this make us better? We have to collaborate, It's a

580
00:31:27.000 --> 00:31:29.839
global world today. How are we able to do this

581
00:31:29.920 --> 00:31:33.680
in a way that preserves the value, that preserves our

582
00:31:33.720 --> 00:31:37.119
own ethics, and even preserves the ethnicities of those that

583
00:31:37.160 --> 00:31:37.920
are being involved.

584
00:31:38.839 --> 00:31:41.240
Yeah, you bring up a very very good point over

585
00:31:41.319 --> 00:31:44.279
here that how do we preserve that? And you've talked

586
00:31:44.319 --> 00:31:49.039
about the trust, and that trust is so critical because

587
00:31:49.079 --> 00:31:52.680
it's so fragile, like once broken, it's very very hard

588
00:31:53.200 --> 00:31:57.680
to earn it back and you need to put in

589
00:31:57.720 --> 00:31:59.480
a lot of effort to even earn it in the

590
00:31:59.480 --> 00:32:03.359
first place. So when we are talking about trust, it

591
00:32:03.440 --> 00:32:09.000
brings us to the governance. And so what would you

592
00:32:09.079 --> 00:32:12.359
say is that, like, you know, if you have an

593
00:32:12.400 --> 00:32:14.880
AI board member and it's coming I mean, and I'm

594
00:32:14.920 --> 00:32:19.160
seeing it a lot in my interactions, how will that

595
00:32:19.279 --> 00:32:24.039
lead to better governance or not?

596
00:32:24.559 --> 00:32:28.200
That is a question that definitely causes me to pause,

597
00:32:28.759 --> 00:32:31.160
as I'm sure it causes many other people to pause.

598
00:32:32.319 --> 00:32:37.920
Do we trust in an equal capacity and artificial intelligence

599
00:32:38.200 --> 00:32:41.519
with having a vote or even just being able to

600
00:32:42.079 --> 00:32:44.720
supply that information to be able to take a vote

601
00:32:44.759 --> 00:32:47.759
at a board level, and you're right, it's coming. I

602
00:32:47.799 --> 00:32:51.839
think what it goes back to, though, is factoring in

603
00:32:51.920 --> 00:32:55.799
the different perspectives into the decisions.

604
00:32:55.240 --> 00:32:56.079
That are being made.

605
00:32:56.720 --> 00:33:01.400
Taking a position where you factor in different points of view,

606
00:33:01.880 --> 00:33:05.480
different values into the equation, so that you really are

607
00:33:05.519 --> 00:33:09.240
able to get something that's holistic and representative of not

608
00:33:09.319 --> 00:33:12.000
only the internal workings of the company or the culture

609
00:33:12.039 --> 00:33:15.319
that you have, but also are able to understand the

610
00:33:15.319 --> 00:33:20.039
potential interaction between other cultures and other types of environments.

611
00:33:20.920 --> 00:33:23.400
At a certain point, I worked with Michael Sikora, who

612
00:33:23.559 --> 00:33:26.640
led Project Socrates, the All Sources Intelligence program out of

613
00:33:26.640 --> 00:33:28.039
the White House under President Reagan.

614
00:33:28.240 --> 00:33:30.400
I worked with him in the private sector, and one of.

615
00:33:30.359 --> 00:33:32.680
The things that he had shared is he felt that

616
00:33:33.079 --> 00:33:37.599
moving from the industrial revolution to the automated innovation revolution,

617
00:33:38.319 --> 00:33:40.759
it was going to be very important as we looked

618
00:33:40.799 --> 00:33:44.440
at different types of systems and processes and procedures, and

619
00:33:44.680 --> 00:33:47.079
he could map out technology space for the next one

620
00:33:47.160 --> 00:33:50.480
hundred years. Have been doing it on behalf of the

621
00:33:50.519 --> 00:33:53.720
government and taking a look at where the gaps were.

622
00:33:54.279 --> 00:33:57.000
But when taking a look at this, it was also

623
00:33:57.119 --> 00:34:00.960
going to be important to make sure that the systems

624
00:34:01.839 --> 00:34:09.360
had included the sensitivity right to the different values and

625
00:34:09.440 --> 00:34:13.480
the processes, including religious for example. Right we don't think

626
00:34:13.519 --> 00:34:18.679
of religious perhaps necessarily in terms of having an impact

627
00:34:18.800 --> 00:34:22.719
in the socioeconomic space, yet it does in further reaching

628
00:34:22.719 --> 00:34:25.840
ways than we might actually realize. And so when you

629
00:34:25.920 --> 00:34:30.079
factor these into the protocols at that board level, now

630
00:34:30.119 --> 00:34:32.400
you're not only equipped to make decisions that make sense

631
00:34:32.559 --> 00:34:35.119
internally for your company, but you're also equipped to be

632
00:34:35.119 --> 00:34:38.519
able to make decisions and create bridges with others that

633
00:34:38.559 --> 00:34:40.920
are going to be interfacing. If you leave that out

634
00:34:40.960 --> 00:34:44.440
of the equation, as we said, it's coming and you're

635
00:34:44.480 --> 00:34:47.880
only thinking about yourself, eventually, I think you can find

636
00:34:47.880 --> 00:34:53.000
yourself in the situation where you're surrounded by others, you're isolated,

637
00:34:53.079 --> 00:34:56.519
you're alone, and you've lost your ability to be able

638
00:34:56.599 --> 00:34:59.880
to build off of trust or offer of even history

639
00:35:00.159 --> 00:35:05.440
experiences that you once were able to do. So the

640
00:35:05.480 --> 00:35:08.079
AI at the board level, I think, takes on a

641
00:35:08.119 --> 00:35:12.280
whole different connotation than just one that's internal to guide

642
00:35:12.280 --> 00:35:18.199
the directions of the company toward profit, toward multiples, toward

643
00:35:18.239 --> 00:35:21.960
increase of value for shareholders. But it really needs to

644
00:35:22.000 --> 00:35:24.480
be thought of or it would benefit form being thought

645
00:35:24.480 --> 00:35:28.840
of as an ambassador, as an extension and being able

646
00:35:28.840 --> 00:35:31.280
to factor in a lot more of the.

647
00:35:31.239 --> 00:35:34.280
Outside going back to the ecosystems that we discussed.

648
00:35:35.800 --> 00:35:40.800
Definitely very insightful and what you said about bringing in

649
00:35:40.840 --> 00:35:44.760
different perspectives and bringing in different people and also factoring

650
00:35:44.800 --> 00:35:48.440
in different parameters that could have an impact, So not

651
00:35:48.480 --> 00:35:54.239
only from outside in, but from insight out. So definitely

652
00:35:54.400 --> 00:35:57.239
very very powerful, and that really brings us to the point,

653
00:35:57.360 --> 00:36:01.480
especially with the AI, it is as powerful as the

654
00:36:01.559 --> 00:36:04.719
data that we train it on. So if you factor

655
00:36:04.760 --> 00:36:09.920
in those unconscious biases and a lot of different things

656
00:36:10.000 --> 00:36:13.880
that create mistrust, we can create a very powerful AI

657
00:36:13.920 --> 00:36:16.400
board member. And of course you know you're it's important

658
00:36:16.400 --> 00:36:18.599
to keep on checking and seeing how it's evolving and

659
00:36:18.679 --> 00:36:24.320
learning because it's not static, it's also evolving. So some

660
00:36:24.360 --> 00:36:28.599
really really great points over there. And what would you

661
00:36:28.639 --> 00:36:31.639
say as we get closer to the wrapping up the

662
00:36:31.719 --> 00:36:38.960
show that where is going to be the destination for

663
00:36:39.159 --> 00:36:41.679
you and for your IP and where would you like

664
00:36:41.719 --> 00:36:42.239
to see it go?

665
00:36:45.079 --> 00:36:46.519
I have thought about this quite a bit.

666
00:36:48.199 --> 00:36:51.000
I look at the IP taking us back into exploration

667
00:36:51.079 --> 00:36:54.679
of the stars. I see the IP being able to

668
00:36:54.840 --> 00:36:57.559
unite humanity and being.

669
00:36:57.400 --> 00:37:00.800
Able to take a look at the individual essence of

670
00:37:00.800 --> 00:37:02.079
the human person.

671
00:37:02.320 --> 00:37:06.079
In the Africa Future Summoned in twenty twenty, I got

672
00:37:06.119 --> 00:37:11.039
a chance to deliver a talk on cognitive diversity and

673
00:37:11.159 --> 00:37:15.880
talking about not just people as a contributor to GDP,

674
00:37:16.639 --> 00:37:20.239
but the essence of every human being factored in regardless

675
00:37:20.280 --> 00:37:22.920
of whether there was a contribution to GDP, has an

676
00:37:23.000 --> 00:37:26.760
impact a network effect on the rest of the population

677
00:37:26.840 --> 00:37:29.159
around the globe. There's been a lot of conversation and

678
00:37:29.239 --> 00:37:32.519
concern about IQ levels and how are people able to

679
00:37:32.559 --> 00:37:36.559
make decisions. What I see is the opportunity to shift

680
00:37:36.599 --> 00:37:42.079
the narrative from one about defending territories, etc. To one

681
00:37:42.119 --> 00:37:46.079
about collaboration and exploration, where we're able to bring the

682
00:37:46.119 --> 00:37:50.519
best parts of humanity forward, where we're able to look

683
00:37:50.559 --> 00:37:54.880
beyond the traditional areas. My father once said to me, look, son,

684
00:37:55.440 --> 00:37:59.440
he said, if you are not finding that the problems

685
00:37:59.440 --> 00:38:02.639
of the world being solved, then maybe it's time to

686
00:38:02.719 --> 00:38:05.280
go to the streets to find the people that are

687
00:38:05.320 --> 00:38:07.719
not being factored into the equation, that are not being

688
00:38:07.760 --> 00:38:09.920
included to bring them into the equation.

689
00:38:10.400 --> 00:38:12.559
Each person here has a piece of the puzzle.

690
00:38:12.599 --> 00:38:15.239
Each person here has human dignity in essence, regardless of

691
00:38:15.280 --> 00:38:18.480
their contribution to gduty. Therefore, and having a father who

692
00:38:18.480 --> 00:38:22.199
grew up with a physical handicapped and the disability, it

693
00:38:22.239 --> 00:38:25.880
really allowed me to experience that, and I've thought about

694
00:38:25.920 --> 00:38:28.239
it a lot later. And my father compensated in a

695
00:38:28.280 --> 00:38:30.159
lot of other areas. I mean, he could hold court

696
00:38:30.159 --> 00:38:32.039
with the best of them. He loved to throw parties.

697
00:38:32.079 --> 00:38:35.440
He as the person that people who have since been

698
00:38:35.480 --> 00:38:38.440
the governor of New Jersey right once came and asked

699
00:38:38.519 --> 00:38:39.360
him what.

700
00:38:39.320 --> 00:38:41.079
His thoughts were in our driveway.

701
00:38:41.239 --> 00:38:44.440
Right. It's just it's amazing to see that. And yet

702
00:38:44.440 --> 00:38:48.320
if people are given that opportunity to contribute to thrive,

703
00:38:48.760 --> 00:38:52.480
I think that that can really open up a whole

704
00:38:52.679 --> 00:38:56.599
new perspective and area. So that is what I see

705
00:38:56.920 --> 00:38:59.800
the potential for being able to do is to have

706
00:39:00.039 --> 00:39:04.760
people factored into the equation, to have people included, to

707
00:39:04.800 --> 00:39:08.519
have people celebrated, and to find and discover new ways

708
00:39:08.519 --> 00:39:12.159
of collaboration, even among people that would be considered competitors

709
00:39:12.159 --> 00:39:15.000
Pfizer and Blaxilsmith client. Instead of the patent cliff and

710
00:39:15.000 --> 00:39:17.039
trying to fight each other and get into different areas,

711
00:39:17.199 --> 00:39:20.199
what if you could actually come up with new breakthroughs.

712
00:39:20.199 --> 00:39:23.039
So we are other types of industries that would normally

713
00:39:23.079 --> 00:39:25.440
be seen as competitive to each other and trying to

714
00:39:25.440 --> 00:39:30.880
play a scarcity based position instead of having a way

715
00:39:30.920 --> 00:39:33.000
to say, here's how we can both win together, we

716
00:39:33.039 --> 00:39:36.000
both get our contributions recognized, and here's how we create

717
00:39:36.119 --> 00:39:40.679
new breakthroughs in moving forward. That is my hope for

718
00:39:40.760 --> 00:39:43.800
the IP that we have in being able to bring

719
00:39:44.079 --> 00:39:48.559
additional balance, additional opportunity out and the gold tokenization is

720
00:39:48.599 --> 00:39:51.199
just an example. Keep the golden ground, keep the minerals

721
00:39:51.199 --> 00:39:53.320
in the ground, bring that value into the market. That

722
00:39:53.440 --> 00:39:57.880
starts shifting the trajectories of cash poor countries that are

723
00:39:58.000 --> 00:40:01.960
mineral rich, and the way in which collaboration on an

724
00:40:01.960 --> 00:40:05.840
equal basis where the fair value exchange can start also

725
00:40:05.880 --> 00:40:06.519
taking place.

726
00:40:07.719 --> 00:40:14.079
Yeah, definitely resonates because I'm all about humanity and connecting

727
00:40:14.119 --> 00:40:18.639
people and having a bright dawn where it's not just

728
00:40:18.800 --> 00:40:23.559
one but everyone matters and we're taking everyone with us

729
00:40:23.800 --> 00:40:30.199
with looking out for all. And it really hit home

730
00:40:30.239 --> 00:40:32.559
to me because in my ted talking and that's what

731
00:40:32.639 --> 00:40:34.920
I focus on, that each and every one of us

732
00:40:34.920 --> 00:40:38.719
can have our cakes and we can celebrate each other's

733
00:40:38.719 --> 00:40:43.760
cakes also, so what you're sharing is very beautiful. Carl

734
00:40:43.880 --> 00:40:48.320
tell us, if you have any last thoughts for our audience,

735
00:40:48.440 --> 00:40:50.559
where can they find you? Where can they connect with you?

736
00:40:52.039 --> 00:40:54.119
Tibia, It's been a pleasure being on the show today.

737
00:40:54.360 --> 00:40:57.119
What I would say is people look out for the

738
00:40:57.159 --> 00:41:00.719
company decentralized value. That's where we're taking this ip and

739
00:41:00.760 --> 00:41:04.159
we're really moving things forward in an exciting way and

740
00:41:04.199 --> 00:41:06.639
there's a lot of things that are on the horizon there.

741
00:41:07.960 --> 00:41:11.320
You can find me at LinkedIn dot com, slash in

742
00:41:12.000 --> 00:41:15.239
slash Carl schlagel my name. That's a great way to

743
00:41:15.280 --> 00:41:20.000
be able to connect. And renal Adio actually is a

744
00:41:20.119 --> 00:41:24.480
Latin word that means renewal or rebirth, and so rental

745
00:41:24.599 --> 00:41:29.199
adio is about a mission to be able to bring renewal,

746
00:41:29.320 --> 00:41:32.519
to think about things in the non traditional type of sense,

747
00:41:32.559 --> 00:41:35.119
to think about things from the place of human collaboration,

748
00:41:35.400 --> 00:41:40.480
authentic human collaboration, and to also open up additional opportunities.

749
00:41:40.480 --> 00:41:43.679
And our goal is to be able to create a

750
00:41:43.679 --> 00:41:47.400
trillion dollars of economic impact in being able to drive

751
00:41:47.480 --> 00:41:50.400
these strategic partnerships and these ecosystems and be able to

752
00:41:50.400 --> 00:41:53.239
put people together. So I would just ask that if

753
00:41:53.239 --> 00:41:56.880
you're thinking about things in your own businesses or.

754
00:41:57.039 --> 00:41:59.760
Your career, or how people.

755
00:41:59.440 --> 00:42:02.000
Around you factor in, instead of looking at it and

756
00:42:02.039 --> 00:42:04.840
saying these are the five, they're the only ones that

757
00:42:04.920 --> 00:42:07.519
have utility, I invite you to look at people in

758
00:42:07.559 --> 00:42:11.280
a different light, in a different perspective, and see the beauty,

759
00:42:11.320 --> 00:42:13.320
the value, the ways in which they impact you. I

760
00:42:13.360 --> 00:42:17.239
think the Japanese culture has a very interesting link. The

761
00:42:17.280 --> 00:42:19.519
person who's the janitor as well as the CEO has

762
00:42:19.559 --> 00:42:23.360
the same level of respect in certain types of situations,

763
00:42:23.760 --> 00:42:26.480
and because there's a recognition of the contribution that each

764
00:42:26.639 --> 00:42:30.360
creates within the ecosystem and the balance and the way

765
00:42:30.400 --> 00:42:32.360
in which things are able to move forward and thrive.

766
00:42:32.880 --> 00:42:36.400
My request is that together we are able to create

767
00:42:36.440 --> 00:42:39.079
that future that we're able to come from a place

768
00:42:39.199 --> 00:42:43.760
that's not limited by scarcity but really reaches into the

769
00:42:43.800 --> 00:42:46.880
power that each of us hold inside and brings human

770
00:42:46.920 --> 00:42:50.599
abundance to bear in a way that a thousand x's

771
00:42:50.920 --> 00:42:55.159
any of the economic socio or other types of factors

772
00:42:55.159 --> 00:42:57.000
in terms of quality of life moving forward.

773
00:42:58.400 --> 00:43:02.119
Beautiful Carl and I really really wish you the best

774
00:43:02.440 --> 00:43:07.400
from my heart that may may awards come true and

775
00:43:07.679 --> 00:43:10.559
you know we are able to bring this abundance in

776
00:43:10.679 --> 00:43:14.119
our humanity and just opening up our hearts and connecting

777
00:43:14.159 --> 00:43:16.760
because at the end of the day, we all are

778
00:43:16.840 --> 00:43:20.880
looking for one thing, happiness and joy and being happy

779
00:43:20.880 --> 00:43:23.320
with our family, so why not. So thank you for

780
00:43:23.440 --> 00:43:27.800
joining us. We appreciate you sharing your wisdom and AGAs

781
00:43:28.920 --> 00:43:31.599
so openly and sharing your heart. So thank you for

782
00:43:31.679 --> 00:43:35.079
joining us in. Thank you, lovely audience, because without you,

783
00:43:35.159 --> 00:43:38.320
the show would not be possible. Reach out to us,

784
00:43:38.480 --> 00:43:41.440
let us know how can we support you, How can

785
00:43:41.519 --> 00:43:45.199
we bring in experts and stories so that you can

786
00:43:45.239 --> 00:43:50.239
live the life you deserve and love your dreams come true?

787
00:43:50.599 --> 00:43:53.239
And thank you one for making the show technically possible.

788
00:43:54.079 --> 00:43:56.199
Be well, take care and I'll see you next time.

789
00:43:57.519 --> 00:44:00.880
Thank you for being part of Beyond Confidence. With your home, Park,

790
00:44:01.159 --> 00:44:03.119
we hope you have learned more about how to start

791
00:44:03.199 --> 00:44:06.280
living the life you want. Each week on Beyond Confidence,

792
00:44:06.400 --> 00:44:09.360
you hear stories of real people who've experienced growth by

793
00:44:09.360 --> 00:44:13.960
overcoming their fears and building meaningful relationships. During Beyond Confidence,

794
00:44:14.239 --> 00:44:16.960
Vpark shares what happened to her when she stepped out

795
00:44:16.960 --> 00:44:19.639
of her comfort zone to work directly with people across

796
00:44:19.679 --> 00:44:22.400
the globe. She not only coaches people how to form

797
00:44:22.440 --> 00:44:27.119
hard connections, but also transform relationships to mutually beneficial partnerships

798
00:44:27.199 --> 00:44:29.880
as they strive to live the life they want. If

799
00:44:29.880 --> 00:44:31.840
you are ready to live the life you want and

800
00:44:31.960 --> 00:44:36.440
leverage your strengths, learn more at www. Dot vpark dot

801
00:44:36.440 --> 00:44:40.599
com and you can connect with vat contact at dvpark

802
00:44:40.679 --> 00:44:43.320
dot com. We look forward to you're joining us next

803
00:44:43.360 --> 00:44:43.679
week