WEBVTT 1 00:00:00.982 --> 00:00:03.565 (upbeat music) 2 00:00:13.260 --> 00:00:14.600 Before the COVID pandemic, 3 00:00:14.600 --> 00:00:17.698 we would make about 8 million tests a year, mostly for flu. 4 00:00:17.698 --> 00:00:19.870 In a really, really bad flu season 5 00:00:19.870 --> 00:00:22.340 we'd make 10 million tests a year. 6 00:00:22.340 --> 00:00:25.359 And we're now making 10 million tests a month, 7 00:00:25.359 --> 00:00:28.600 six months after launch. 8 00:00:28.600 --> 00:00:31.410 And so, and the assay was developed 9 00:00:31.410 --> 00:00:34.220 in basically three or four months. 10 00:00:34.220 --> 00:00:36.677 So as we step back and we've kind of looked 11 00:00:36.677 --> 00:00:40.570 at what did we do differently to make that happen, 12 00:00:40.570 --> 00:00:42.410 it normally takes three years to get an assay 13 00:00:42.410 --> 00:00:43.300 out by the way, 14 00:00:43.300 --> 00:00:45.100 and these are not made by hand. 15 00:00:45.100 --> 00:00:47.660 These are made by fully automated lines, where to make- 16 00:00:47.660 --> 00:00:49.723 bring this thing to life, we are cutting steel, 17 00:00:49.723 --> 00:00:53.270 programming robots, bringing up visual inspection systems, 18 00:00:53.270 --> 00:00:55.980 getting antibodies made in animals, 19 00:00:55.980 --> 00:00:59.140 and all in that same timeframe to scale and launch. 20 00:00:59.140 --> 00:01:01.220 And so, for us, I think the first thing was 21 00:01:01.220 --> 00:01:03.785 we made the mandate extremely clear, right? 22 00:01:03.785 --> 00:01:07.220 We need to get a COVID 19 test out that has 23 00:01:07.220 --> 00:01:10.870 this specific performance criteria by this date. 24 00:01:10.870 --> 00:01:13.740 And it's not a BD life science initiative. 25 00:01:13.740 --> 00:01:16.380 This is a BD companywide initiative. 26 00:01:16.380 --> 00:01:18.370 And every ounce of resource that we have 27 00:01:18.370 --> 00:01:21.330 as a company is available to this team. 28 00:01:21.330 --> 00:01:24.540 That's different than large companies normally run, right? 29 00:01:24.540 --> 00:01:26.190 That was the first thing we did was 30 00:01:26.190 --> 00:01:27.760 make the mandate very clear 31 00:01:27.760 --> 00:01:29.757 and that was very enabling to the team. 32 00:01:29.757 --> 00:01:31.830 And the second thing we did was we went 33 00:01:31.830 --> 00:01:34.240 and we took--recognizing we were going to try to 34 00:01:34.240 --> 00:01:37.530 do something unprecedented--is we very early on, 35 00:01:37.530 --> 00:01:39.777 in the first few days, looked and said, 36 00:01:39.777 --> 00:01:42.340 "Where is the best talent in the company 37 00:01:42.340 --> 00:01:43.710 to make this thing happen?" 38 00:01:43.710 --> 00:01:46.770 And so we went and we hand picked, this is again 39 00:01:46.770 --> 00:01:48.680 a life science segment project, 40 00:01:48.680 --> 00:01:50.327 we went in our pharmaceutical business and said 41 00:01:50.327 --> 00:01:53.136 "Here's the best GM that's the best operator, 42 00:01:53.136 --> 00:01:55.210 make him the program manager." 43 00:01:55.210 --> 00:01:57.708 We took a president out of BD Interventional, 44 00:01:57.708 --> 00:02:01.057 our implantable device business and said 45 00:02:01.057 --> 00:02:02.500 "You don't know anything about this life science 46 00:02:02.500 --> 00:02:03.869 but you're a heck of a commercial expert. 47 00:02:03.869 --> 00:02:06.677 We need you to lead this workstream on this." 48 00:02:06.677 --> 00:02:09.760 And we took talent from literally all different businesses 49 00:02:09.760 --> 00:02:12.530 around the company and put them as the leads 50 00:02:12.530 --> 00:02:14.500 on the project, as a team. 51 00:02:14.500 --> 00:02:16.570 The third thing is we, right off the bat, 52 00:02:16.570 --> 00:02:19.700 we started partnering differently than we had before. 53 00:02:19.700 --> 00:02:21.940 The key thing to getting a test out is getting 54 00:02:21.940 --> 00:02:24.190 the antibody that gives you the right performance. 55 00:02:24.190 --> 00:02:27.090 And so we were working with DARPA, with the universities 56 00:02:27.090 --> 00:02:29.960 around the world, with different companies 57 00:02:29.960 --> 00:02:32.210 who had antibodies, just in the hunt 58 00:02:33.200 --> 00:02:35.097 and also who could scale production? 59 00:02:35.097 --> 00:02:36.850 Because the other thing was we had our own 60 00:02:36.850 --> 00:02:39.007 installed production but very immediately we said 61 00:02:39.007 --> 00:02:40.835 "We want to go well beyond our capacity." 62 00:02:40.835 --> 00:02:43.500 And so we started identifying external 63 00:02:43.500 --> 00:02:46.270 manufacturing partners, which have been key 64 00:02:46.270 --> 00:02:49.280 to our scale up today, but we did that very, very early on. 65 00:02:49.280 --> 00:02:52.770 And then I think the fourth thing, which was, in retrospect, 66 00:02:53.610 --> 00:02:58.050 perhaps the most important, was how we empowered the team 67 00:02:58.050 --> 00:03:01.700 and how we took risk and concern off of their plates. 68 00:03:01.700 --> 00:03:04.140 And what I mean by that was at the end 69 00:03:04.140 --> 00:03:07.970 of every day of the project, myself, several members 70 00:03:07.970 --> 00:03:11.480 of my executive team were on the call with the project team 71 00:03:11.480 --> 00:03:16.222 and we would make early-on capital decisions on the spot. 72 00:03:16.222 --> 00:03:17.850 We need to spend $5 million 73 00:03:17.850 --> 00:03:21.280 in capital approved right now, go forward. 74 00:03:21.280 --> 00:03:23.640 By the way, if something doesn't work, we are taking- 75 00:03:23.640 --> 00:03:27.070 I personally, Tom, taking accountability for that. 76 00:03:27.070 --> 00:03:28.530 You have nothing to worry about. 77 00:03:28.530 --> 00:03:32.240 So, a good example would be I remember early on, 78 00:03:32.240 --> 00:03:34.250 there was a very promising antibody, ended up being one of 79 00:03:34.250 --> 00:03:36.820 the antibodies that is in our current test. 80 00:03:36.820 --> 00:03:38.650 Natural thing would be procurement. 81 00:03:38.650 --> 00:03:43.650 OK. We're ordered the pilot size batch for $200,000. 82 00:03:44.600 --> 00:03:45.530 OK. 83 00:03:45.530 --> 00:03:47.810 How long will it take to get the commercial size batch, 84 00:03:47.810 --> 00:03:48.806 if that works? 85 00:03:48.806 --> 00:03:49.867 Another three weeks, 86 00:03:49.867 --> 00:03:52.370 go ahead and order the commercial size batch 87 00:03:52.370 --> 00:03:53.938 A million dollars? What if it doesn't work? 88 00:03:53.938 --> 00:03:56.400 Don't worry about it. Order the commercial size batch. 89 00:03:56.400 --> 00:03:59.470 It's worth it. We're on a race here to get this to market. 90 00:03:59.470 --> 00:04:01.620 And the feedback from the team 91 00:04:01.620 --> 00:04:04.520 and the debrief on what that enabled them to do, 92 00:04:04.520 --> 00:04:06.470 when they said, "We have reagents that we found 93 00:04:06.470 --> 00:04:08.887 in North Carolina at a company," and we said 94 00:04:08.887 --> 00:04:11.580 "We're setting the BD plane and a BD Associate's going to 95 00:04:11.580 --> 00:04:12.470 pick them up." 96 00:04:12.470 --> 00:04:13.850 And we saved two days in getting them 97 00:04:13.850 --> 00:04:16.290 to San Diego where the R&D was happening. 98 00:04:16.290 --> 00:04:18.130 What that inspired in the team to know 99 00:04:18.130 --> 00:04:21.100 that the entire power of the company was behind them, 100 00:04:21.100 --> 00:04:22.910 the leadership team was behind them, 101 00:04:22.910 --> 00:04:25.953 and that again, this was truly a BD-wide initiative, 102 00:04:27.750 --> 00:04:30.230 that was, to them at the end of the day, what made them- 103 00:04:30.230 --> 00:04:33.140 they were going 24/7 around the clock. 104 00:04:33.140 --> 00:04:36.610 But to know that they--people had their backs, 105 00:04:36.610 --> 00:04:39.310 they had every resource they could get, that ended up being 106 00:04:39.310 --> 00:04:42.890 a tremendous part of the success equation. 107 00:04:42.890 --> 00:04:45.810 And I think it's a lesson of, that's really how, 108 00:04:45.810 --> 00:04:47.400 when there's an opportunity to innovate, 109 00:04:47.400 --> 00:04:49.230 you can often talk about big companies being 110 00:04:49.230 --> 00:04:52.440 at a disadvantage of small companies in terms of speed. 111 00:04:52.440 --> 00:04:54.580 It's ultimately that empowerment 112 00:04:54.580 --> 00:04:55.950 and taking risk off the table 113 00:04:55.950 --> 00:04:58.450 and making it that companywide initiative, 114 00:04:58.450 --> 00:05:00.370 where big companies can have advantages. 115 00:05:00.370 --> 00:05:02.953 (upbeat music) 116 00:05:04.565 --> 00:05:07.580 I think the industry is at its best 117 00:05:07.580 --> 00:05:10.730 when it's purpose-driven with a singular focus. 118 00:05:10.730 --> 00:05:13.560 And we have to recognize that 119 00:05:13.560 --> 00:05:15.690 although we compete on many occasions 120 00:05:15.690 --> 00:05:18.760 there are times when the competition is bigger 121 00:05:18.760 --> 00:05:20.630 than any individual company. 122 00:05:20.630 --> 00:05:22.540 And so I think that's why we were able to 123 00:05:22.540 --> 00:05:24.110 come together with GSK so fast. 124 00:05:24.110 --> 00:05:26.780 That's why there was tremendous collaboration 125 00:05:26.780 --> 00:05:29.720 between all the vaccine manufacturers trying to share data, 126 00:05:29.720 --> 00:05:31.470 trying to share advice, trying to make sure, 127 00:05:31.470 --> 00:05:35.610 through Warp Speed and other bodies, that we were doing 128 00:05:35.610 --> 00:05:39.110 whatever we could to enable others to move quickly. 129 00:05:39.110 --> 00:05:42.690 So many times that it was a race against the virus 130 00:05:42.690 --> 00:05:44.260 not a race against each other. 131 00:05:44.260 --> 00:05:45.760 I think we have to be realistic 132 00:05:45.760 --> 00:05:47.620 on the collaboration front that there's still 133 00:05:47.620 --> 00:05:51.270 some competition and we still, you know, run companies 134 00:05:51.270 --> 00:05:55.030 but I hope there are unmet needs where we all decide 135 00:05:55.030 --> 00:05:57.590 to try and adopt, like I touched on earlier, 136 00:05:57.590 --> 00:06:00.960 some way forward that allows everybody to share, 137 00:06:00.960 --> 00:06:05.015 to feed off each other, and to do something incredible. 138 00:06:05.015 --> 00:06:08.010 And maybe, just maybe, some of the regulators 139 00:06:08.010 --> 00:06:09.737 will also learn, or the governments, and say, 140 00:06:09.737 --> 00:06:12.185 "Well if we all pitch in with the similar philosophy, 141 00:06:12.185 --> 00:06:15.090 can we do something about colorectal cancer, 142 00:06:15.090 --> 00:06:18.570 or can we do something for children dying 143 00:06:18.570 --> 00:06:20.480 of neglected diseases? 144 00:06:20.480 --> 00:06:22.210 What can we do together?" 145 00:06:22.210 --> 00:06:24.730 And I think that would be a tremendous outcome, 146 00:06:24.730 --> 00:06:26.140 if we take that. 147 00:06:26.140 --> 00:06:27.220 I know we would step in, 148 00:06:27.220 --> 00:06:29.290 I'm sure pretty much everybody else would. 149 00:06:29.290 --> 00:06:30.900 You said up front Barry you know we-- 150 00:06:30.900 --> 00:06:34.349 the industry's reputation, I think changed positively 151 00:06:34.349 --> 00:06:37.125 during the pandemic, but we're not there yet. 152 00:06:37.125 --> 00:06:39.167 You know, my own family's saying to me 153 00:06:39.167 --> 00:06:41.197 "When will there be a vaccine?" followed by 154 00:06:41.197 --> 00:06:42.957 "When will it be a safe vaccine?" followed by 155 00:06:42.957 --> 00:06:44.732 "Will it be a safe and effective vaccine?" 156 00:06:44.732 --> 00:06:46.130 Where will it be? 157 00:06:46.130 --> 00:06:47.290 What temperature will it be? 158 00:06:47.290 --> 00:06:49.780 Even my mother became somewhat of an expert 159 00:06:49.780 --> 00:06:52.580 in the temperature differences between vaccines. 160 00:06:52.580 --> 00:06:55.787 Everybody was interested and as the public got more informed 161 00:06:55.787 --> 00:06:59.900 we hope subsequently their attitude to population health, 162 00:06:59.900 --> 00:07:03.200 perhaps getting a flu shot annually will avoid tragedy 163 00:07:03.200 --> 00:07:05.330 because over half a million people 164 00:07:05.330 --> 00:07:07.240 die of influenza every year. 165 00:07:07.240 --> 00:07:09.480 So look, there's a lot in there. We'll see. 166 00:07:09.480 --> 00:07:12.930 But I think sentiment is strong to maintain that 167 00:07:12.930 --> 00:07:15.302 productivity and we hope to play our part. 168 00:07:15.302 --> 00:07:17.969 (upbeat music) 169 00:07:18.810 --> 00:07:21.090 As people are pushing the boundaries of ways 170 00:07:21.090 --> 00:07:23.922 that technology can bring new innovations to market, 171 00:07:23.922 --> 00:07:27.330 which helps push the industry forward overall, 172 00:07:27.330 --> 00:07:30.964 it's a very healthy dynamic, I think, that's going on there. 173 00:07:30.964 --> 00:07:34.310 And for us, I would just step back, one moment, 174 00:07:34.310 --> 00:07:35.410 I'll get back to innovation, 175 00:07:35.410 --> 00:07:37.556 but we think of Big Tech not only for-- 176 00:07:37.556 --> 00:07:41.390 on the innovation side but also to transform our businesses. 177 00:07:41.390 --> 00:07:45.560 There's some really great--overall, I think our industry 178 00:07:45.560 --> 00:07:47.217 is quite far behind when it comes to 179 00:07:47.217 --> 00:07:50.490 go-to-market strategies from a digital perspective 180 00:07:50.490 --> 00:07:52.420 that there's a lot of learnings to be had 181 00:07:52.420 --> 00:07:54.260 from tech there, even as we think-- 182 00:07:54.260 --> 00:07:55.545 we pride ourself in being a very-- 183 00:07:55.545 --> 00:07:58.420 two-thirds of our associates are in manufacturing. 184 00:07:58.420 --> 00:08:00.400 But even we do a lot of partnering with Big Tech 185 00:08:00.400 --> 00:08:04.010 in applying AI to how we manage our inventories now. 186 00:08:04.010 --> 00:08:06.230 We're applying FinTech to how we're doing 187 00:08:06.230 --> 00:08:07.360 our accounts payable. 188 00:08:07.360 --> 00:08:08.768 So there's a lot of lessons to be had and 189 00:08:08.768 --> 00:08:11.400 great partnerships on just the performance side 190 00:08:11.400 --> 00:08:12.233 of the company. 191 00:08:12.233 --> 00:08:15.520 But, more on the topic that we're talking about here, 192 00:08:15.520 --> 00:08:16.383 innovation... 193 00:08:19.760 --> 00:08:22.070 someone would be crazy not to look at how you would 194 00:08:22.070 --> 00:08:26.450 tap into the great capabilities in AI, 195 00:08:26.450 --> 00:08:28.640 particularly in big data. 196 00:08:28.640 --> 00:08:30.970 There's varying levels on robotics and automation. 197 00:08:30.970 --> 00:08:32.020 There's many other companies other 198 00:08:32.020 --> 00:08:34.120 than Big Tech who have those as well, but 199 00:08:35.910 --> 00:08:39.220 in the right spaces, I have seen in a number of companies 200 00:08:39.220 --> 00:08:42.080 maybe jump in a too early in an eagerness to 201 00:08:42.080 --> 00:08:44.500 have a partnership without necessarily thinking it through. 202 00:08:44.500 --> 00:08:46.048 So it's important to think through 203 00:08:46.048 --> 00:08:48.720 what is each organization really bringing 204 00:08:48.720 --> 00:08:50.940 that's a competitive advantage for them. 205 00:08:50.940 --> 00:08:53.935 One of our partnerships, we announced last year 206 00:08:53.935 --> 00:08:57.340 which was with Microsoft, and they advertised very proudly 207 00:08:57.340 --> 00:08:58.432 on their their homepage, 208 00:08:58.432 --> 00:09:01.860 where we partnered to take all the data. 209 00:09:01.860 --> 00:09:05.075 We're pretty unique in that we're connected to 70% 210 00:09:05.075 --> 00:09:08.300 of all U.S. hospital electronic medical records, right? 211 00:09:08.300 --> 00:09:12.100 The BD data and connectivity engine is in 70% of 212 00:09:12.100 --> 00:09:13.780 of US acute care hospitals. 213 00:09:13.780 --> 00:09:15.810 There's not many companies with greater penetration of that. 214 00:09:15.810 --> 00:09:17.783 So we've got amazing data. 215 00:09:18.800 --> 00:09:22.160 We ended up partnering with Microsoft to utilize some 216 00:09:22.160 --> 00:09:25.670 of their most cutting-edge AI technology to start looking 217 00:09:25.670 --> 00:09:28.040 at all the data coming from our systems. 218 00:09:28.040 --> 00:09:31.470 If you asked anybody in our industry over the last 10, 219 00:09:31.470 --> 00:09:35.270 20 years, even today, "Are we an innovative industry?" 220 00:09:35.270 --> 00:09:38.590 The answer will be a resounding yes, every which way. 221 00:09:38.590 --> 00:09:40.520 But if you actually probe further, 222 00:09:40.520 --> 00:09:43.290 often that's work in the lab, at the bench, 223 00:09:43.290 --> 00:09:46.090 by a small number of large companies. 224 00:09:46.090 --> 00:09:49.560 And you know, I think the industry's been through a wave 225 00:09:49.560 --> 00:09:52.744 of big signature collaborations or 226 00:09:52.744 --> 00:09:57.175 you know, partnerships that have made everybody feel 227 00:09:57.175 --> 00:10:00.600 like comforted that we're collaborating. 228 00:10:00.600 --> 00:10:02.700 But if you asked anybody in the company, "How has it- 229 00:10:02.700 --> 00:10:04.020 how have things changed?" 230 00:10:04.020 --> 00:10:05.740 They would say, "Well, they haven't really, we're waiting 231 00:10:05.740 --> 00:10:07.050 for the outcome of that project 232 00:10:07.050 --> 00:10:08.760 with that big data provider." 233 00:10:08.760 --> 00:10:11.060 And I think we just have to be honest with ourselves. 234 00:10:11.060 --> 00:10:12.960 Nothing's right, but nothing's wrong. 235 00:10:12.960 --> 00:10:14.270 I think we are delighted-- 236 00:10:14.270 --> 00:10:15.570 I'm a little bit with Tom-- 237 00:10:16.500 --> 00:10:19.900 Big Tech coming in is only for good because 238 00:10:19.900 --> 00:10:22.440 if it means a patient gets a better outcome, 239 00:10:22.440 --> 00:10:27.440 wears an app, has their blood ox actively managed, 240 00:10:27.965 --> 00:10:31.290 it's all good because if they're doing things 241 00:10:31.290 --> 00:10:33.879 where there's gaps, then it's better for everybody. 242 00:10:33.879 --> 00:10:37.960 I think the challenge for pharma in general is 243 00:10:37.960 --> 00:10:40.930 the tech side has been applied on top of, or 244 00:10:40.930 --> 00:10:43.200 in very particular instances. 245 00:10:43.200 --> 00:10:47.420 And for Big Pharma, I don't know many great examples 246 00:10:47.420 --> 00:10:49.890 of companies that have completely reinvented themselves 247 00:10:49.890 --> 00:10:53.620 bottom-up, as data and digitally led. 248 00:10:53.620 --> 00:10:56.267 And I think we have to just be brutally honest and say 249 00:10:56.267 --> 00:10:57.950 "That's a hell of a journey." 250 00:10:57.950 --> 00:10:59.250 You know, I interviewed somebody today 251 00:10:59.250 --> 00:11:01.402 for a very specific technical function 252 00:11:01.402 --> 00:11:04.690 who showed up as strong on digital and data 253 00:11:04.690 --> 00:11:07.828 as he did on the function that was not related. 254 00:11:07.828 --> 00:11:12.828 And I think what it showed me was that I've set a new bar 255 00:11:13.100 --> 00:11:16.979 for people particularly in senior positions that 256 00:11:16.979 --> 00:11:19.950 they need to not only be able to do their job correctly, 257 00:11:19.950 --> 00:11:23.060 create inclusive environments, innovative environments, 258 00:11:23.060 --> 00:11:26.150 but they need to have the curiosity 259 00:11:26.150 --> 00:11:29.010 and the self-starting mindset to have equipped themselves 260 00:11:29.010 --> 00:11:31.420 to understand where they'll be disrupted, 261 00:11:31.420 --> 00:11:33.280 their role that they're taking on, 262 00:11:33.280 --> 00:11:35.410 and what they will do from a digital and data perspective 263 00:11:35.410 --> 00:11:37.390 to create a vision for their people. 264 00:11:37.390 --> 00:11:40.750 It's not going to to be just left in the CDO office. 265 00:11:40.750 --> 00:11:43.650 I think the expectation of new leaders, particularly now, is 266 00:11:43.650 --> 00:11:46.930 that everybody is digitally competent minimum, and that- 267 00:11:46.930 --> 00:11:50.665 but you can be sophisticated enough to express a future, 268 00:11:50.665 --> 00:11:54.490 one that is AI or automation, whatever driven. 269 00:11:54.490 --> 00:11:58.070 I think, secondly, we prove we can operate remotely. 270 00:11:58.070 --> 00:12:00.780 Can we innovate and collaborate remotely? 271 00:12:00.780 --> 00:12:03.870 We're going to find out, as the longer this goes on, 272 00:12:03.870 --> 00:12:05.660 but I also am very excited about what it means 273 00:12:05.660 --> 00:12:07.100 for the future of work. 274 00:12:07.100 --> 00:12:09.049 Doesn't keep me awake, but I need to create an environment 275 00:12:09.049 --> 00:12:11.710 where people can be at the best version of themselves 276 00:12:11.710 --> 00:12:14.251 and pulse that, dip in and out, and still retain 277 00:12:14.251 --> 00:12:17.340 the mental health from the collaboration, the connection, 278 00:12:17.340 --> 00:12:18.340 the spontaneity. 279 00:12:18.340 --> 00:12:21.730 (upbeat music) 280 00:12:21.730 --> 00:12:24.060 For us at BD, the first thing was 281 00:12:25.700 --> 00:12:28.680 being able to get those issues on the table 282 00:12:28.680 --> 00:12:30.160 and have open, frank discussions. 283 00:12:30.160 --> 00:12:32.560 And I think that's true of probably every company 284 00:12:32.560 --> 00:12:33.510 in our industry, right? 285 00:12:33.510 --> 00:12:34.640 Is these are issues that weren't 286 00:12:34.640 --> 00:12:38.390 being talked about openly. They were uncomfortable issues, 287 00:12:38.390 --> 00:12:41.957 and it takes leadership engagement to say, 288 00:12:41.957 --> 00:12:44.720 "It's okay to talk about these issues in the workplace." 289 00:12:44.720 --> 00:12:46.770 We don't have the answers to these issues 290 00:12:48.297 --> 00:12:49.870 but we're going to talk about them 291 00:12:49.870 --> 00:12:52.850 and we're going to take a position on them when it matters, 292 00:12:52.850 --> 00:12:54.190 because it matters. 293 00:12:54.190 --> 00:12:55.760 First of all, I think we're fooling ourselves, 294 00:12:55.760 --> 00:12:57.636 if we think it's acceptable to run companies 295 00:12:57.636 --> 00:13:00.360 that aren't representative of society. 296 00:13:00.360 --> 00:13:02.570 Now, it takes a bit of effort and energy 297 00:13:02.570 --> 00:13:06.740 but it's overdue and we can't fool ourselves any longer, 298 00:13:06.740 --> 00:13:08.717 so let's just put that out there.