Phil McKenzie on How Family Relationships Change With Age

In Chapter 2 of 18 in his 2013 Capture Your Flag interview, entrepreneur Phil McKenzie answers "How Are Your Family Relationships Changing As You Get Older?"  McKenzie finds the biggest change is that he is thinking far more about family legacy and the long-term thinking that comes with it.  Seeing parents age and friends go through new challenges motivates Phil to make the greatest positive impact he can in his lifetime. 

Philip L. McKenzie is the Founder and Global Curator of Influencer Conference, a global content platform that brings together tastemakers in the arts, entrepreneurship, philanthropy and technology to discuss the current and future state of influencer culture. Prior to that, he was Managing Partner of influencer marketing agency FREE DMC and an equities trader at Goldman, Sachs & Co.  He earned an MBA from Duke University and a BBA from Howard University.

Phil McKenzie on Iterating a Lean Startup Business Model

In Chapter 9 of 18 in his 2013 Capture Your Flag interview, entrepreneur Phil McKenzie answers "How is Your Business Model Evolving as You Gain Experience?"  In three years operating his global event series, McKenzie evolves his business from a vocational-based platform to a values-based platform.  By honing business goals around core values - transparency, innovation, creativity, mindfulness - McKenzie and his team are better able to align operations and strategy to community and partner needs. 

Philip L. McKenzie is the Founder and Global Curator of Influencer Conference, a global content platform that brings together tastemakers in the arts, entrepreneurship, philanthropy and technology to discuss the current and future state of influencer culture. Prior to that, he was Managing Partner of influencer marketing agency FREE DMC and an equities trader at Goldman, Sachs & Co.  He earned an MBA from Duke University and a BBA from Howard University.

Cathy Erway on Using Reflection to Hone Writing Focus

In Chapter 6 of 17 in her 2013 Capture Your Flag interview, writer and healthy food advocate Cathy Erway answers "What Role Has Reflection Played in Shaping Your Personal Growth?"  Writing a memoir and charting two years of her life helps Erway focus on healthy, just, local and seasonal eating advocacy projects.  Writing, from blog or recipe posts to magazine articles, provides Erway a timeline of experiences she can reflect upon and learn from over time. 

Cathy Erway is a Brooklyn-based author, part-time cook, freelance writer, radio host and teacher focused on healthy food advocacy.  Her first book, "The Art of Eating In" developed from her blog "Not Eating Out in New York".  She earned a BA in creative writing from Emerson College.

Cathy Erway on How Personal Priorities Change With Age

In Chapter 11 of 17 in her 2013 Capture Your Flag interview, writer and healthy food advocate Cathy Erway answers "How Are Your Personal Priorities Changing As You Get Older?"  Now in her early 30s, Erway finds herself thinking more about a long-term relationship and starting a family.  Moreover, she shifts her professional focus from independently-focused work to community-minded work.  This includes creating a greenmarket fresh food delivery service to give local people access to fresh food and teaching low-cost group cooking classes.  

Cathy Erway is a Brooklyn-based author, part-time cook, freelance writer, radio host and teacher focused on healthy food advocacy.  Her first book, "The Art of Eating In" developed from her blog "Not Eating Out in New York".  She earned a BA in creative writing from Emerson College.

Andrew Epstein on Finding Meaningful Work in Charter School Education

In Chapter 3 of 23 in his 2013 Capture Your Flag interview, charter school CFO Andrew Epstein answers "What Makes Your Work Meaningful?"  Epstein shares how he works to support 180 teachers providing 1700 students a college preparatory education in underresourced Brooklyn neighborhoods.  By helping structure academic programs from early grades through high school, he finds a deep connection between his work and the outcomes it creates. 

Andrew Epstein is CFO of the Ascend Learning Charter School Network.  Previously, Epstein was a finance executive at Democracy Prep Public Schools and an operations executive at Universal Music Group's Island Def Jam Records.  He is a former Teach for America corps member and middle-school science teacher.  He holds a BA from the University of Michigan and an MBA from Columbia Business School.

Andrew Epstein on Creating Education Equality in American Schools

In Chapter 4 of 23 in his 2013 Capture Your Flag interview, charter school CFO Andrew Epstein answers "Why Do You Believe That Education Equality is the Civil Rights Movement of Our Generation?"  Epstein believes all American children need to be educated and failing schools and poor teaching are creating generations of children that are not learning to read and write.  As more low-skilled jobs move abroad, Epstein sees college preparatory education as more important as ever.  He believes charter schools address this problem by introducing choice into a previously closed market. 

Andrew Epstein is CFO of the Ascend Learning Charter School Network.  Previously, Epstein was a finance executive at Democracy Prep Public Schools and an operations executive at Universal Music Group's Island Def Jam Records.  He is a former Teach for America corps member and middle-school science teacher.  He holds a BA from the University of Michigan and an MBA from Columbia Business School.

Andrew Epstein on Planning Charter School Market Entry Strategy

In Chapter 15 of 23 in his 2013 Capture Your Flag interview, charter school CFO Andrew Epstein answers "What Goals are You Setting as You Look to What Comes Next in Your Education Career?"  In his higher education executive job at Ascend Learning, Epstein looks out to opening out multiple new charter schools annually and putting the right business model and financing in place to achieve sustainable school growth. 

Andrew Epstein is CFO of the Ascend Learning Charter School Network.  Previously, Epstein was a finance executive at Democracy Prep Public Schools and an operations executive at Universal Music Group's Island Def Jam Records.  He is a former Teach for America corps member and middle-school science teacher.  He holds a BA from the University of Michigan and an MBA from Columbia Business School.

Kyung B. Yoon on How to Inspire and Motivate Non-Profit Teams

In Chapter 9 of 17 in her 2013 Capture Your Flag interview, non-profit executive Kyung B. Yoon answers "How Are You Learning to Better Manage and Motivate Teams?"  Yoon notes that creating social impact normally takes priority with both non-profit employees and volunteers.  She learns to motivate staff not with financial compensation but rather with achieving a social mission by working toward common goals. 

Kyung B. Yoon is the executive director of the Korean American Community Foundation (KACF) in New York City.  An award-winning journalist and documentary film producer, Yoon earned an MA in International Relations from Johns Hopkins University and a BA in History and Political Science at Wellesley College.

Jullien Gordon on Ways to Decrease Turnover and Retain Employees

In Chapter 21 of 21 in his 2012 Capture Your Flag interview, business coach Jullien Gordon answers "What Approaches Are You Taking to Help Organizations Better Retain Senior Management Talent?".  In his human capital strategy work, Gordon uses an interviewing process identify and close the gap between employee life goals and employer work expectations.  Jullien Gordon is a high performance coach and consultant to organizations, individuals and teams who want to increase employee performance, motivation, engagement and retention.  He earned a BA from UCLA, an MBA from the Stanford Graduate School of Business, and a Masters of Education from Stanford University.

Transcript:

Erik Michielsen: What approaches are you taking to help corporations better retain senior management talent?

Jullien Gordon: So I’m actually going to these organizations and leading trainings where I ask key employees these core questions and this can be in a group space, or it can be in a one-on-one space. And then I take that data anonymously, and I look for patterns in terms of what the employees are really seeking for their lives in general and their expectations of their employer, and the reasons why they work, and I take that back to the employer to help them close the gap between what their employees want and expect and their current human capital strategy. And using those insights, we’re able to close that gap and increase retention and lower the turnover rates.

So that’s really what it is, it’s a simple practice but, again, it takes someone who can listen from a non-judgmental space, someone who can listen without any intent for the employee. So I go in to an employer and I speak with an employee, and I’m asking not because I’m even trying to retain you, I’m just asking out of pure curiosity about what your vision is for your life. And to the extent that I can help your employer help you achieve your vision for your life, the more likely it is that you will stay at this particular organization and be engaged.

Erik Michielsen: What have you found surprising about those interviews?

Jullien Gordon: First and foremost, there’s no standard answer, right? So when—especially when I ask the question around the definition of success, an employer might say more money is what’s gonna keep somebody, and they’ve tried that and they might get a little pop in performance for a month or two, and then the performance goes right back down to what it was and so when you really ask people what their definition of success is in the three ways that they measure it, you see all of these unique ways and I’ve done this in audiences of 4-500. And there are very few people who have identical answers. So that’s first and foremost, everybody has unique answers.

And then some of the answers that they have won’t cost the employer a dime to actually implement and support. For instance, if part of my definition of success is building strong relationships and the quality of my relationships, there are through affinity groups and things of that nature, an employer can actually offer that intentionally to their employees, not as a passive thing, but intentionally saying we have these spaces for people who are couples, people who are married with kids, people who are in this life stage and dealing with this, people who have cancer at our organization, whatever. People can find quality relationships in the context of their employer, so and companies aren’t just gonna be about technical things in getting things done and shipping. They are actually gonna be I think in the future more social environments, also like colleges where I am getting a lot of my life needs met through this space. Of course, from 8 to 5, I am working hard to move this organization and the clients from point A to point B, but there are wraparound services that don’t cost employers that much to—that will actually help the employees achieve their definition of success in not only their career but also in their life.

Lulu Chen on What to Do When Life Does Not Work Out as Planned

In Chapter 16 of 16 in her 2012 Capture Your Flag interview, art director Lulu Chen answers "How Have You Learned to Adapt When Things Have Not Worked Out as Planned?"  Chen notes why expectations are important, specifically how you set and re-set expectations as you live your life.  While planning is important, she notes it is not about keeping pace with family and friends' milestones and achievements.  Rather, it is about adapting to how your life goes. 

Lulu Chen is a photo art director working in retail e-commerce in New York City.  Previously, Chen worked as a freelance stylist for leading fashion catalogs and magazines.  She earned a BFA in design and art history from the University of Michigan.

Transcript:

Erik Michielsen: How have you learned to adapt when things haven’t worked out as planned?

Lulu Chen: Well, I think a lot of it has to do with expectations, you know, you adapt to maybe giving yourself a little bit more time, you know. Or a little more lead way with certain things. I wasn’t necessarily a planner but, you know, at some point, there are certain checkpoints in your life, certain big birthdays, you know, or watching your friends or your peers achieve certain things, or—you know, or have—start families or things, that you start to think about, you know, “Oh, oh, was I supposed to be there at a certain time, or was I supposed to earn this much at a certain point, or,” you know, just like all of these expectations, and you might disappoint—you might be disappointed but then you make new goals, and you make new expectations, and you adapt, you know?

You adapt to how your life goes, not how your life should’ve been, or what you think it should’ve been. So you roll with it. No, seriously, you roll with it. I mean, like, you know, what are you gonna do? What are you gonna do? If like, shit hits the fan, you gotta just—you know, you just brush yourself off and you pick up and you keep going.

Adam Carter on Living a Happier and More Purpose-Driven Life

In Chapter 1 of 13 in his 2012 Capture Your Flag interview, micro-philanthropist Adam Carter answers "When Are You at Your Best?"  Carter finds his personal bests when he is mindful of living in the moment.  He finds people, places and purpose to be the principles that motivate him and drive him toward a happier life. 

Adam Carter is a micro-philanthropist currently living in Rio de Janeiro, Brazil.  He is the founder of the Cause and Affect Foundation which raises small amounts of financing to provide direct-to-source project funding for individuals and communities in need across the globe.  To date, Carter has traveled to over 80 countries.  He earned an MA in International Development from George Washington University and a BA in Cultural Anthropology from the University of Michigan.

Transcript: 

Erik Michielsen: When are you at your best?

Adam Carter: I would say I’m at my best when I’m mindful of who I am and what I want to do and who I want to be, so I’m very conscious about—for example, living in the moment. I mean, I see all kinds of self-help books, and I see a lot of people reading self-help books, and the say, “Oh, yeah, got to live for the moment. That’s right,” and then they put the book down and they start yelling at the guy in front of them in traffic, and they start stressing out, over, you know, the most minute details, so, I’m really—I feel like as long as I can really be mindful of that, and be mindful of some of the principles that drive me, that I will be happy and successful in whatever I’m doing. So much of what I do has to do with everything that I’m thankful for and realizing just how much I have—I’ve had in my life, and so as long as I keep that in mind, it helps me kind of focus on the other goals that follow from that which would be, in this case, all the philanthropy work that I’m doing to help those that aren’t quite as fortunate, so as long as I don’t lose sight of that, and I’m living in the moment and I’m mindful, then I find that the rest of my life is a lot more rewarding and a lot more at peace, and happy.

Erik Michielsen: What are the principles that drive you?

Adam Carter:  Years ago, I realized there was three things that I needed to keep myself happy and to keep a rewarding life and they were people, places and purpose. So, first of all; surrounding myself with good people, with people that I trust, people that I like, people that have something to offer, people that share some of my vision, or even just share in my pension for life. Second, would be places. I discovered years ago that in my travels there were certain places that I really felt comfortable and that I really felt that I mixed well with, places that I could maybe call home or that I would enjoy living in or staying in, whatever. And third would be purpose. And this is—even if you’re in a good place and with good people, if you don’t have a good purpose in your life, if you’re not doing something rewarding, it’s gonna feel empty. So I found that with those three, it’s hard to take one out and really maintain that wholeness of life.

Adam Carter on Deciding Not to Grow a Nonprofit

In Chapter 8 of 13 in his 2012 Capture Your Flag interview, micro-philanthropist Adam Carter answers "What Made You Decide Not to Expand the Scope of Your Micro-Philanthropy Efforts?"  As Carter gains experience, he finds it is not in his best interest to scale his non-profit in the funds it raises and the number of projects it completes.  Carter notes his struggle to do more good while staying true to his hands-on founding goals. 

Adam Carter is a micro-philanthropist currently living in Rio de Janeiro, Brazil.  He is the founder of the Cause and Affect Foundation, which raises small amounts of financing to provide direct-to-source project funding for individuals and communities in need across the globe.  To date, Carter has traveled to over 80 countries.  He earned an MA in International Development from George Washington University and a BA in Cultural Anthropology from the University of Michigan.

Transcript: 

Erik Michielsen: What made you decide not to expand the scope of your micro-philanthropy efforts?

Adam Carter: I think a lot of start-ups whether it’s a nonprofit or a business, they’re immediately thinking, okay, how big can I get? I think that’s kind of the instinct there. So when I started Cause & Affect, I was really excited to really create a model that could be ramped up in time. And so as I started the process, as I started to raise money, and then I started to distribute the funds to these projects around the world, I got to the point where I realized that there was a problem and that was that as I scaled up Cause & Affect, it would change the whole structure of what I had envisioned. You know, I created this so that I would be able to be out in the field personally overseeing all of these projects. I mean, Cause & Affect is based on the fact that I’m able to see exactly how every dollar is spent, and that I’m not just simply sending it over to organizations that look like they have a good website, or someone goes and visits and says, “Oh, it’s a good project. Okay, here’s a few thousand dollars.” That’s not how it works.

So what I realized is that for me to really scale this up, first of all it would require a lot more time. I mean, as it is I’m putting in a lot of my own time and money for traveling, and I’m content with that. That’s fine, but in order for me to do this really full time, you know, to that extent, I would have to get some income, and so then you just kind of work backwards. Well, what’s the minimum amount of income I would need to live my life and plan for a future, whatever? So, I mean, even if it was just, let’s say $50,000, from $50,000—If I’m gonna raise $50,000, that’s gonna go towards me, we have to be sure that’s only maybe 10% of what we’re raising. So then you’re looking at $500,000 that we’d have to bring in every year in order to justify a $50,000 salary for myself. And that’s obviously quite a challenge these days, and also once you—in order to bring in $500,000 a year, you might have to hire someone to help you with your marketing or your fundraising, and then you’ve got another salary to deal with, so that’s more money you need to bring in just to break even, and I felt like this was just setting up a lot of pressure for me personally, whereas what I’m really good at, I wasn’t born to be a CEO and to micro-manage four or five people working for me, and if I wanted to do that I probably would have set up a business or an NGO 15 years ago.

What I’m good at is the interpersonal relationships in the field and assessing each of these projects and finding the best way to help them, and finding out how to be the most effective with this small amount of money. Now, obviously, it would be wonderful to be able to distribute more money, and hopefully, down the road, we will find a way to do that, to ramp up these contributions in that there is still a way within this model to give a lot more money. I mean each of these projects that I’m assisting with, $1,000 or $2,000. I could easily add a zero to that if some other donors come on board that really share the vision, but I kind of realized that I needed to focus on the task at hand which was making sure that every dollar distributed goes directly to the people in need, instead of worrying about how big of a structure I could create and, instead of getting my ego in it of like, how big of an organization I could create.

Mark Graham on Finding Meaningful Work in Digital Media

In Chapter 8 of 17 in his 2012 Capture Your Flag interview, digital media executive Mark Graham answers "What Makes Your Work Meaningful?"  Graham notes he works in entertainment and how his goal is to make things fun for his audience.  The challenge is to help his team filter through a crowded pop culture landscape to deliver relevant, enjoyable information they cannot find elsewhere. 

Mark Graham is currently a managing editor at VH1, an MTV Networks company. Previously Graham worked in editing and writing roles at New York Magazine and Gawker Media.  He graduated from the University of Michigan with a B.A. in English.  

Transcript: 

Erik Michielsen: What makes your work meaningful?

Mark Graham: Great question. I take a lot of pride in the work that I do, in the work that my team puts out, you know, I’m covering light and fluffy topics, you know, I’m not a journalist who’s traveling to Afghanistan and doing hard journalism. We’re doing things that are fun and that are diversions to people during their workday who maybe are a little bit bored and need something fun to sort of give them a little jolt of energy at the job, so in terms of meaningfulness, what I look to do with the content that I create personally and that our team produces, is to make sure things are really fun for people. 

I like it when we create pieces of content that my friends talk about, that, you know, strangers on the internet comment on, that people you don’t know share and discover and pass on to new people, that’s always been a real thrill and sort of the reason why I’m in the area that I’m in right now. That’s always been a passion of mine, you know, helping people sort of filter through a really crowded pop culture landscape, and sort of help people who have limited time, sort of figure out where they should spend their time or not spend their time. Those are the things that—They’re light and fluffy—I don’t know if I would attach a word like meaningful to it, I’m just more in a place where I like things to be fun and it’s okay to be a little bit frivolous, but also delivering information that people want and that people can’t get in other places. 

Matt Ruby on Taking Comedy Skills Beyond Just Being Funny

In Chapter 5 of 19 in his 2012 Capture Your Flag interview, standup comedian Matt Ruby talks to Erik Michielsen about honing his comedy voice and improving his skills over time.  Ruby notes that he has more work to do being vulnerable on stage and giving himself greater stakes to make a difference to the audience on stage.  He notes that his work is becoming less about just trying to be funny all the time and instead taking charge of what he wants to talk about and then layer the humor in that work. 

Matt Ruby is a standup comedian and comedy writer based in New York City.  He produces a video comic strip at Vooza.com, co-produces the weekly show "Hot Soup", co-hosts the monthly show "We're All Friends Here", and writes a comedy blog "Sandpaper Suit".  Ruby graduated from Northwestern University. 

Matt Ruby on Finding Meaningful Work Expressing Yourself on Stage

In Chapter 13 of 19 in his 2012 Capture Your Flag interview, standup comedian Matt Ruby answers "What Makes Your Work Meaningful?"  Referencing what he shared in his 2011 Capture Your Flag interview, Ruby defines meaningful work starting with the truth telling and story telling elements.  He adds that, at a deeper level, being able express himself on stage gives him a pulpit to share.  He follows up that moment of expression by reflecting on what he has done and learning from the experience.  Ruby talks about the flow state he is able to enter working the room. 

Matt Ruby is a standup comedian and comedy writer based in New York City.  He co-produces the weekly show "Hot Soup", co-hosts the monthly show "We're All Friends Here", and manages a comedy blog "Sandpaper Suit".  Ruby graduated from Northwestern University.

Garren Katz on How Life Coaching Goals Change With Experience

In Chapter 11 of 15 in his 2012 Capture Your Flag interview, business and personal coach Garren Katz answers "How Are Your Coaching Aspirations Changing as Your Experience Grows?"  Katz finds reward building on his 1-to-1 coaching and looking for group coaching, from working with couples to working with business units.  He finds the collective energy a powerful complement to the intimacy he receives in a 1-to-1 relationship. 

Garren Katz is a business and personal coach based in State College, PA and advises his national client base on small business management, entrepreneurship, relationships, and personal finances.  He is also an active angel investor in several business ventures.  He earned his BA from Western Michigan University. 

Stacie Bloom on Finding a New Job in Neuroscience Education

In Chapter 1 of 18 in her 2012 Capture Your Flag interview, Neuroscience Institute Executive Director Stacie Grossman Bloom answers "Since We Last Spoke, What Has Been the Most Exciting Thing to Happen in Your Life?"  Bloom details how she was presented an opportunity - in between her Year 1 and Year 2 Capture Your Flag interviews - to leave the New York Academy of Sciences (NYAS) for an executive position at NYU and why she accepted it. 

Stacie Grossman Bloom is Executive Director for the Neuroscience Institute at the NYU Langone Medical Center.  Previously, she was VP and Scientific Director at the New York Academy of Sciences (NYAS) and, before that, held editorial roles at the Journal of Clinical Investigation and Nature Medicine.  She earned her BA in chemistry and psychology from the University of Delaware, her PhD in Neurobiology and Cell Biology at Georgetown University and did post-doctoral training in Paul Greengard's Nobel Laboratory of Molecular & Cellular Neuroscience at Rockefeller University. 

Transcript: 

Erik Michielsen:  Since we last spoke, what has been the most exciting thing to happen in your life?

Stacie Grossman Bloom:  I would say that I really got this amazing new job about one year ago. And I think it happened very shortly after I got the chance to interview for you the last time. This is not something that I was expecting to necessarily get or wasn’t really even looking for it at the time. I think I was ready in my last position to explore new possibilities but I hadn’t even really thought much about what those possibilities could be. And then this opportunity presented itself to me and it just really sounded like a great fit.

Erik Michielsen:  Could you tell me more about the opportunity?

Stacie Grossman Bloom:  Sure. So my new position is as executive director for the NYU Neuroscience Institute, which is a new entity that we’re currently in the process of building at NYU up at the medical center.

Erik Michielsen:  Now, is that part of the university or is it part of—How does that work within the context of the university and the medical center?

Stacie Grossman Bloom:  Yeah, NYU is interesting in terms of that relationship, so the main part of NYU—what people think of as NYU is all located around Washington Square. We call it Downtown. And the hospital and the medical center are in the 30’s and we call it Uptown. You know, obviously, they’re the same umbrella organization, although they have a slightly different governance structure and different tax identification numbers, making them a little bit fiscally independent, from what I understand.

Stacie Bloom on Finding Purpose Working in Neuroscience

In Chapter 7 of 18 in her 2012 Capture Your Flag interview, Neuroscience Institute Executive Director Stacie Grossman Bloom answers "What Makes Your Work Meaningful?"  Bloom hopes that the research work done at the NYU Neuroscience Institute will translate into some kinds of new therapies that improve patient outcomes.  She notes how an aging patient population is generating increases in neurological diseases - autism, Alzheimer's, Parkinson's - is creating economic and psychological challenges and how her work at the NYU Neuroscience Institute aims to foster research science and clinical science collaboration to create new therapies for the diseases. 

Stacie Grossman Bloom is Executive Director for the Neuroscience Institute at the NYU Langone Medical Center.  Previously, she was VP and Scientific Director at the New York Academy of Sciences (NYAS) and, before that, held editorial roles at the Journal of Clinical Investigation and Nature Medicine.  She earned her BA in chemistry and psychology from the University of Delaware, her PhD in Neurobiology and Cell Biology at Georgetown University and did post-doctoral training in Paul Greengard's Nobel Laboratory of Molecular & Cellular Neuroscience at Rockefeller University. 

Transcript: 

Erik Michielsen:  What makes your work meaningful?

Stacie Grossman Bloom:  What makes my work meaningful is the hope that what we’re doing will someday reach the patient. The expectation that the research that’s going on at the NYU Neuroscience Institute will have a translational component to it that will allow it to be developed into some kind of a new therapy and that will ultimately be able to improve patient health and patient outcomes especially as the patient population and the population in general is just aging. The affliction of neurological disease like Alzheimer’s disease and Parkinson’s disease, the increase in the prevalence of autism in our population, these things are having such a big societal impact on us economically, as well as psychologically. And the hope that the work that we’re doing and what we’re building will have an impact on  alleviating some of that.

Erik Michielsen:  What are some of the signals or some of the steps you look for in working toward that, that goal? 

Stacie Grossman Bloom:  I mean the purpose of the institute is really to build bridges between the basic scientists and the clinicians, to really become a very translational entity. And by translational, I mean it’s a sort of pedestrian phrase but bench to bedside, so everybody talks about the lab work that’s being done at the bench with all of the pipettes and the chemicals but that actually reaching the bedside in the hospital and actually reaching the patient. And one of the purposes of one of the big goals of the NYU Neuroscience Institute because we have both of those populations, we have the basic scientists and we have these amazing clinicians, one of the goals is to bring those 2 populations together and to foster the types of collaborations and conversations that can push the field forward in that kind of a way.