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Dragons: Riders Of Berk Memorable Moments Best Cartoon For Kids & Children Part 3 - Mike frust - Duration: 17:31.
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5 Tips for Better Accuracy Call of Duty WW2 - Duration: 11:31.
hello everybody today's video I'll be covering the top five tips for better
accuracy in Call of Duty World War 2 if you're new to the channel welcome to
JGOD gaming, this is a channel where I like to break down different in-game
mechanics and give you tips and tricks for Call of Duty and if this isn't your
first time to the channel welcome back. the five tips I'll be discussing in the
video are adjusting for recoil maximizing your aim assist finding your
right sensitivity centering and practice for consistency one of the main
motivations and the reason for this video all together is I get asked pretty
often when I've done my live streams and also on my videos people asking how I
get better accuracy because it looks like my guns don't have recoil so that's
one of the main motivations for me to actually make this videos because I know
myself I struggled with accuracy and I had lower cadiz in previous Call of
Duty's but over time I picked up a ton of different things from a lot of
different youtubers a lot of different things I've read and just from watching
different things and these are all the tips I've compiled from all that
information so just like my journey it's not gonna happen in one video you're not
gonna watch this video and all the sudden you're an aimbot god when you
jump into your first Lobby takes time and that's why the last step in the last
tip is practice for consistency if you could please at the end of the video
make sure you go ahead and leave a comment down below what your favorite
tip was or the one you thought was most helpful so let's get into it
tip number one is adjust for recoil and what you'll notice is every gun has a
little different recoil so you have to make sure you keep that in mind as you
use different weapons because obviously with guns that have really high recoils
can be a lot harder for you to adjust and most guns typically have a
north-south vertical recoil so I just means they go straight up while some
other guns have a little bit more sporadic recoil which can make them very
unpredictable and very hard to control so the first thing you're gonna want to
do is get practice with specifically knowing what the recoil of each weapon
is I would probably start off with the lower recoil weapons so some of the
lower recoil weapons are like the ppsh the type 100 the stg44 and the lowest
those are some of the lowest recoil weapons in the game for full auto
weapons so I would go ahead and shake it to look at one of those and then what
you're gonna do is actually practice making sure that you can line up all
your shots all at once so here's a few examples of what I was basically
describing to you as practice using some of these different weapons
I'm going to show you the PPSh the type 100 the Lewis and the stg44 keep in mind
that this is the recoil pattern and this is what you're gonna experience but it's
definitely gonna be easier once you get into a match because you're gonna get
some aim assist and I'm gonna talk a little bit more about maximizing a
misses but this is how you adjust for that recoil you counter it by pulling
slightly down on that right analog stick and just adjust for this recoil a little
bit from side to side isn't necessarily the recoil it's more the idle sway if
you just hold down your aim-down-sight you'll see that your crosshair is kind
of slightly move and kind of do a figure 8 style and that is because you know
they have idle sway so some guns have a little bit better idle sway than others
so a lot of times it's important to know your weapon when you're using the weapon
you can see right here the Lewis is straight vertical so it has almost no
idle sway which helps a ton only fired 50 bullets on that first one so you
don't have to sit through 100 but you can see it's a very accurate weapon a
little bit of side-to-side with a little bit of movement but for the most part
I'm not getting any aim assist and that's how accurate the weapon is you're
gonna see right here the stg44 quick little clip straight vertical and
then over here I'm gonna go ahead and shoot it again and try and keep it
centered and again this does not happen overnight so it's got to be a conscious
effort to pull down on the right analog stick obviously things like control
freaks will help just a quick reminder if you're enjoying the video remember to
click that like button and subscribe with notifications on if you haven't
already tip number two is maximizing aim assist so if you didn't know already
there's two different types of aim assist one is aim down sight aim assist
and then the other one is rotational AM assist so what you're gonna do is go
into your settings and then what you're gonna see is make sure that they're both
enabled you never want to play this game without aim assist on even though there
it can be wonky at times and be broken which i've broken down why it's broken
in certain scenarios the key is you want a missed on at all time so I'm gonna go
ahead and show you a couple different examples of how aim assist looks aim
assist by itself for the aim down sight you'll see it kind of slows down on the
enemy target but the key is when you're strafing you'll actually see this other
effect which is the rotational and the aim down sight at the same time which to
some people is referred to as game so you can see how it sticks on to
the enemy a target and then the only way to get rotational by itself is if you're
not aiming down sight but as you can see you get a lot of stickier aim when you
are striping so that's why it's so important that you make sure that you
strafe and every gunfight you get in even if it's just slightly but again
that's just gonna be practiced in muscle memory moving on to tip number three tip
number three is gonna be finding the right sensitivity so what I'm doing for
you on screen is I'm playing with a super slow sensitivity this is the
sensitivity of a1 and the reason why I'm showing you such a low sensitivity is to
show you the limitations of a low sensitivity and then also to compare it
to a super high sensitivity so you can see right here I can't even turn on my
opponent obviously I don't think many people are playing on a1 but you can see
he got right into my space and I could not turn at all so that's one of the
major downsides of having a super low sensitivity so we'll check out the other
one right now and this right here is a typical gunfight where you're shooting
at someone they're striping and you can't even keep up with them so he got
caught up on that thing right there but in general gunfights you're already dead
by the time they even got to that point so that's the second limitation of a low
low sensitivity so let's look at a high sensitivity and kind of see how that
compares so I'm gonna go ahead and put it to the max so you'll see right here
that I'm not just making it up you'll see how the screen control is different
and right here this is a crazy nonsense 14 you're still gonna get some sticky
aim but obviously something you got to get accustomed to if you're gonna have
it that high but odds are even if I can turn real quick I'm gonna miss so many
shots it's not gonna even be funny so personally I have mine out of 5 just
because I feel like the 3 and the 4 a little too slow for me personally
everyone's a little different but typically the average player should be
have their setting between 3 & 6 obviously there are some people who
experiment with different things and already accustomed to higher levels this
isn't that recommendation isn't for that player odds are you're missing shots if
you're more on the spectrum I'm a 7 8 9 that you would have made if you were out
of 4 or 5 or 6 so that 5 is where I'm at but you could put yours wherever I would
highly recommend between 3 & 6 that's because gonna bring us to tip
number 4 before we get to that one remember to like the video if you are
still watching you're probably enjoying the video so tip number 4 is gonna be
centering so this is your first time hearing about
basically a simple way to break down centering is putting your crosshairs
where you think the enemy is going to be so when you aim down sight you'll be
already snapped on to the target so I'm gonna give you a few examples so for
these upcoming examples I'm gonna give you good examples as well as poor
examples of centering so the first example is gonna be a poor example of
centering so you can see I run in this room you can see where my crosshairs are
I'm gonna freeze it for you this is where my crosshairs are where they
should be is where that green arrow is so let's go ahead and see the result so
the rolls of the bad centering I am the lathe getting to him and I actually take
a couple hits that I could have avoided altogether so I tried the exact same
thing for take two and you can see this time I didn't snap on quite as quick and
I ended up dying so now let's go ahead and check out a good example coming down
different way this is where the enemy should be coming I'm already have my
crosshairs at the doorway let's see what happens and as you'd expect I'm melting
before I even get shot once this is another example of a bad example you can
see right there I'm not where I should be from the previous example and as a
result I take more damage and actually lose this gunfight so for this final set
example hopefully you're getting the idea of kind of where the crosshair
should be so you can see right here I'm still aiming at the stairs no enemies
gonna be at the stairs they should be aimed
somewhere near that doorway and as you'd expect I get completely destroyed a
melania hain't marker so for take two I make sure I center appropriately and I
actually had the person I was with say make sure you're trying to kill me as
hard as possible so got to hit markers the person was in better position so I
shouldn't necessarily one that gunfight but because of the centering that I at
least had a chance so the most important tip in my opinion is tip number 5 which
is practice for consistency and this one's the most important I believe is
because it causes you to focus on all those other elements and actually work
on them a lot of times you'll hear people you ask hey how do you get better
they'll just say play the game a lot and you'll get better well if that worked
everyone would be god mode because they've been playing for the past 10
years and Call of Duty doesn't work that way so you got to practice all these
individual things so that's adjusting for recoil you got to make the conscious
effort to lower that right thumbstick maximizing cysts are you strafing all
the time or you aim downside do you have them both turned on they should always
be on right you maximize that sticky in that we talked about find your right
sensitivity is it too high too low is your sensitivity within the range that I
talked about that 3 to 6 range most pros play in that range and then
to be as accurate as possible and you know obviously they could go higher but
why risk losing accuracy and gunfight so stay in that 36 range unless you know
you're just a mean god which you probably wouldn't look for this video
the other thing is centering which I talked heavily on centering is a huge
thing that one takes tons of practice you don't just walk around the map
aimlessly you have to actually center at your targets or at least where your
targets are going to be or you'll predict them to be because that'll allow
you to snap on to them a lot easier the other thing that I didn't really touch
on in the video but that's very important is headshots don't really
matter in this game unless you're using high-caliber or going for camos but only
weapons that use high-caliber are the rifles and then the other only weapon
that matters for headshots is the cabin which is the sniper rifle I do have a
couple bonus tips that tie in to the practice for consistency because the
headshots don't matter you should be aiming for the midsection center mass
because if there is any kind of recoil - recoils gonna force you up so you're
gonna be able to hit stomach chest neck edie most of the guns are gonna kill on
4 to 5 shots sometimes less depending on the ranges but just keep that in mind if
you're aiming for center mass odds are you're gonna get win more of those
gunfights with accuracy there's tons of progression at play so you're gonna want
to progress yourself and in a casual way that improves your aim over time it's a
typical thing will be you'll improve your aim will improve your KD and then
as you get more comfortable you can improve your score per minute by playing
a little bit faster and then you'll slowly improve your aim because now
you're on the go a little bit more which will improve your KD will improve your
score per minute it's an endless cycle you slowly get better and better over
time at figuring out all these different things so as you play it's okay to play
slow in the beginning as long as you're focusing to accuracy even if you gotta
sit on a head glitch and camp I know people hate campers in the game
but if you're not very good accurate you might want to start off slow and work
your way up so that now you're running around the map but a slow pace and now
you're full-on sprinting and you can snap onto anything so that's the one of
the final tips and sometimes your aim can be up so don't go playing around
with your sensitivity a bunch whatever you leave it out whatever you find it
out and you feel comfortable with keep it on that there's no reason to bounce
it around because one day it feels a little different it's probably cuz
you're either fatigued or have more energy or whatever the cases these
different variables that play hopefully you did
enjoy the video I'm gonna go ahead a recap real quick but if you did like the
video new way remember to click that like button subscribe if you haven't
already and turn notifications on so here's all of what I covered today
adjusting for recoil maximizing aim assist find your right sensitivity
centering and practice for consistency thank you for watching as always have a
great day
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Dragons: Riders Of Berk Memorable Moments Best Cartoon For Kids & Children Part 2 - Mike frust - Duration: 17:42.
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Sandbulte Center for Ethical Leadership Speaker Series: Brad Sorenson - Duration: 58:55.
- Welcome to the Leadership Speaker Series.
This event is sponsored by the Sandbulte Center
for Ethical Leadership
in the School of Business and Technology.
The center was created through a gift
from Minnesota Power to honor it's retiring Chairman
and CEO Mr. Sandy Sandbulte.
Sandy has joined us here today.
I'd like to introduce our speaker Mr. Brad Sorenson.
He serves as senior vice president of manufacturing
and supply chain for Boston Scientific.
He has over 20 years of medical
device manufacturing experience.
He volunteers in his community,
he serves on the board of directors
for Beautiful Savior Lutheran Church.
And he's also the executive sponsor
for the Boston Scientific Young Professionals Network.
He earned a BA in economics from Gustavus Adolphus College
and he earned an MBA from the Carlson School of Management
at the University of Minnesota.
I'd like to thank Brad's son, Sam Sorenson.
Sam's a senior finance major.
Sam, thanks for helping to arrange your dad's visit today.
(audience applauds)
Brad welcome and thanks for speaking to our group.
- Thanks Rick.
I'd like to thank Sam for wearing a clean shirt today.
(audience laughs)
So I'm gonna just,
does this move it forward?
Otherwise I'll just--
- You can just hit the uh--
- Oh perfect, got it.
So.
I've got literally four o'clock.
So if you guys don't ask any questions at the end of this,
this will be like the shortest
executive speech ever.
But I thought I'd start with who is this guy?
And really, the first slide is who is this guy
and who is Boston Scientific?
Because sometimes the assumption is,
I think, Hey we're this huge organization
that I've worked for for 20 years.
And then I see people at you know dinner parties
or something and they say, Who are you?
And you know, Are you like Medtronic?
We are like Medtronic, we're better.
(audience laughs)
But yeah, we're like Medtronic.
So I want to talk about who's this guy, me?
And then a bit of what Boston Scientific is about,
what I do there a bit.
And then I'll
at Rick's request
I've got a slide on what I've learned.
And that's always a little difficult to say,
okay, what are the things that I've learned?
But as you mentioned I'm also the executive sponsor
for the Young Professionals Network.
And I find that that's a discussion,
a question that people are asking a lot.
All right, Hey Brad, how did you get to your job?
What do you think that's important?
What have you learned along the way
and if you could go back
25 years and do things differently,
what would you do or, if you could do the same things over
what would you do?
And so I'll hit some of those.
And then I'll talk about
what's it like to be a multi-national company,
really run the concept of ethics,
doing business in an ethical manner.
Which is different when you're operating in
70 plus countries around the world.
The way that the world thinks about ethics is different
and it's important that, I think,
we as multi-nationals understand that.
So.
Who is this guy?
I was raised in Western Minnesota.
Born and raised in Renville.
Raise your hand if you know where Renville is.
Yeah, that's about right, I figured.
It's Western Minnesota, about two hours dead west of here.
Excuse me, not dead west of here,
two hours dead west of the Twin Cities.
My dad was a high school teacher,
grew up in a tiny little town of 1,100 people.
Great place to grow up, great place to raise kids.
Not a great place to find employment.
Hence, when I got out of high school, I left.
I went where the jobs were.
I lived in California for roughly two years,
a year and six months.
A year of that with my family,
six months without, kind of.
And then came back.
And I'll talk a little bit about what that was about later.
College of Minnesota,
Gustavus for undergrad.
Gustavus was what college was for me growing up.
My dad was a Gustie, my grandpa was a Gustie.
His dad was a Gustie, none of my kids are Gusties.
So congratulations St. Scholastica
and Luther I guess.
My career, I started at Federal Cartridge making ammunition
in Anoka, I had a couple jobs before that.
That's where I got my MBA, so
I went to school for a year full time.
My wife supported me while I got my first year of MBA done.
And then we got pregnant with
our oldest son and so,
I went to work for Federal Cartridge
on the agreement that if they pay for my MBA
I'd stay there for five years.
And I bring that up because that's kind of how
the world used to work.
And it doesn't really work that way anymore.
It doesn't work that way because
in a lot of companies kind of these concepts of loyalty,
you know have to be much more structuralized.
When I went there it was a handshake,
we'll pay for MBA, promise us once you get it
you won't leave.
I stayed there for seven years
and then took a job with Boston Scientific.
I worked for Boston Scientific for three years
in a number of manufacturing jobs.
And then I got an opportunity to go to a company
called Pure Diagnostic.
I went there and was president, COO
of that company for three years
and I came back to Boston Scientific.
And that was a career move for me
that is probably the best career move and the most
distinguishing career move in my career.
Because I went from president/COO of that company
to production manager of Boston Scientific.
And at the time my wife was saying,
What are you doing?
Nobody takes a $50,000 pay cut
and a three level job cut to go back to
a company I used to work for.
And I said, This is a company that has integrity,
it's a company that has values,
it's a company with people that I trust.
Don't worry it'll work out.
And it has worked out.
And about four months later, Boston Scientific said,
Hey, we got this acquisition out in California
we just bought, we'd like you to go run it.
But that was just totally
on a whim and me saying, Look I trust these folks
I'm gonna go work there.
And again, that's not necessarily how things get done
all the time today, but I think,
personally I think they are, how things should
continue to get done.
My priority are very clear and
this is not a slide I built for this presentation.
Actually none of these slides other than the very last one
that has a different bottom, it's a slide I built.
I share this across my entire global organization,
which is about 16,000 people strong
across 60 different countries, 70 countries.
Because I think it's important to people
that they understand who I am and what I'm about.
Faith is my absolute priority.
It's absolutely fundamental to me,
and so I make sure that people understand
it's fundamental to me.
Because that is part of who I am
and they need to know where I'm coming from.
That doesn't mean it needs to be their priority,
but it is mine.
My family is second.
I'll get one chance in my marriage.
I've been married now for 27 years to the same
wonderful woman, Sam's mom.
I've got three kids,
I got one chance to raise my kids, that's it, right?
You don't get to do it a second time.
So for me, what that priority means
as someone who travels 75% of the time,
I have done things like literally
sleep under a bench in the Beijing airport
because security was closed and I needed to get on
a 6:00 a.m. flight to get home to see my daughter's
seventh grade choir go on.
But if you say something's a priority
you've got to figure out how to make it work.
And so I make it clear to people
what my priorities are.
And then finally people.
I fundamentally believe it is all about talent.
And if you believe that and you want to espouse that
then you got to spend time focusing on people,
so I'll prioritize them
over kind of the what needs to happen
and focus more on the who needs to do it.
My interests, I love to play golf,
that's Old Head in Cork.
If you ever get a change to play it, play it.
It'll take, add about 30 strokes to your game,
but it's worth it.
Okay hey, St. Paul or St. Scholastica Saints.
My son played baseball, I spent a lot of time
watching him play baseball.
We'll spend even more time watching other kids
play baseball because he's a relief pitcher.
(audience laughs) So he'd go and he'd watch
other kids play, and that's okay,
that's what character builds, right?
(audience laughs)
I'm a Gopher's Fan.
That picture was taken when we were doing
a little better this year,
but Gopher's Basketball an absolute passion of mine,
my wife and I are season ticket holders
and don't miss many games other than when
Sam or his brother or sister beg for the tickets.
I'm the executive sponsor for
the Young Professionals Network.
We call it the town incubator.
I believe that it's fundamental to the growth
of our company to ensure that our young professionals
find a place where they believe there's career growth
and not a training ground where they can go somewhere else.
I own a couple restaurants on the side
I don't do anything with them.
My partner is fantastic, he does it, but I like to eat.
So I can go there and eat for free
and drink beer for free.
I'm involved in Beautiful Savior
on the board of directors of our church.
And then finally my wife and I are very involved
in an organization called Treehouse.
Which is all about providing unconditional love to
at risk youth.
And so a common theme in here is
I'm a big proponent in making sure that
young people understand what their path is.
Who's Boston Scientific, really quickly.
We're a big multi-billion dollar
multi-national.
This is 2016 numbers, 12% growth to 8.4 billion.
This year we've posted a nine and half percent growth
numbers, so we're now at nine billion dollars.
We've been in the top three performing stocks
on the stock exchange for the last three years
in the medical device sector.
We are probably the number three player now in this space
behind Medtronic and Abbott,
post the Abbott and St. Jude merger.
We play in seven different division, you can see them there.
Basically inner ventricle cardiology
is the plumbers of the heart.
So if you've got a blockage we open it.
Structural heart, which is the biggest growing space,
so it's growing literally at 30% of the year.
That's about, if there's something
if your valves don't work, we go in and fix them.
Peripheral interventions, the plumbers of everything
other than the heart.
Cardiac rhythm management, that's if you have
sudden cardiac death issues, heart failure,
those are pacemakers, defibrillators.
Neuromodulation which is all about pain management.
Urology and pelvic health, I think you can figure out
what that's all about.
And then endoscopy, which is basically operating the gut.
We're a big, multi-national company,
lots of different sites.
We operate in many, many countries.
And as you can see we're pretty well disbursed
with a strong growth
curve.
Our core values are something we as an organization
really, really fundamentally live.
As I said, I left and came back to this company
in big part because of those core values.
This is an organization that does believe it
and we will see, we see that manifested
all the way across the board.
The best story I like to tell people is,
Hurricane Maria hit Puerto Rico.
Unless you've been living under a rock you know.
Our plant was back up and running in six days.
Three days into that we had found all 1,100 employees.
We had an entire plan laid out.
We have had 90 people that have lost their homes,
we have rebuilt those homes for those people.
All of that on Boston Scientific's dime.
There's a reason that 40% of the businesses
in Puerto Rico aren't up and running yet.
And we were up and running six days later.
There's a reason that out of the 1,100 people
that work at that plant,
350 of them showed up at our plant,
the day after the hurricane hit.
This is an organization
that lives out its values.
This is my world.
So that's where all of the facilities are.
I didn't put the Tier 2 distribution centers on there,
because there's another 42 of it.
But when people ask me, Okay so where's your office?
That's where my office is.
Sam can attest I spend 75% of my time on the road.
It's what my job is.
We have manufacturing sites in the United States,
in Puerto Rico, in Costa Rica, in Brazil.
If you don't know where those countries are,
grab a map later, but all the ones I said right now
are in the Western Hemisphere.
We've also got a facility in Gurgaon, India.
A brand new facility we just built in Penang, Malaysia,
literally opened it three months ago.
Three facilities in Ireland,
one in Switzerland
and one in Shanghai, China.
The point is, we are truly a global company,
operating in more than 90 countries
around the globe, 28,000 employees.
Operations, we've got 21 manufacturing facilities
in 10 countries in 16,000 employees.
And that's good to know when you start talking about
you know what's important.
Because what you focus on needs to transcend
and translate into all those different areas.
So this is kind of the you know, what have I learned
piece of my talk.
And again, I literally didn't change any of this,
which is embarrassing because I found like two typos.
Which means I've walking around for like two years
with this stump speech and nobody has said,
Hey did you know that, you know,
you've got typos in this stuff?
(audience laughs)
But here's what I've learned, here's what I believe.
And this is kind of, you know, when I think about
what my management philosophy is,
what has worked for me
to get to my point, this point in my career,
what I try to emulate.
These are the things that I really try to focus on.
One,
it is all about people, it's all about talent.
And my staff will hear me say that,
my fellow members of the executive committee
will hear me say that.
I've said it to our board of directors,
as you can imagine as the manufacturing guy,
when I present to our board of directors
it's usually on one of three things,
I need 100 million dollars,
we've had a major quality problem I'm here to tell you about
or there's been a natural disaster somewhere.
Otherwise if things are running well,
like the lights come on every day and product
goes out the back, they're not interested
in hearing from me.
So I try to remind them that it's all about people.
I know I here asking for 100 million dollars but
I want to focus on the 16,000 people that are making
the trains run on time.
You need to focus on good people,
you need to surround yourself with good talent.
And I know that can be a bit
cliche, but it's absolutely true.
If you aspire to be the smartest person in the room,
you can make that happen,
but you will be in the least effective
organization you can be.
You aspire to surround yourself with people
that are smarter, better, faster than you.
You can be in a really, really successful organization
and get the opportunity to lead a winning team.
You can have a great plan,
and if you've got bad people it's a loser.
If you've got a bad plan it's probably a loser too.
But you've got to have good people.
And you've got to trust them and you've got to empower them.
And then what comes with that is you've got to focus
on positive energy.
And I'm fairly confident if you went to
anybody in my organization.
And they actually, many of them share this with me,
they will tell you.
Brad isn't a person that tries to go figure out
who's fault it was or what went wrong.
People make mistakes.
If you're going to empower people,
if you're really going to trust people,
if you're going to challenge them
and let them take risks,
they're going to screw up some times.
And the best way to ensure that they never
take a risk again is to drop the hammer on them
when they screw up.
Now, I'll jump down a little bit because
that doesn't mean, you can't give them hard feedback.
That doesn't mean you can't be direct
and walk through, hey, this needed to happen better,
you should have done this differently.
But you don't need to be mean about it, right?
Don't be a jerk to people.
Nobody wants to work for a jerk, believe it or not.
And when people don't want to work for you
and don't respect you, they don't.
They might still be employed with the company,
but they don't work for you.
And the worst thing than somebody leaving
is somebody staying and checking out.
That's way worse than somebody leaving.
Say yes, to hard assignments.
This is, I speak at literally,
every time I go to plant, which like I said is,
every week, every other week.
They ask me to speak in front of their YPN group
or in front of the organization.
And they're like, "Hey if you have one piece of advice,
"what is it to new employees,
"to young people in the workforce?"
Say yes, say yes to hard things.
In my career I said yes
to things that I had no idea whether I had
capability to do, in fact I know
I didn't have the capability.
But I built a reputation of being able to fix
things that were broken, to do hard things.
At one point I ran our analytical lab.
I don't know anything about analytical science, nothing.
And that was, when I walked in
everybody in the analytical sciences lab said,
"What are you doing here?
"We're a bunch of scientists.
"What do you know about analytical science?"
I said, "Nothing.
"But here's what I've been told.
"This is broken and that is"
I get a phone call.
"The analytical lab is all effed up.
"We need you to go fix it.
"Effective tomorrow, you're in charge of analytical lab."
And I walked in and said, "Okay guys, how do we fix this?"
But I said yes to it.
We had a product in 2006 called TAXUS.
It was the biggest medical device launch ever.
We garnered three billion dollars of market,
of revenue in 17 days.
And then on day 18 we found a minor flaw in the product
that we knew how to fix, so we recalled it.
It took us nine months to build up that inventory to launch.
I get a call on Sunday at 3:00 p.m.
"We're gonna recall TAXUS tomorrow morning at 6:00 a.m.
"Effective right now you're in charge of TAXUS recovery.
"We have to get back in the market.
"You got six weeks to do what we did in nine months."
And I didn't say, "Well is there a pay raise
"come with that?"
Or, "What's my job title?"
My response was, "Okay."
I guess you know,
first let me figure out what TAXUS is,
'cause I didn't work in that area.
But I spent my entire career saying yes
to hard job assignments.
I'm a fundamental believer and it's what I seek out
in employees in my organization.
When you find somebody that they're first response is yes,
"Yes, I'm willing to do this, yes
"I'll consider moving," I ask my organization
I walk around and say, "Who's a nomad?"
I get that everybody can't move, right?
I've got a wife and three kids and a mortgage and a dog.
I can't just pick up and move.
But there are people, there was a time in life I could.
And when I did, I made it known to the organization
I can move.
And it's one piece of advice I've given Sam.
Be a nomad, you're not married, you're not tied
down to anything.
Raise your hand and say, "I will go wherever
"you want me to go."
Because there's a time in your life that you can do that
then it's adventure.
And I reach out and I say, "Who here's a nomad?"
And let me tell you I can name 50 people
across the organization, people I had no idea
who they are who said in a town hall,
in Herradura, Costa Rico.
"Hey Brad, my name is Julio.
"I'll go wherever you want."
Fantastic, two weeks later we needed a mechanical engineer
in Penang, Malaysia, boom.
There's this guy in Herradura named Julio.
He said he'll go.
(audience laughs) I'm not kidding.
He's in Malaysia and has now been promoted.
'Cause he's over there kicking ass.
But nobody would have ever picked him up
if you don't raise your hand and say yes.
I think the organization asks people that say yes
to bigger harder things,
that's called career growth.
Laugh at yourself, don't take yourself too seriously, right?
I mean I posted a picture of myself screaming into
you know the goldie cam.
Some people like walk into a room like,
you hear heels click when they walk in.
If that's what gets you off and that's the type
of person you want to be, great.
But again, that isn't what's going to endear people to you.
Laugh at yourself, you know people like working
for someone that, you know they legitimately
enjoy being around.
I personally prefer not to be prescriptive
about how things get done.
I don't operate well in an environment
where people are telling me, "Do it this way,
"exactly this way and here's the outcome."
So I use the analogy all the time,
I like to eat cake.
Bake me a good tasting cake.
Do it however you want,
but please make sure it tastes good.
Don't tell me to bake you a cake and then say,
"By the way, I want you to do it
"with only these ingredients."
Then you're telling me to follow your recipe,
but I can't guarantee it's gonna taste any different,
'cause I don't know, it's not my recipe.
I think that's a really good way
to try to manage people.
Now having said that for people that are,
you know entering a workforce,
not all bosses are like that.
And you got to understand if there's a boss that
and that you've got that's like,
"I want it done this way and that way."
My advice to you is either
try to find a way not to work for that person anymore
or do it that way.
'Cause just butting heads with them,
conflict just for the sake of conflict
is an absolute waste of your time.
And it's a waste of everybody's time.
And again so when I talk about trying to look forward
I'm not somebody that sits and looks for,
Well we interact with the RV organization
and there's things that they do.
They hand us products sometimes that aren't completely ready
for prime time.
I've got people in my organization like those guys
in RV won't stop.
Who cares right?
Nobody is intentionally trying to screw with us here.
Let's just work on okay, what's the path forward?
Let's not focus on the conflict.
Talk directly to people.
There are big organizations have bureaucracy.
My organization's got bureaucracy clearly at that size.
Anything you can do though to cut through that bureaucracy
I think fundamentally adds value, leans out the process
but it gets much more direct dialogue going on.
It creates better decision-making.
So whenever you have the opportunity,
talk directly to people.
Never talk about people and try to avoid
talking through people.
Some people in the organization believe that they exist
only as a conduit, right?
As a communication conduit from one person to the other.
I don't need strings between tin cans in my organization.
I need people that are talkers and receivers.
Hence, I will pick up the phone and call who I think
has the answer and it's taken some time within
my organization for people to get okay with this
and geographically it's really a challenge.
Right?
I'm in Malaysia and I go talk to an engineer on the phone
and say hey, I'd like your opinion on this.
What do you think?
They're looking for their boss, right?
Because they don't wanna talk to me until they're sure
that their boss is okay with them talking.
I'm like don't worry, your boss is fine.
I really wanna know what your opinion is.
But make sure that if someone you're working for
is trying to talk directly to you and is looking directly
for your opinion that you share it.
Don't try to guess what it is that they're thinking.
Don't try to guess what they believe the answer is.
Give them what your opinion is.
If they're legitimately asking for it,
that's what they want.
Manage down verses up.
Again it goes back to focusing on people.
I believe it's all about people.
Some organizations will talk about the inverted pyramid
and the person at the top of the organization
is actually the person at the bottom of the organization.
I think that's a good kind of diagram and framework.
But I view my role in the organization as breaking down
barriers, enabling people's work, trying to find ways
for them to be successful.
Again, to be successful we are collect as an organization.
Boston Scientific is a for-profit organization.
So it's not just all about career development,
not just all about what the employee wants to do,
but as a leader my job is to make sure that people have
the tools they need.
My job is not to make sure my boss knows that I was
in the meeting last Tuesday and when we made the tough call
I was there.
Right?
People that do that drive me crazy and I don't want 'em
and I start to call 'em out because if all they're doing
is oh yeah, I was in that meeting, oh yeah,
I was in this meeting with so and so and so and so.
I'm like who cares?
What have you done in the last couple weeks?
Dig into your business to understand the facts.
Then you can follow your gut.
There's a leadership characteristics test.
We use it at Boston Scientific.
I'm blanking on even what it's called anymore but it goes
through kind of the color schemes.
My makeup is I am all about action
and I am all about people.
Right?
Analysis is literally like the person that gave me the test
said you're the second person I've ever seen.
I've never seen anybody with blue.
The blue is the analysis color.
They said you have none of this in your DNA.
Zero.
Throw that block away.
Everybody has some, right?
They use it when they're panicked but you have none
and it's shocking to me that you can run a big organization
like that with no DNA around analysis.
Having said that, one of the things that I do do
is I force myself to really dig in the details.
There are few people in the organization that kind of know
the details like I do and I get that feedback
from say our board of directors sometimes.
They'll ask a question about something I'll be presenting
and they're like well what's the gross margin in this?
I'll say it's 76%.
Even our CFO will go how do you just know that stuff?
We got 13,000 products.
I said I've spent a lot of time looking at what
our products cost.
Part of my responsibility.
But my point is I operate from the gut.
I believe in people.
I operate based on here's what my thought is.
Here's what I see.
Let's go.
Let's take risks.
But I understand that that has got to be based
in a foundation of understanding the facts.
Now since I don't have a lot of this blue DNA
I've got three people in my organization
they're like all blue, right?
They wouldn't take a risk if their life depended on it.
So they're not the risk guys, right?
One of 'em's my finance guy.
He's my vice president of finance and he's like you gotta
stop saying yes to stuff.
You're saying yes to way too much stuff and it puts
our budget at risk.
I'm like yep, it's my job to put our budget at risk
and say yes to hard things.
It's your job to figure out how to pay for 'em.
Now that we got the roles figured out.
What's next on the agenda?
But you've gotta surround yourself with people
that can adapt to your style but also augment your style.
If I got a whole bunch of red and yellows in my group
we'd be the biggest risk in organization and we'd be
leading the world in product recalls and all kinds of stuff.
Effort alone isn't enough.
So I talk about taking risks.
Talk about betting on people.
Talk about positive energy.
That's all great.
But if you can't deliver, if you're the person who says yes
but then do a crappy job, we won't ask you
to do harder things, right?
We'll ask you to maybe go do them for someone else.
You have to deliver.
Results are important.
Time in a chair doesn't matter at all.
So hey, I've been in this role for two years.
That person's been in the job for three months.
They just got the promotion.
That should tell you something.
That should tell you that person in the three months
showed what they can do, right?
We're thinking good Lord, think where they'll be
in two years.
So effort's not enough.
It is important.
But you have to deliver the goods.
Companies, at least the company I work for, is a for-profit
entity and for-profit entities expect results.
Don't lose sight of your priorities.
It's something I tell my kids all the time.
It's okay to be successful.
I've been very successful in my career
and I'm not embarrassed about that.
But that doesn't mean I've sold my soul and that doesn't
mean I don't care about my family and it doesn't mean
I don't care about my faith and it doesn't mean I don't
get involved in community, right?
But your priorities are your priorities.
You can sell your soul if you want.
People do that and that can help you be successful.
That is a career path.
That is one way of doing it.
But that's not the way I'm doing it and they don't have
to be mutually exclusive and if people tell you they have
to be mutually exclusive, they're wrong.
Principles, integrity, and ethics need to be non-negotiable
and again I didn't put this on this slide
for this discussion.
You cannot be conditionally principled.
You either are or you aren't.
If you find yourself working for an organization
that is not principled and is not ethically driven
then you should leave and the little story behind the story
when I was President and CEO of the company
is that is where I found myself and so part of when I left
I took a major step back cause I said I am not remaining
with this organization.
This is not an organization that I can go home and sleep
with myself at night.
I am leaving and I left.
If you can't change an organization from the inside
and you find that they're not a principled organization
then first you owe it to the organization,
the other people that work there, to try to change it
which is what I did and what I couldn't, I left.
I think that needs to be a non-negotiable.
Has been for me and it's worked very, very well
and I've got, again, people on my staff that say you get
away with saying things to people
that other people won't say.
That isn't like I'm like swearing.
I'm like that is wrong.
We shouldn't do that.
Nobody else would say that to the CEO and my response
is why not?
Everybody should say that.
If that's what they believe, everybody should say that.
So my last point is kind of along that point.
This is the exact same slide so if you're looking
for the hey, what's different about this, hopefully nothing
other than redo.
So the perspective of what's generally accepted business
practices is different around the world.
As a multi-national, it's important that we understand that
and I think sometimes when, I've actually guest lectured
a couple of ethics courses.
I think sometimes it can be this kind of oh that's just
esoterical type discussion.
It's not.
Part of the world that, we operate frankly in the U.S.
but there are some parts of the world that we operate
where ethics are different and doesn't neccessarily even
mean wrong, they're just different.
Sometimes wrong, in my opinion, but for example,
we have an operation in Chapeco, Brazil.
Chapeco, Brazil is in the middle of nowhere.
It's literally way down on the border of Venezuela.
Way down on the bottom.
What we do there is we harvest tissue from pigs
to make heart valves.
So it's a pretty disgusting
but we're a medical device company, we have to operate
like that so there are a lot of permits and a lot
of building requirements and a lot of things
that we have to do to operate there and that's hard.
It's hard to get a building permit in Brazil.
Even harder to get a building permit in Brazil
if you're a multi-national company.
You have to get signatures from about two dozen people,
most of them local government officials.
I have met with them.
I've had dinner with them or had a meeting in their office
with them and many, many times have been either asked
directly or indirectly or told that if we would pay
a small expediting fee, and it is small,
it's a couple grand, right?
We're a 10 billion dollar company.
Two thousand dollars, five hundred dollars.
We can expedite this and by the way, that's legal in Brazil.
So this isn't a bribe.
You can pay an expediting fee.
But this expediting fee is paid to the local official
and our response is just no.
Not just no but no, no, no and if this is the only way
it gets done, then we'll leave Brazil and we will not
do business here.
It took us four months to get a plumbing permit
in Chapeco, Brazil.
Four months.
I can tell you that one of the other ways to do it
that they recommend is you get a middle man.
Boston Scientific pays a local contractor who manages
the situation for us.
There's a fee.
We pay them 50 thousand dollars and by the way we do that
all around the world.
You actually want, we have a contractor in Brazil,
a local contractor because they know how textually
the building codes, et cetera.
But if we just give them a little extra money,
they'll grease the local government officials for us.
It's arm's length so we're not paying anybody off
and that's the other way to get it done
and our response is no.
I can tell you that we literally closed down a plant,
we, at my decision, the board approved it,
we closed down a plant in Suzhou, China into which
we had already invested 18 million dollars
because we could not get passed the local bribery scheme,
if you will, at that point.
Now that's 12 years ago.
China has changed.
We're back in China working but you've gotta be willing
to walk away, right?
When I say ethics aren't conditional.
Not being conditional means you gotta be willing to be
the person, I wasn't in the job I'm in now,
to walk in and say I recommend we shut down this operation.
I recommend we cease manufacturing product in China.
I recommend we walk away from X million dollars of sales
because this isn't the way we do business.
Thank God I work for an organization that said absolutely.
We're lined up.
But when you get out in the work world and are dealing
with kind of ethical dilemmas, realize that they are real
and that conditionality of ethics,
could be easier to pay somebody in Brazil 500 dollars.
500 dollars, 2,000 dollars and we're in right?
This is business that supports
a five billion dollar business.
Lots of people would go what, are you crazy?
Why won't you be paying?
If I could pay 2,000 legally, I'd have done it
in about four seconds.
But because we can't do it the right way,
we're not gonna do it.
So that's a bit of kind of what I've learned, who we are.
Hopefully I've taken up enough time that you guys
aren't going oh, my God what are we gonna do
with all this free time?
But left you time for some questions.
So thanks a lot for having me.
I really appreciate it.
I'm open to absolutely anything, the questions.
(audience applauding)
- Any questions?
- Otherwise I can just start calling up baseball players.
(audience laughing)
- So you didn't do that in Brazil because it's illegal
in the U.S.?
Cause you said it was legal in Brazil.
- Yeah because I should say it's generally accepted.
Nobody would go to jail in Brazil.
Technically not legal but it's generally accepted practice.
So if we paid off a local official, cause all the local
officials are getting paid off, right?
That's how the plumbing inspector gets paid, quite frankly.
His job is below poverty level job but he lives in a really
nice house because being a plumbing inspector,
it's a good job because companies pay him off.
So I should have been clearer on that.
Technically it's not legal but it would be
very generally accepted.
- In all your other companies do you guys run
your manufacturing the exact same as you do
in the United States?
- That's a great question.
We do.
We believe it's really important to have a very centralized
and standardized approach to manufacturing.
We're a medical device company so there's certainly
requirements and regulations.
So we have a standard set of, we call it our business
essentials, standard tool kid, standard goals,
standard metrics and actually have books printed.
Some of the sites still use hard copies once in awhile.
I still have some hard copies on my desk
but they're all connected to our internet
and that's the best practices how we run the business
across the glove.
We view it as a common language.
Many organizations have multiple manufacturing sites.
Many of our competitors have literally 90
to 200 manufacturing sites.
We have 20.
14 main sites.
They each do one thing well.
So we run centers of excellence.
We don't do things in two different places
so we don't use like redundancy.
Not to toot our own horn, but we have the best gross
margins in the industry.
We have the best standard cost performance in the industry
and this is not just me saying it, right?
Go look at analyst reports.
Our gross margin is 73%.
Our competition's 69.
It's in big part because of that.
We have five sites that have won
the Shingo Prize for Excellence in Manufacturing
which is considered the Nobel Prize of manufacturing.
It's because we run things the exact same way.
So when we acquire companies it's a bit like
the Borg showing up, right?
You will be assimilated into our operation.
That's how we run the world.
- So how do you choose a location
where you're going to expand to next?
Do you just pick any place that's available
or do you look for specific things?
- That's a fantastic question.
So we just built a plant in Penang, Malaysia.
First of all, I'll get right back to your question.
We don't chase tax.
So the new tax code doesn't really matter to us
because we haven't moved stuff around for tax.
We pay decent amount of tax.
We don't chase low labor costs per se.
Again, we're a fairly high gross margin business.
We enjoy 70% gross margins.
So we're not making nickels.
We're not chasing low labor and we have a certain
quality requirement we have to manage.
So we're really looking for capabilities.
When I said we set plants up for centers of excellence,
the latest plant we built was in Penang, Malaysia.
We built that really for three reasons.
One, we were running out of high labor content capacity
and part of that is cost.
So we wanna be in a place where there's lower labor costs
but that also means there's higher labor availability.
So the U.S. is not high labor availability right?
I wanna build another manufacturing plant in the Twin Cities
I'm gonna really struggle to get people
that wanna build product for a living.
We have two big plants in Costa Rica.
Costa Rica's got 2.8 million people working there.
We've already got 6,000 working for us.
That's probably all we could get.
Malaysia's a real hot bed for technology
so good, strong labor pool.
Strong English-speaking capabilities.
Lots of manual dexterity capability.
So what we moved there is
that's what we built the plant for.
The textile industry left Malaysia about six years ago.
The semi-conductor industry is just starting to move out.
Those are industries that chase low labor.
We tend to follow them sometimes.
So they've got people that know how to work
in regulated industry who are used to high dexterity work,
know how to work under microscopes
and Asia is our biggest growing region, like 25%.
So we went out and said hey, where do we find labor
tool set and how do we get a bigger footprint in Asia?
That let us to Penang, Malaysia.
We started with literally every country in the world
and when I say literally I mean every country
in the world, right?
So you're going down.
Some go off pretty quick, right?
No, we're not going to Chad.
Take it off cause there's not enough infrastructure.
But you start getting down to there's probably 20, 30
viable countries and then when we go in
we go in pretty hard.
So we've got three plants in Ireland, two in Costa Rica,
two in Brazil.
We've got one in Malaysia now.
Malaysia might support a second one down the South
towards Singapore at some point
but I've got a group that that's all they do.
They look at global economic trends, who's going,
and go through this whole site selection process.
It's something we look at once at quarter.
We're out looking out 10 years.
I can't tell you where our next one's gonna be
but it probably rhymes with Peckoslakia.
(audience laughing)
Eastern Europe is probably the next place we need to be.
- How do you deal with quality when you're operating
in so many different countries?
- Well that's a great question.
Quality for us is absolute
we make life-saving devices.
They have to work and they have to work every time.
Part of that is really what I said before.
We run the exact same manufacturing process,
the exact same systems, the exact same requirements,
the exact same metrics, everywhere.
The same quality policy, the same core foundations,
the same strategies and vision.
So when we stood up the Malaysian plant, for example,
the first probably four weeks of training
wasn't on any product.
We were building a plant parallel,
training people on our quality system,
training people on the why, on the what
because when you live in a world like we do
of the medical space, people have to understand the why
behind the procedures cause we got a billion of 'em.
I mean there's a procedure for everything.
It's so funny when we'll hire people from the outside.
There's a procedure around and a policy around being able
to walk down the hallway with coffee
and they're like what is this?
This is ridiculous.
I'm like okay well let me understand, right?
In this room's biological tissue, right?
Pig pericardium that we turn into valves
that goes into people and if anything from any food-based
product gets in there, here's what happens.
People go oh.
I get it now, right?
That's why you can't be just wandering around the hallway
with food but you gotta go through the why.
So we lose a lot of people through that screening process.
In fact, when we hire people, whether it's direct labor,
indirect labor, we hire everybody on a 30 day contract
to begin with and that 30 day contract is literally,
it's kind of a two-way street.
Here's the way our world works.
Here's the quality, policy, et cetera.
Can you, do you wanna live in this?
Because this is what it looks like.
It's non-negotiable.
- Thank you.
- Sure.
- If you were to trace back your services for ethics
and values, how far back does it go and what does
it point to?
- Wow that's a great question.
So again, not to be cliche-ish but my grandfather,
not that my dad wasn't a great guy.
He was.
But my grandfather was just an incredible influence
in my life and A, he was young.
They had my dad when they were young.
My grandpa was like 40 when I started to get to know him.
They came to every sporting event.
He was a rural mail carrier so luckily he worked
from four a.m. to noon.
So he could come to every sporting event.
I'd see him all the time, he and my grandma.
But he was very clear and open with kind of expectations.
He was one of these guys, you didn't guess
what he was thinking and since I can remember
he would talk about things like right?
There's right and there's wrong and there is no gray
and he goes people will tell you gray and that's just people
that wanna do wrong stuff and that was kinda his opinion.
Now you can debate that but that would be his perspective.
He would talk about this thing that you can't
be conditionally principled.
That is a Hilding Swanson-ism.
He said when people walk up to you at a restaurant
and say hi, I'm Dave if you need anything.
These kind of conditional identity.
He said you can't be conditional.
You can't say I've got ethics if they work in my behavior
or work in my favor.
He used to always, one of his saying or one of his comments
was don't get confused.
He said you can only have three or four things
that are absolutely critical in your life.
Don't ever get confused about what they are.
They can maybe change over time.
Some of them shouldn't, right?
Your faith in your savior, right?
Your love of your family.
Those things shouldn't change but don't ever get
confused by those.
He didn't just tell me this when I was a kid, right?
As I got promoted and kept moving up through organizations
he'd tell me, are you getting confused?
You're doing well.
You're not getting confused, are ya?
No, I'm not getting confused.
So I would say that he kinda was my true north.
I was lucky enough to have him in my life for literally
50 years nearly and so
until the day he died at 96 years old
that was his talk and he's a person that lived that.
When I went to college, he was here's your priorities.
He read 20 pages out of the bible every week
and sent 'em to me with a 20 dollar bill.
He said I'm sure you need money for the bar or whatever.
So write back and tell me what these are about
and I'll send you 20 more pages and another 20 bucks.
(audience laughing)
He lived in a practical world but he was practical
but here's how you understand a priority, right?
Maybe this isn't a priority for yours
but at least we'll keep dripping water on the rock
and hopefully it'll get through.
So I try to do that with my kids once and awhile
I'm like hey, can I talk to you about something?
Sam could attest to that, right?
I'm pretty direct.
My daughter drives her absolutely crazy.
Oh my God, dad, I don't care about this.
I get it.
Cause I'll share with her boyfriend, right?
Hey Brooks, let me tell you something.
(audience laughing)
- You talk about the response to Maria
and says a for-profit company but with the values
that you laid out there how that also plays out
in your communities that you're involved?
- So we've got a Boston Scientific foundation that provides
money in all the communities we play in.
So I just sent it.
I just literally as I got here literally
I sent an email to my staff.
We're one of the core sponsors of the Boston area
food bank this year and so as a lead sponsor
they wanna raise two million dollars for here in March.
We've said we're gonna raise a million of that for you
and we've gone out to our vendors and said guys,
we expect you to play, right?
You wanna be one of our partners?
Here's how we're gonna do this.
So we've got a big philanthropic part of the business
through the foundation.
Maria was a great example.
So before the hurricane hit, right?
The beauty about hurricanes, and you gotta really be
an operations guy, the beauty of it is you know
hurricanes are coming.
You don't neccessarily know how bad they're gonna be
but you know they're coming.
It's not like a tornado.
So we knew they were coming.
We had 500 generators preloaded at the Tampa Bay airport
because we knew generators, right?
Power is a problem when hurricanes hit.
We had 50 cases of water, 50 pallets of water preloaded
at the Tampa Bay airport.
We have two corporate jets.
We locked them down for two weeks.
Corporate jets are this all corporations are bad.
The jets are used for CEOs.
That's all propaganda.
We put our jets on just whipping
around Tampa to Puerto Rico, Tampa to Puerto Rico,
three trips a day.
Our first jet landed seven hours after the hurricane
without landing lights on the ground because our pilots
are people that have our values and luckily one of 'em
used to fly in Afghanistan and said I know how to land
planes without lights.
So we landed a 26 million dollar jet
against their recommendations.
They said we can't verify and validate that there's
nothing on the runway and your jet won't get destroyed.
We're like got it.
Understood but we got generators and water
to get to our people so we shipped 'em in.
We created a two million dollar relief fundamentally
solely for the benefit of our employees.
Ernst and Young told us they weren't sure that we could do
that without creating sizeable tax consequences
for our employees.
They weren't sure if that met all of our debt covenants
and our response was well great.
Let us know if it doesn't.
We'll have to figure out how to fix that part
but we're gonna start sending money and we sent
two pallets of cash to Puerto Rico to distribute
to our people because when a hurricane hits,
that society it goes to a cash society meeting
and we got our employees in and said every employee
who works here come on in.
We'll give you water.
We'll give you a generator and we'll give you cash
and then we'll start to worry about when we start
to get back in business.
I can tell you as a person that's responsible
for manufacturing, it was literally we were up and running
for four days before anybody in our leadership structure
asked me about what's our plant recovery game?
They're asking about when do we have people?
Do we know where they are?
They were asking questions about humanitarian things
and I said by the way, we're up and running.
I don't know if you guys are aware of that.
They're going what are you talking about?
I thought Puerto Rico was destroyed.
Said Puerto Rico is destroyed and we've got employees.
So we had day care.
We don't have day care down there.
We do now or we have during post-hurricane.
It'll go away again at some point cause Puerto Ricans
don't tend to use day care but for a few months
we needed one.
But that's how that stuff manifests but you have to think
through that stuff ahead of time.
Then again you have to trust people.
As every company we got signing authorities.
The plant Vice President in Puerto Rico who works
for one of my regional Vice Presidents.
He has signing authority for 150,000, 250,000 dollars,
something like that.
We immediately moved that number to five million dollars.
Immediately, boom.
Paul Martin, you can sign for five million dollars.
We trust you.
Now that can have real ramifications, right?
If you got people that you don't trust
and will make bad decisions but I've seen some of our,
not neccessarily our competitors, but other people
operating in Puerto Rico just be absolutely hamstrung.
Their employees still aren't back and they don't have
electricity and plants aren't up and running
cause they're caught in the bureaucracy.
They're calling us about hey, how did you guys
get power back so fast?
Because the Puerto Rican government's struggling
to get power up.
We're like we know.
So we went in and erected the power poles ourselves.
We brought in ex-Army Corps of Engineer firms,
hired them to do it, and by the way when you do that,
why not power the entire city?
So we powered three cities around the Dorado area
where 75% of our employees live.
Half of the Puerto Rican island still doesn't have power.
About 40% doesn't have power.
We went and they said the government's telling us
it's gonna be three months before we get to that
part of Puerto Rico.
You guys have to run generators?
We're like no, no, no.
We're not here asking for you to turn on power.
We're here telling you we want to turn the power back on
for this part of Puerto Rico and it'll be on our dime.
What do we need to do?
What do you need from us to let us do that?
But you've gotta be willing to be different.
So when we were sitting in front of analyst calls
right away the response was what do you think
the impact's gonna be?
Said I don't know.
Not sure yet.
Don't think it'll be much operationally
but the humanitarian costs could be substantial.
10 to 20 million dollars.
Don't know.
Other companies are going it's gonna be a half
a billion dollar impact.
We're like nope.
We'll be back running.
We're gonna spend our money on building people's homes.
We don't really know what that's gonna cost.
That comes from our top.
Our CEO, when he talks about caring, he means it.
It's not just a word on a slide for him.
- Thank you, Brad.
- Thank you.
(audience applauding)
-------------------------------------------
Best HIIT Treadmill Workout For Weight Loss | 180BPM SPRINTS #06 - Duration: 14:06.
10 MINUTES TREADMILL H.I.I.T.
30 SECONDS AT 180 STEPS PER MINUTE
30 SECONDS WALKING
10 ROUNDS
START WALKING
1ST ROUND
SET TREADMILL SPEED AROUND 8.8 MPH
SET TREADMILL SPEED AROUND 14 KPH
1ST ROUND : RUN AT 8.8 MPH
1ST ROUND : RUN AT 14 KPH
1ST ROUND : RUN AT 180 BPM
1ST ROUND
SET TREADMILL SPEED FOR WALKING
1ST ROUND : WALK FOR 30 SECONDS
2ND ROUND
SET TREADMILL SPEED AROUND 8.8 MPH
SET TREADMILL SPEED AROUND 14 KPH
2ND ROUND : RUN AT 8.8 MPH
2ND ROUND : RUN AT 14 KPH
2ND ROUND : RUN AT 180 BPM
2ND ROUND
SET TREADMILL SPEED FOR WALKING
2ND ROUND : WALK FOR 30 SECONDS
3RD ROUND
SET TREADMILL SPEED AROUND 8.8 MPH
SET TREADMILL SPEED AROUND 14 KPH
3RD ROUND : RUN AT 8.8 MPH
3RD ROUND : RUN AT 14 KPH
3RD ROUND : RUN AT 180 BPM
3RD ROUND
SET TREADMILL SPEED FOR WALKING
3RD ROUND : WALK FOR 30 SECONDS
4TH ROUND
SET TREADMILL SPEED AROUND 8.8 MPH
SET TREADMILL SPEED AROUND 14 KPH
4TH ROUND : RUN AT 8.8 MPH
4TH ROUND : RUN AT 14 KPH
4TH ROUND : RUN AT 180 BPM
4TH ROUND
SET TREADMILL SPEED FOR WALKING
4TH ROUND : WALK FOR 30 SECONDS
5TH ROUND
SET TREADMILL SPEED AROUND 8.8 MPH
SET TREADMILL SPEED AROUND 14 KPH
5TH ROUND : RUN AT 8.8 MPH
5TH ROUND : RUN AT 14 KPH
5TH ROUND : RUN AT 180 BPM
5TH ROUND
SET TREADMILL SPEED FOR WALKING
5TH ROUND : WALK FOR 30 SECONDS
6TH ROUND
SET TREADMILL SPEED AROUND 8.8 MPH
SET TREADMILL SPEED AROUND 14 KPH
6TH ROUND : RUN AT 8.8 MPH
6TH ROUND : RUN AT 14 KPH
6TH ROUND : RUN AT 180 BPM
6TH ROUND
SET TREADMILL SPEED FOR WALKING
6TH ROUND : WALK FOR 30 SECONDS
7TH ROUND
SET TREADMILL SPEED AROUND 8.8 MPH
SET TREADMILL SPEED AROUND 14 KPH
7TH ROUND : RUN AT 8.8 MPH
7TH ROUND : RUN AT 14 KPH
7TH ROUND : RUN AT 180 BPM
7TH ROUND
SET TREADMILL SPEED FOR WALKING
7TH ROUND : WALK FOR 30 SECONDS
8TH ROUND
SET TREADMILL SPEED AROUND 8.8 MPH
SET TREADMILL SPEED AROUND 14 KPH
8TH ROUND : RUN AT 8.8 MPH
8TH ROUND : RUN AT 14 KPH
8TH ROUND : RUN AT 180 BPM
8TH ROUND
SET TREADMILL SPEED FOR WALKING
8TH ROUND : WALK FOR 30 SECONDS
9TH ROUND
SET TREADMILL SPEED AROUND 8.8 MPH
SET TREADMILL SPEED AROUND 14 KPH
9TH ROUND : RUN AT 8.8 MPH
9TH ROUND : RUN AT 14 KPH
9TH ROUND : RUN AT 180 BPM
9TH ROUND
SET TREADMILL SPEED FOR WALKING
9TH ROUND : WALK FOR 30 SECONDS
10TH ROUND
SET TREADMILL SPEED AROUND 8.8 MPH
SET TREADMILL SPEED AROUND 14 KPH
10TH ROUND : RUN AT 8.8 MPH
10TH ROUND : RUN AT 14 KPH
10TH ROUND : RUN AT 180 BPM
10TH ROUND
SET TREADMILL SPEED FOR WALKING
10TH ROUND : WALK FOR 30 SECONDS
WELL DONE!
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-------------------------------------------
Gratitude for Maryland State Parks - Maryland Department of Natural Resources - Duration: 3:45.
I can't think of a better way to spend a day than being in the park.
It's just a really peaceful place.
It's close to home. It's quiet.
It's a special place to unwind and unplug.
It's a home away from home really.
We really love to bring our kids out to enjoy nature. We love it. We want the kids to as well.
There's so much to explore. So much to find. So many hidden away secret gems that you might not have even known were there.
We come here every summer and we really, really like it.
It's a great asset for the community. I have a lot of great memories here.
The environment here is perfect for any sort of outdoor activity.
It's just such an incredible resource.
We always have so much fun here.
We try to come out whenever we can.
I feel like this is a really unique place in the world and I just have to enjoy it while I'm here.
You can learn from being out in nature. We think it's a good experience for the kids.
It's something different as opposed to what you can normally do.
There's a lot of different layers that you can dig into.
There's a lot of history to explore.
The cabins are like awesome. You have a kitchen, you have a little bit of a living room,
a fireplace...it's awesome. I love it.
There's all sorts of different waterways to explore around here.
Come out on the river, you're missing out.
Parks are very important. It's like being in nature again.
It makes a difference in the way we live. It makes a difference in our health.
Camping is very important to me. It's something I enjoy a lot. I think it's important that
we have these places for us to come and do that.
We just absolutely love it.
I am truly grateful for the service of the parks. The staff have been absolutely wonderful.
I'd just like to say thank you.
Thank you.
Thank you.
Thank you.
Thank you.
-------------------------------------------
Benefits of Red Tea for Cholesterol | Natural Health - Duration: 2:26.
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Heartburn treatment at home | Top 3 home remedies for heartburn | Heartburn relief - Duration: 2:09.
burn treatment at home
here are the top three home remedies for her
baking soda baking soda also known as sodium bicarbonate provides quick and
easy relief from heartburn being a natural antacid it neutralizes
stomach acid and works within minutes giving you relief from heartburn pain
apple cider vinegar if you suffer from heartburn try apple cider vinegar it
triggers the sphincter below the esophagus to close thus preventing acid
from rising it also helps lower the pH of the
stomach contents making it more acidic to improve a digestion
ginger fresh ginger provides relief from heartburn in two ways it's absorbs acid
in the stomach and helps calm the nerves that contribute to heartburn
it reduces the likelihood of stomach acid flowing up into the esophagus it
also reduces inflammation thus providing quick relief from heartburn symptoms
you can use ginger as a spice and cooking eat raw ginger pieces or drink
ginger tea this natural herb can be consumed regularly to prevent heartburn
from recurring
-------------------------------------------
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Quizzes Grant special access to users for a quiz Instructor 2018 03 - Duration: 2:09.
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Disney Coco Movie "No Music" Coloring Pages Video for Kids - Duration: 5:25.
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