 Can you all hear me? Okay. This is going to be a very dynamic session. Welcome to Tay Talks Live Innovation Education. So happy to see everyone here today. This is a totally unscripted, unrehearsed session. So they have no idea what I'm going to ask. Sometimes I don't even know what I'm going to ask, but we're going to have a lively conversation about innovation and transformation at the agency, at NASA, at Duke Energy and the industry. And we want your participation in the audience as well. So we also have some swag. We've got mugs, t-shirts, tote bags, which, Christine. Here we go. We got some tote bags too. So if you participate live in the audience, you get some swag. How's that sound? Pretty good? All right. Good, good. So my name is Taylor Lam. I'm a Senior Project Manager in the New Reactors Licensing Branch. A couple of things that I need to start the session off with is that we're going to have a QR code that's posted for you to ask questions. And Neav is going to hand me the tablet so that way she can pass me off the questions. And then you can also write down your questions on paper, which we have right over there. So with that being said, why don't we introduce ourselves? Scott, you want to start? Sure. Can you hear me OK? Oh, yeah. Scott Morris, I'm your brand new NRC deputy executive director for operations of the Reactor and Preparedness programs. Just started about a month and a half ago. But probably it was the regional administrator out in region four for about four and a half years. And I've been in the agency now 30 plus years. And I think I've worked in two different regions and headquarters about half my time in the regions, half my time in headquarters. And looking forward to today's live discussion. Yeah, Scott's actually pretty good at making things up on the fly. So we're excited about that. That's cheating. You have notes. What's with the notes? I want to make sure to get part of the conversation. But if they do, I guess we'll take that. All right, Katie. Good afternoon, everyone. Mike. Good afternoon, everyone. I'm Katie McCurry. I'm currently serving as the director of EMMARC, which is a small innovation catalyst located in our Office of Nuclear Reactor Regulations. And before my permanent role is the technical assistant of region two. Do you have a fun fact about yourself? Really? Scott's fun fact is that you make stuff up on the go. You're really good at that. We'll see. Make sure you speak into the mic, though, because I just got a text message that people can't hear online. My fun fact, he's really hoping you'd forget. So. I got more fun facts if you want me to take off. So my fun fact, NRC, from a Georgia Tech football. And that is how I got recruited. So maybe we should look into that for recruitment. That is a way less fun fact than the avocado fun fact that you had. Not going with the avocado one. Yeah, avocados are way better than hearing about Georgia Tech. All right, so we also have Sean Gibby here with us today. Yeah, I'm Sean Gibby. I'm the vice president of engineering for Duke Energy Nuclear. Been with the company 33 years before Westinghouse and DuPont before that. Fun fact, I'm glad you asked her first. I can think about it. Can you hear me now? Yes. OK. I'm not going to repeat that if you missed it. But I think the safest fun fact I have is my third and last child, Mallory, was 12 pounds, three ounces when she was. Oh, wow. And that was the end of that. Wow. I don't know if that's fun. It's interesting. That's for sure. All right, and Christine. Yeah, Christine Jenkins. I'm director of civil programs for Stellar Solutions, which is probably a company you've never heard of. It's a small, women-owned, pretty much system engineering company. And as a revenue-generating unit in that company, I work for NASA, the Johnson Space Center, whereas the Center of Excellence for Collaborative Innovation. And in that role, I'm the lead for our federal government work. So we do a lot of open innovation, crowd-sourcing, freelance talent work. And we make our contracts available to anyone in the federal government who has an interest in trying them out, like NRC has done. Fun fact, I was going to say I'm a Nittany lion like somebody else on this panel. We are. We are. All right. There's always a few. I love it. I'm also a first-generation Italian and Ukrainian-American. That is very interesting, actually. And when we were talking last week, so we did do kind of like a prep session last week where we just talked about generally how we're going to wing it. But they did find out that they went to school together and graduated in the same year and had no idea in the same program, electrical engineering. So I thought that was really interesting. And Scott's comments were particularly interesting. But I'm not going to repeat those here. It was one of the most interesting comment I've ever had in a professional meeting. Have to be there. We'll leave it at that. You've got to tell them now. All right. So make sure that if you have any questions, you write them down. Use the QR code that we have posted up here. Or if you see it online, we'll have that. Why don't we get the first polling question up for the day? So we do have polling questions. And if you're virtual, there should be an option for polling questions on the right-hand side of the screen. And you can respond there. All right. In the meantime, I don't know. I guess I'm going to ask some questions. I kind of have some notes written down. But why don't you tell me a little bit about your individual innovation groups that you run? You could go in any order. We're not here to. OK, I can go. Yeah, go ahead, Christine. Since I work in a innovation group, which is a very small, tiny, but mighty group. And we've done over 700 crowdsourcing and freelance projects so far. I've been doing this for about six years. There was about, I think, about eight of us on the team. And our projects range anywhere from, maybe you have a specific skill type you need. And your team just doesn't have that person. And you want to develop and get some freelance talent to satisfy that need. We do that all the way up to multimillion-dollar crowdsourcing competitions. My biggest one right now is about $30 million. And that's for the National Geospatial Intelligence Agency. I also have several multimillion-dollar projects for national institutes of health and health and human services. Things as varied as find me data to feed the world magnetic model so all of our GPS systems work in our cell phones. And Christine doesn't get lost, like she's directionally challenged and needs it. To we need a diagnostic test for Lyme disease. And apparently, we don't have one right now. Oh, interesting. Yeah, so we also, at the agency, work with NASA for our crowdsourcing. So Audrey Thomas, who is the hype woman in the audience. You can take a look at her over there. She's waving. She is actually in charge of innovation at the NRC. And then also, we have Neav Green, who is a huge proponent of innovation at the agency and works on it as well. But we did work with NASA to develop our crowdsourcing abilities. All right, who's going up next? I don't know. Come on, Katie. All right, so like I said, I am the director of MBARC Venture Studio. We started in 2019. Again, we're in the Office of Nuclear Reactor Regulation. But we're really an agency-wide resource. So we're an innovation catalyst. We're trying to remove barriers to innovation, challenge the status quo. Our logo is actually a paper airplane, because the concept was make one. If it doesn't fly, crumple it up, we can try again. And so we're really trying to take small steps to change, because then you can create a much bigger picture. So we're really focused on data and improving the use, the accuracy, the visualization of data. And helping to improve our processes with that, and just the knowledge and make more risk-informed decisions. And I really like how you brought up the idea of crumpling the paper airplane, because when you're working on innovation and transformation activities, there is failure. It's inevitable. Sometimes your ideas are just not going to get through. But you have to make sure that you push and move on and recreate that paper airplane. Sean, why don't you go next? So for Duke Energy, we have an enterprise team formed, the keywords of human-centric design, thinking, and agile environment. And so when you walk over to Optimus Hall, it feels more like you're walking into a Google facility, a regular utility facility. And so that's the enterprise level. So for Nuclear, we created an innovation team that interfaces with the enterprise level. And we call it Fiat, the fleet innovation team. Not that we're that creative. But the things we're focused on are like, how do we make our plants more safe, reliable, and cost-effective? And things like electronic work execution. So having iPads that now maintenance operations, all the procedures, work instructions, clearances, everything is on an iPad. Robots, so going into areas of the plant. A walking robot called Spot, you may have seen other places, rovers, things like drones. So we don't have to dive. We don't have to go inspect places in our nuclear facility and take doze and take people. We can take that technology. And then we've had several efforts with innovation teams and crowdsourcing and getting ideas that we can then work on. And the key, like others have talked about, is being agile, that you work and you get close to a product, you get people using it. And then either you decide you're going to not do it or you're going to keep working on it to continue to improve it. So if you're not familiar with the agile process, it's an iterative process where you keep building upon a usable product. So we've previously used the analogy of creating a skateboard, making it into a scooter, making it into a four-wheeler, and then eventually building it into a car. And that's the agile process, is that you have an iterative process of just creating something that's usable. Scott, you're up last. So for the NRC as a whole, of course, we have our own overarching, in addition to embark an overarching program that is innovation 2.0 really. And it's been in place now for a couple of years. But the idea is to create an infrastructure that used to be housed in the EDOs office. Now it's in the Office of Research. But it's to create an infrastructure where we can collect harvest ideas from around the agency, from any person at any level, anywhere, allow them to be voted upon or crowdsourced as to whether, does this make sense? Is it a good idea? Here's how you can improve the idea. And then assess that, its viability, and then ultimately try it out. And there's an iterative process for that too. But essentially, we've created an infrastructure using software and a lot of volunteers around the whole agency, who are ambassadors or office leads, et cetera, to continue to promote the use of this tool, advertise it, and then recognize people or groups who come up with ideas that get implemented that are really successful. So there's a recognition piece on the back end, which we think is really important. Yeah, so actually, with that, Katie has something going on right now in the Office of Nuclear Reactor Regulation. And it's funny because this announcement ended up going out to NRR. And before I even got to the end of the announcement, I was like, this is Katie McCurry written all over it. Do you want to talk about that a little bit? Sure. This actually did not, though, come out of MBARC, our innovation chair, lead Angela Wu. She came up with the idea. So we're using IdeaScale as the platform, but we are doing an innovation challenge. And it's March. So obviously, she thought to mimic it off of March Madness. So ideas will be going head to head in a bracket style to compete with one another. And we'll have a final four. And then those ideas will definitely take to the next step and try to see if they can be implemented. Yeah, none of my competitive spirit. I'm coming up with ideas to see if I can get that time off award. Anytime you don't have to be at work is a good way. And you didn't hear me for that, but it was just probably caught out on good timing. I didn't say that. My boss on the corner, he's like, I do like working with you, Dudak. But I mean, maybe you can give me a little more time off. Cool. You gave me a thumbs up. Thank you, Katie. So really quick, this is either going to be a successful event or a major flop, which is going to be hilarious because this is a first of its kind. Ooh, we have our first question. All right. And can we put up the polling question answers, the responses? OK, OK. Fifth cup of coffee, but ready for the session? Fine, I'm here out of curiosity. There's a big portion of you that have no idea what Taytox is. And I should have probably given a little description of what Taytox is. It kind of started with data analytics. Andrew Lurch, who's sitting in the back somewhere hiding, or he was unless he left. Probably left early. He was in the first episode ever. We had Taytox story time with Duncan. We evolved into Taytox innovation education. And we're kind of testing this out right now to see if this is something that the public would be interested in hearing more about, having conversations across the agency about what we're doing. But back to what the individual organizations are doing, how do you, Sean and Christine, how do you crowdsource ideas? Delago? Yeah, you had the best answer. I don't know about that. I mean, is it successful? Is it successful? Yes, we actually capture metrics on what we've done and the amount of participation we get. And we also ask when we embark on these, so I kind of got ahead of myself. So what happens is I'll work with a group like the NRC and we will, through the Economy Act, allow them to use our contracts to hire companies that specialize in crowdsourcing. Some of them have curated communities. Some of them don't. But they have really good outreach programs to get the right people involved in your competitions. And we want to know at the outset, at the very beginning, what does success look like to you at the end of this? And what would you have done had you not done a crowdsourcing competition? And how much would it have cost you? And then we compare those things and we've got a lot of statistics and metrics that show we've been positively, had positive results like 98% of the time. It's huge. And even when you don't get a successful result, like we've done some with NASA where they asked a hard question and they didn't get any good answers. And this showed them that they had exhausted all the information that was out there and there was no good answer. So even when you fail, you're learning. Yeah, absolutely. Only thing I would add is like, I think we call them summits, but having intentional innovation summits inviting folks either remotely or sometimes in person to see the kind of technology and kind of spur ideas. And then one more piece, it's not really the crowdsourcing piece, but when we do decide to go tackle something, it's getting some of the end user, the people actually involved with the development of it and scope of it. And then trying to foster those early adopters and into our culture so that we can continue to prove. All right, my mic is running out. But yeah, I just had back surgery, so occasionally see me wheeling about in my wheelchair here, having a little bit of fun, trying not to wheel off of the stage. No, I'm good. I'll take my chances. So the first question that we have is how does the NRC Innovation Program include employee engagement, keeping staff engaged? And I think that's a really great question because sometimes there is really like innovation and transformation overload and yeah. And innovation can almost, everybody's talking about it's almost become a buzzword. And so I like, first of all, I wanted to just, I think innovation is for me in practical terms, right? And then I'll talk about the engagement piece, but the in practical terms, it's getting ideas and turning them into action, right? And there's a lot of reasons, necessities, the mother invention, so sometimes you're just, something lands on you and you have to innovate, otherwise you'll never get it done. Sometimes it's incremental, like some of the things that Katie's talking about. And all the staff in the whole organization in NRC, we've been talking really actively since 2000 and when did we have the first jam, 2018? 2019, right? We had what was called a futures jam, which was basically the whole day, the agency took the day and we just talked to each other. And people raised ideas and people commented on them and it was really energizing and engaging. It was really the first opportunity that I can remember in my 30 years where you actually had the whole entire staff, including some commissioners, all the way down to entry level folks, plugged in together having conversations in real time and lots of really interesting, good ideas came out of it and it was really engaging and we have really leveraged that event in terms of developing this infrastructure that I talked about, which again, we try to, we actively promote it, again with those recognition on the end of it so that when things actually are successfully implemented, we're sharing with folks, look, this idea came from over here, we implement it over here and look at the difference it made and just continue to promote the successes. That I think has really helped to build engagement. It's been fun to watch, obviously it's a cultural challenge as we, it's just a different way of operating than we have traditionally done in our history as the NRC but it's really fun and it's engaging. All three of us, okay, now it's working. But if I can be real here for a moment, 2019, that was four years ago that we did this and the environment has changed so much in that time between the public health emergency and telework and I mean, just the way that we're going to be doing business moving forward. Do we plan on doing another jam or having some more crowdsourcing? The short answer is yes and I think it's been scheduled. So we're gonna do Future's Jam. Who's to me? Two point no. So. He went up for that one. Oh, that was great. That was a hanging curve ball. Oh, I like that one. I was talking about, yeah, we're doing another one on work. There's gonna be much more in the way for NRC staff for you to learn more about it and figure out, just put that on your calendars and think about the ideas you wanna bring to the table during that event. We're really looking forward to it. Yeah, we're getting text messages from family members here. I definitely signed up a few members. Shout out to my 93 year old grandfather, Al, who's on the line. Yup. All right, grandpa, you just got a clap. But going back to the question for engagement, communicating the success is important, but also the why? Why are we changing? Microphone. Sorry. Why are we changing is really important to get out to the staff. Since it's not changed, just for the sake of change, and I think we need to be better about that. Yeah, so what do you all do for maintaining engagement at your organizations? Is it constant or? Yeah, so we have something we call NASA at work, which is our internal crowdsourcing program, which I believe is what you all base the internal NRC idea scale platform off of. And so in that case, sometimes people in the agency will approach us and say, well, we wanna find out the solution for, I don't know, the solar wind. We will do kind of a survey internally because you'd be surprised, maybe not surprised, but each NASA center operates somewhat independently and there could be someone at one NASA center who's already solved your problem or has your answer and you had no idea they existed. So that's one way for us to bring each other together. The other thing that NASA does is the science technology directorate will put out, I think it's $300,000 every year. And we make that open through NASA at work. We say, hey, there's money here to be had if you wanna try working in this world of crowdsourcing or freelance talent or technology surveys. And then they submit their ideas and their short proposals and our team evaluates them. And then we actually go out and do competitions for them. For us, it's, I think it's constant communication. You have to constantly be looking for ways to innovate, encouraging people to innovate, showing people the type of technology or opportunities we've already kind of figured out. We have a vision, mission, and strategy statements. And so last year we changed and one of our strategies is transform. And so we lay out a, trying to lay out a culture of that everybody's looking for ways to innovate and transform. And I like the practical part. Make a phone. Sorry. I like the practical part of, you know, that for us as a nuclear fleet, we're gonna figure out innovative ways to make our plants more safe, more reliable and cost effective through mid-century operation. So, you know, that focus, people can really kind of, you know, get into, fill in engagement with. And then the communication pieces really making sure we have regular update meetings, so weekly updates through either various types of communication. I think that's the best way to foster engagement. Yeah. I think ultimately we could probably be doing better as an agency when it comes to engagement and keeping folks, you know, energized for change because change is inevitable. It's like death and taxes, right? Everything's going to change. One other piece. I'm just gonna add one more thing. How do you entice people to be a part of it, right? Yeah, absolutely. And we talk about the four G's. Gold, guts, glory and good, right? Gold is more of our prize competitions. Guts is, I was brave enough to put my idea out there amongst really smart nuclear engineers, right? That's kind of guts. Glory is just getting at the top of a leaderboard or saying, I placed in this competition, right? And good is just the common good of humanity. And for our internal crowdsourcing platform, one of the things we offer is autographed, like personalized autographed astronaut photos. Okay, that's pretty cool. Okay, so no matter what it took, I was down to win any kind of competition I could to get one. Like Christine goes last. I don't think it's, well, you know, I love Chair Hanson, but an autographed photo of Chair Hanson doesn't sound as exciting as it. I didn't mean to brag. That's a, dang, how do we, okay. Maybe, I mean Commissioner Wright is pretty popular, so the mayor of the NRC. So Diane actually ended up getting the first piece of swag. Diane, you wanna pick up what you'd like? Whoever submitted that question? Oh, Diane, Diane. You submitted that question. The original one, right? Do you want a tote? Do you want a mug or do you want a t-shirt? T-shirt, that's right. All right, awesome. Now if I had a real talk show, there would be like an applause, cheer thing going on. There we go, there we go. All right. I like your haircut. Come on down. What was that? I like her haircut, too. Hashtag Twinsies. All right, I got a really great question here. There's no name on it, but you can raise your hand and let me know who you are so you can get your swag. Innovation is great and necessary, but how do you encourage the parts of your workforce that are resistant to change to get on board without alienating them? That's a really, really great question. At least I'm gonna answer part of that question because I like change. I like making things better. We can always be doing things. Things might be working, but why not try to do them better than they already are? So obviously you can tell I'm a little boisterous and pushy, so when I have an idea, I have a tendency to push it through, but for other folks that aren't necessarily as loud and obnoxious as I am, it might be a little bit more difficult. So first of all, who asked that question? All right, fantastic. You get a piece of swag. Would you like a mug, tote, or t-shirt? Tote, got it, cool. Yay! All right, so how does everybody wanna answer that question? That's a tough one. It is, and we have some experience in this because there are people who are just, they're gonna be obstinate, right? Yeah. They don't see the value in it. You're talking with a bunch of people who have spent their whole careers. How can there be someone smarter than me out there that's gonna know a different way to do things? We often find that solutions come from outside your area of expertise. People had nothing to do with what you're doing because they're looking at the problem differently. And we can talk to people and say, oh, you should, you should, you must. It's not gonna work. You need to tell stories. Stories that have evidence and results in them and that they can relate to. And then maybe they'll start trying it a little bit at a time and dip their toe in the water and go from there. I love this. We're getting a lot of participation in the audience. I see these cards getting passed out. Yeah, free stuff, free swag, people. You can't go wrong with it. Could I add on to what? Please do. So one of the things that, you know, this is clearly an issue in our organization too, I don't think it's a surprise. And so one of the things that, I mean, just conceptually I like to tell stories, but I also like to tell stories of successful things where, you know, that we were entrenched in a certain way and then for various reasons we had to change and we did and we were able to reflect on that and then share those stories of success to help people who might otherwise be unmotivated to change. But one of the things that just as a conceptual model, I like to help people understand why it's important to contribute to conversations, to accept the fact that change is inevitable and that listening to other perspectives might actually move you. And it's this idea of, I call it cone in a cube, but if you can mentally envision a cone or a pylon, I should say, inside of a hollow box, but the box is opaque and you ask three people, you poke a hole in one side of it and look in there and see one person's gonna see a small circle, one person's gonna see a triangle, one person's gonna see a large circle and what they observe from their perspective is absolutely accurate and true. The problem is that it's still wrong. And it's only when they collaborate and talk together and listen to each other's perspectives and views does the whole picture come together. And so I try to tell stories like that to help people really just question their own motivations and their own perspectives and to think outside the box. I'm not sure I have a good answer, but what came to mind, people are going through a lot of change and I think all of us suffer that and just one more change, even though it's gonna make your life easier, some people don't wanna make that change. You know, I think about the electronic work execution. To me, it was a great idea. You know, you don't have to print out paper and go get the paper off the printer and then get all your work package organized and go out, oh, I need a clearance. I gotta come back to the office and sign into the clearance. So the thought of having an iPad that has all that available and you can just mark it up, you can do your clearance, but some people just, that's not the way they've done it for 20 years or more. So, you know, trying to get early adopters in the organization that can help influence their coworkers versus somebody's coming down to bring this, hey, this is a great idea type thing. Educating people, spending time training them, trying to show them the value of it. And then I think the third piece is putting some metrics together to try to really encourage the use of the product that you can then see the safety aspects or the efficiency aspects of it. And I think the real piece, I'm not sure if this was the angle or not, but some people in our organization, when they hear we're becoming more efficient, we're innovating, they think job. And some people are not engaged in a way. So to me, that's the communication piece, is we've got more work to do than we'll ever get done. And I would much rather be doing some of this other work that we can't get to, showing people, you know, the value, it's about eliminating the burden or the risk. And that's, those are my thoughts. That's great. Thank you. You know, and being innovative and me and this tablet, there are a lot of questions here. And first of all, Ross, you're asking way too many questions. You only get one March. Oh, okay. That's fair. Yeah, one question per, no, you can ask as many questions as you want, but it doesn't mean that you get more swag. You hear that, Ross? I'm looking at you. Oh, God. Got questions coming in left and right. All right. So we have a question from Lewis Capone. All right. How do you, as an innovator, break through systematic or organizational boundaries to truly have impact with an idea? Do you have any success stories to share? Start. So I think in MBARC, we have it a little easier. We kind of, we say that we do a lot of customer service. So people come to us with a very specific problem. We need to fix this. This isn't efficient. How can we improve this process? And so it's great because we can get that immediate feedback and satisfaction from a specific group. And I think the challenge we have is making it more widespread than how do we bring, give this benefit to others. So. So that question was actually for me. Now, can I, is it okay that she took the answer? It's for everybody. Okay. Thank you for clarifying. Lewis, do you want a mug, tote, or t-shirt? T-shirt, it is. All right. Thank you. I mean, if I could just add. Oh, please add. And use them later. Come on, people. One important aspect of that is to have a clear and compelling vision for what success is, right? The audience is there. But I'm talking to you. The clear and compelling vision of what success looks like and why it's important. And I think once, you know, that's when you can get people with the diverse inputs and perspectives on how to get there can come together and have a conversation because they all want to get to the same place. But you have to first define that end game. What is it? What is it? It's like going to the moon, right, NASA? I mean, it's, we're all going to the moon, but I'm the janitor. You heard the story this morning. And I'm still helping people go to the moon, even though I'm in the janitor. So it's, it's how do you, getting that clear and compelling vision out front in front of everybody and continuing to repeat it and use that as the basis for every conversation you have. I think helps bring people to the table and into alignment. There's some really great questions coming in here. And I assume this is JR that I was talking to earlier today than asked a question. Are you are JR? All right, this question is for Katie. What is your strategy for overcoming cultural resistance that prevents implementing new innovations, new ways of doing things? Good luck, Katie. Microphone. That was a really good question. So, you want to thank on that for a little bit? I can, I can give you a second to think about that. We'll go back to it. But do you want a T-shirt mug or toe? No, you can only get one. It was a very hard question. I think he gets two thumbs. Okay, he's getting a T-shirt. All right, we're getting to Ross's first question. I might not ask all of your questions. Okay, Ross, but this is a really good one. Okay, you have to let me know which one's yours then. That's the last one, got it? Okay, all right, Ross Wagner. How do you think telework impacts innovation? Positively or negatively? That was yours, what do you want? All right, she wants a shirt. Everybody gets, no, not everybody gets a shirt because they were expensive and we paid out of our own pockets or that stuff, and her seat's too cheap. We keep talking about rewarding innovation and change, but dang, that was expensive. But I think that's a really great question. And then we'll go back to that previous one, so keep thinking. And I'm really curious for your organizations. I mean, I don't even know anything about how you're implementing telework, either one of your organizations. Well, so when I started the Center of Excellence for Collaborative Innovation six years ago, I was in Denver and they were in Houston. I did not want to live in Houston. I like Colorado. And they said, well, there's this job, we think you can help them. I'm like, well, how's this going to work? And they said, well, you'll be remote. I'm like, huh, like I just didn't get it. And so I was the first remote employee of our team and nobody else on the team wanted to be remote. They didn't like it. But at the same time, these projects I was doing, I was dealing with people all over the country, Canada, even in different countries besides Canada. And as the pandemic came about, NASA decided, well, you know, y'all really don't need to be at Johnson Space Center. You could be anywhere. And we'd like to take your office space. So they did. They gave us some hoteling space and now we're all virtual. And I think everyone being used to not being in a place with others has made it more of a level playing field. And when we meet and have our video meetings with either our contractors or the participants in these challenges, I just feel like it made everybody level set. You know, does that make sense? Yes. Y'all know my strategy. I let Christine go first. Oh. Yeah, I would say in general it helps. I think the question was, does remote work help or hurt innovation? Yes. Yeah, so I think in general it helps. I've been amazed just what we're able to accomplish when faced with the pandemic that we were able to remotely work and all the technology that got developed at that so quickly. And now at Duke Energy, we're basically in a hybrid posture. So folks come in two days a week. Now, if you're at a nuclear power plant, you've got to be on site to do your hands-on job. But that ability to work remotely and then you think about when you want to bring people together for that innovation idea, well, you don't have to have them all in the building, in the room. You can do that over teams or web bags, whatever you're doing. So I think it helps that collaboration. Maybe the one area that I would think it doesn't help so much is, and it's true for other things too, is if you're not together, you're not gonna schedule a teams meeting for that hallway, break room interaction that you do. So there is something about having people together and talking through ideas that you may not have intentionally scheduled a remote interface for. Gotcha. And there is a polling question that's up. How do you think the NRC is doing with innovation? We only have 10 results total. So I guess we'll wait for that, the results to pop in for that if you don't mind taking that poll. But how about for the NRC? It was telework impacting the work that we do. Well, I mean, well, that's a loaded question. I mean, that's a huge question. So telework, the work we do, I thought it was more about innovation. Well, yeah, I mean, it's all related though. Yeah, so, I mean, here's what I would say. I would say that innovation, as I said earlier, is gathering ideas, harvesting ideas, talking about them, assessing them and then putting them into action. So I don't necessarily think you have to be, in one particular location altogether at the same time, that being to do those things. And that's in our idea scale platform that we use enables that certainly. That being said, there are things that I believe that particularly maybe for a real short term, hey, we gotta do something by near term date, or it's a particularly complex and challenging issue that involves lots of different disciplines. I do think there's a role for in-person interaction. And getting insights and information on the margins of meetings that aren't scheduled, I think is very valuable. I'll tell you, just in the last 24 hours at this event here, the number of sidebar interactions I've had, and I've taken probably three pages of notes already. I probably wouldn't, I didn't get the last three years when we were doing this virtually, so. Oh my gosh, we have so many questions. I can't even go through them all. Go ahead, Katie. Yeah, I was just gonna say that's definitely the biggest benefit to being in-person is those sidebar chats. When you are in a team's meeting, you just click end and you walk away, you don't see anybody after it. So I love being in meetings and being able to talk to people after it. I think we need to focus especially on our new hires and we talked about recruitment retention. They actually, the majority of them want to show up in-person, they wanna meet people, they wanna build and foster those relationships that we've gotten to do for years and years and years. And so I think that's part of my purpose for coming to work is being able to interact with them. Yeah, you're also very extroverted. So for us introverts, surprisingly, I am an introvert after this. I'm probably gonna go home and take a nap. You know, I can only do so much. Going back to that other question, do you have an answer now? Yeah, so, I mean, you pretty much nailed, I don't know if you wanna repeat the question in case people forgot it, but. Is it the, yep, what is your strategy for overcoming cultural resistance that prevents implementing new innovations, new ways of doing things? Yeah, so basically you just nailed the biggest challenge that we have. People can become very complacent, they get comfortable, change is hard. So I think for us, it really does go back to that integrated change, you know, I think people, when you just change, change, change, change, change, there's so much burnout, people don't trust, like they start to lose trust in our ability to change. So it's having that incremental change, baby steps, we don't have to just, you know, bombard people with a final, shiny product, like just, you know, along the way, keep people informed, what we're doing, and then hopefully, yeah, we'll all get there. And incrementally, we won't even realize that we've changed. So, and the NRC is, we are more reactive when it comes to change, generally, but I think I've seen a lot of strides in us becoming more proactive to change and I'm excited for what we've got coming in the future, so. All right, so I'm trying to make sure that we get equal representation, because really. Chris can't say anything at all. Let's just get Christina to keep talking. Okay, can we post the results of the poll? Okay. Not that many people said great. I actually agree with that, I think we could be doing better. Oh no. Oh no, Audrey, so many questions. How much time do we have left? Yeah, gosh, 45 minutes, we don't have enough time for all of these questions. All right, this question is, I think that it's good for everybody here at the table or tables. Understanding the average age in the NRC and the US nuclear industry is nearing retirement age. How can you incentivize accepting and embracing change among long-time employees who just wanna come in, do their job and go home? And you can just give them a T-shirt or mug at the end if they don't wanna raise their hand. I'll just start, if I could. This starts with, I think, senior leadership and I myself, I've been eligible to retire for a couple years now. Ooh. I'm very excited about the future. I mean, we heard some, I mean, if you sat through any of the plenary sessions, you know there's a lot on our plate, it's an exciting time or an inflection point, I think, in the history of the industry and certainly how it's regulated. So I think there is a compelling reason to change. And I think we, it starts with people like me and the EDO and others to continue to talk about that and to create a compelling reason and for why we need to change, why we need to do things differently than we've done them in the past and actually exhibit through our own actions and words what we're willing to actually do and commit to and actually implement at this level so that you begin to inspire the next level and inspire the next level and inspire the next level. Okay. Are you smirking at my answer or the question? Somebody ended up writing a comment in here and they laughed and said, I asked the first question, I didn't get swag. Huh? Uh-uh. Mod. Do you want your swag? Where are you? Oh wait, if you're online, then you can't get swag. You gotta be here in person, people. Oh, it was a handwritten card, wasn't it? I don't know where it is. I've got a stack of cards here. Papers everywhere? All right, you wanna? Yeah, I was gonna add on. So I think the question was, the more senior people, if that's the right word and what are we doing to encourage or work with those folks? Is that just the question? I mean, I can repeat it. Okay, that's what I remember. That's what I'm gonna talk about then. So we'll make it up as we go. That's exactly what we're doing here. So I would say that people are excited and some of the more senior folks are the biggest innovators that we have. And I look at our fleet innovation team, I would characterize those folks as more senior than less senior people. And I think many of us are so committed to the industry and see the future and are wanting to make sure that they leave legacy or they've experienced all these problems and now an opportunity to really address some of the issues and be more innovative. Different skill sets, different mindsets in places. So maybe it's taking those folks that maybe have the newer technology and the newer training and the newer tools and then the people who really have done the work for a long time. Cause you can have all the technology you want, but if you don't really fix your process, then you gotta figure out how to merge those two things to make effective innovation in my mind. So I'm gonna answer this from a stellar solutions perspective, not really a NASA perspective. So what drives people to be in stellar solutions? And I've been here for 15 years. I just got my anniversary gift. It was a rocket ship clock. It was pretty cool. Dang it. I was excited to take that for security. Yes, step it up Scott. Yeah, we don't do that. But at our company, you know, we don't talk about what we do because what we do is provide expertise, usually seasoned expertise is the word I'm gonna use. Cause somehow Scott and I got old. I don't know what happened, but. I don't think I'm supposed to laugh at that. But our Y is, and what we're trying to do is solve our customers' most critical needs and at the same time, put people in their dream jobs so they're not just coming in, doing their eight hours and checking out because that's not a win-win for either side. And so we're constantly, I don't wanna say pulling, we're constantly checking in. Like I've got just a handful of people that work for me and I'm constantly checking in saying, how are things going? Are you in your dream job? No, well, why not? How can I help you get there? Do you need training? Do you need a new project? And so getting people to be a part of their dream job, understand what their dream job is, be active in working towards the dream job is really key. And then once you get there, you're gonna knock it out of the park because you're in your dream job. That's all. And I would just add, in any situation where there's a change, there's always gonna be people who are probably in one of three categories. They're early adopters, they love it, they wanna be involved and engage. We need to find out who those are, those people are and engage them right away. Then there's gonna be folks at the other end of the spectrum who are like, no way, I'm not gonna do it, I'm stamp, put my, I'm digging my, no, I'm not doing it. And then you've got the wait and seeers, right? And so you get the early adopters engaged. And again, you keep talking about the end game and the overall vision. And then, then you've got a bridge, ideally continue to work it to bring in the wait and seeers into the conversation and into the action. And again, you can do that through a variety of ways, recognition, et cetera. And then over time, you reach a critical tipping point, I think, where you can actually make things really happen. So, but you gotta recognize that there's always gonna be people in those three categories. Yeah. Reminds me of that popular video, the first follower is just as important as the leader. If you haven't seen it, YouTube it, it's a great video. Is that the dancing guy? Oh yeah. Oh yeah, well, I'll send it to you. Yeah, he might have been under the influence of some. That's okay. To each their own. I've got some jokesters here. How does it, there's a question for me in here. How does it feel to be super awesome? Tell us, please. I don't know. It feels pretty good, man. I'm trying here. Trying to make change one step at a time. Okay, you know what we're gonna do right now? Have you asked a question? If you have asked a question on a card, raise your hand. And do you have not received swag? Okay, you're gonna indicate to Audrey what you want. Yeah, Greg got right there. He's like, I want my t-shirt. No, what do you want? He's got his totes though, I don't know. Yeah, these totes are actually pretty awesome. I like the mug. So just give everyone in the audience has asked a question, a piece of swag, because I've got too many questions to even go through. But there is this really one. I mean, they're all really great, but let's get into the technical stuff a little bit. Let's ask the next polling question. We might as well get some results so far. All right, what creative solutions are the NRC considering to facilitate operator licensing on SMRs prior to widespread commercial implementation, i.e. prior to the availability of facilities on which to train? And then, so I'd like you guys to think about that. For your respects, like, how do you- I refuse to answer that. You can't answer that in respect of SMRs and such, but NASA's got a lot of innovations happening and maybe think from your perspective, and then your perspective is, well, Sean. So obviously it's a very specific NRC question, but I like involvement from all. I actually don't have the answer to that. It's just a great question. Thanks for asking. I mean, it's just one of so many different areas that, you know, as we look to the future and even in the present with digital upgrades and digital control rooms and the workforce and the newer generations that are joining the workforce and what motivates and compels them. So I don't have an answer, but I know it's a huge, it is a challenge that we're ultimately gonna have to face. There's just so many things in motion right now. But ultimately we need high quality individuals operating these facilities. And we don't wanna be the reason that it's an overly burdensome job. So we need to think about how to get the minimum required for safety in place, but still make it fun, if that makes sense. Yeah, for a utility, I would say things like simulators, whether glass top or rooms, you know, the vendor who built a recently started plant had a control room simulator for years before the plant was built. And there's this term called digital twins that doesn't resonate with me, but what it means to me is you set that digital simulator of that tabletop that mock up and then you're able to make changes to it that will model what the plant would do before you ever do it to the plant. So I can't answer the NRC version of that. Of course, yeah. But that would be the kind of thing that we're doing and looking at. Microphone. That we're doing or looking at. Thank you. And NASA's just always doing cool things. I mean, I feel like we can't compete with NASA. No, no, I mean, not all the smart people work at NASA, not all the smart people work at the NRC and we recognize that. And that's why we do these crowd challenges. I think I'm pretty smart. Well, I'm just saying it's a well-known fact and we recognize that. And so when we look at what we're doing now, you can look at it on a project execution scale of I've done this one project, I've done this other one, I've learned, I've had people participate with these different skills. Well, think about if we conglomerate all that. And we now are building a larger and larger curated crowd that solve challenges for not just NASA, but for NRC and NIH. And all that talent comes to bear. So when NASA has a hard problem, we can reach out to that huge populace and talk about leveling the playing field. I mean, everyone's included, right? Yeah, yep. I got a question for Scott Morris. Did you shave your beard just for the wreck? Do you want the real answer or do you want the politically correct? No, I want the real answer. Well, romantic life was suffering. Why am I not surprised by that answer? Well, that's fair. All right, so it's not just for the wreck. Going back to creative solutions, I don't know how to get us back on track, but I was on a really exciting phone call yesterday looking into virtual reality options for training, for inspections. So the NRC is also involved in these types of conversations and hopefully we'll be looking into using tools like that. I have a comment for AV. This W-12 feed for the Taytox is a mess. Keeps dropping and switching to other past videos. Last one was Caputo's talk. Is AV back there? They're working on it, okay, cool. Say AV, I think of a different AV. Oh, Andrea Bell? I'm constantly thinking about that. AV, AK, are either one of them here? We're working on it, okay. All right, got it. Let's see, what else we have in here? Because we do have some interesting questions. Can't hear Scott or Katie. Yeah, no, I know there's a lot at the top. I'm trying to get to the funny ones too. Okay, yeah, just make sure you use your mic's people. Okay. Question for Sean Gibby. Actually, we have a few for Sean. How is Duke's innovation initiative initially received by the workers at the deck plate level? If not well received, how has your team enabled the workforce to get engaged? Oh. That is so easy, I'll let the massive person answer. I knew he was going to do that. I think some of the things I talked about earlier is trying to find early adopters, I like the thought of first followers too. Trying to engage people, the end users that would have the ideas that needed. Trying to build a culture around it, so changing on purpose our vision, mission and strategy to talk about transform. Taking advantage of projects, like we had reasons that we wanted to put, we needed to put fiber, internet, Wi-Fi throughout our buildings. And then now that you have that infrastructure, well what could you use with that? And so getting people engaged in thoughts like that were some of my initial thoughts. Okay, fantastic, thank you. Is Jonathan Evans in the audience, or are you online? Oh there you are Jonathan, what's up buddy? Him and I used to be roomies back in the day. No cheering, okay. He's a good guy. I know when we were, he still is, yeah, yeah. See, even Scott knows, shout out. All right, I know when we were trying new things, it's hard to tell the good ideas from the bad ones beforehand. What is the most effective process for identifying the most promising ones without discouraging raw ideas? Now did you actually mean for this question to be for me or for all of the panelists? Where's your swag? You didn't raise your hand John. Mug, are there any mugs left? Good choice. Fantastic, you can never have enough coffee. Never enough, or tea, or water, water's also good. Yeah, go ahead. I think that our platform for idea scale helps. People can vote on the ideas. Again, going back to the challenge we've got upcoming, we're gonna be directly engaging the staff to try to figure out what ideas are more popular and then start with those first. So, but yeah, I mean you never wanna discourage people from putting in ideas. Keep the question. Yeah, absolutely. I know when we were trying new things it's hard to tell the good ideas from the bad ones beforehand. What is the most effective process for identifying the most promising ones without discouraging raw ideas? I actually have an example. Oh, ooh, ooh, ooh. Oh, but it's NASA, once again. It's probably a good example. I don't know. We're wanting to run a NASA competition. So when astronauts are in space for maybe a couple weeks at a time and they can't get out of their space suit, bodily functions happen and you wanna take it away from the astronauts. And so. I read about this recently. Yeah, so we had to. This was in the news. And we had the first competition, and we had a very long name for it when NASA, I mean it was like this long. And we hired a company called HeroX to run the project for us. And without getting NASA approval, they decided to call it Spacepoop, okay? And with a name like that, it went viral. It got on Trevor Noah's show. And we were running this competition and we suddenly had thousands of submissions. And we were not equipped to review thousands of submissions. And luckily the contractor was nice enough to screen through those. So you've gotta have qualifications by which ideas have to meet certain things. And going through those, we were able to screen out thousands of submissions that NASA did not need to look at. There's also Lunarloo. Spacepoop and Lunarloo. Space Toilet. Yeah, I would have just said the same process, although we're not dealing with thousands of ideas, but having some criteria and then engaging multiple levels of the organization, once you kind of vet out what multiple people can weigh in on the criteria, and then you just work through the process, okay? You know, what's the value of this innovation and seek some alignment. And then recognize people who are offering suggestions and without- Microphone. Without discouraging. You know, and in those, those things you're scoring solutions against, you need to understand what's of most importance to you. You know, is it the ideas innovative? Is it the idea is achievable in a certain amount of time? All of those things. And you may need to bring in subject matter experts to help you figure that out. All right. There are just so many good questions on, did you want to say something, Scott? Are you sure? You're trying to- I don't want to say something. Yeah, I'm- I'm gonna wait for your question. Okay, all right. How about this one? And this is for everybody as well. Speak to your younger self. What can you- Blah, blah, blah. What can you do to be a change maker? Young people may be scared to shake things up, unlike Taylor Hart. I'm not that young, but I appreciate that. You must be an n-ranner. Kelly, where's Kelly? Hi, Kelly. Did you get your swag? Fantastic. So, I'll start, so. Please do. I want to hear more of you. I have an example, too. So, part of it is just getting out and talking, you know, don't sit in your office and wait for people to come to you, is get out and talk to people, right? So, I make it a point to get out of my office and actually go out and talk to people where they are. So, and actually elicit ideas. And then when I'm in a meeting, and there's some, you know, we're having a discussion about some topic, and I'll take note of who's talking, who's adding, and who's just kind of sitting and listening. And I'll make it a point to call out people who haven't said anything, right? Because I've seen, in my experience, some of the best ideas come from, you know, people who maybe just lack the courage or the confidence to engage in those types of venues. So, it's, but it's creating a system of venues, so it's, but it's creating a safe space for people to bring ideas out into the open. We had a case, and then if ideas don't work or things get implemented, you know, just being available for people to provide feedback. I'll give you a quick example. We did an active shooter drill in region four where I was and it was live. We had real police in with, you know, real guns firing blanks. Okay, I was gonna say, not real ammo, come on. No, but, and we learned a lot of lessons from that. And, you know, if you know anything about, if you've ever had training on active shooter, you know, that you know the concept is run, hide or fight, right? Yeah. In that order. And so if you have to hide, you know, we were telling people to hide in their offices and close the door. Well, the doors don't have locks, right? So somebody had an idea to, well, let's buy rubber door stops and give everybody a rubber door stop so they can jam it under their door from the inside. Oh, that's a good solution. So we did that, and we bought everybody a door, you know, got everybody a door stop. And then one day, I wasn't the regional administrator at the time, but one of our very young, newer staff came in, just barged right into the regional administrator's office and said, this is a great idea, but it really sucks. And he said, he took the door stop, he closed the door of the regional administrator's office, he stuffed this thing under, and he just, he just pushed it, it didn't, because the carpet and the rubber, it didn't, it was not enough friction to stop the door. So, but instead of being appalled, you know, the regional administrator was like, wow, I'm so glad you came in. We had this demonstration, and you felt the courage to come in here and jump seven levels of management, and so to create that environment, but to create that environment where that's okay, you know? Yeah, I think that's one thing that the NRC does pretty well, you know, we've got a group of, you know, I use the acronym N-Ranners, but the Nuclear Regulator Apprenticeship Network, yeah, regulator, sometimes I say regulatory, but I think, yeah, tomato, tomato, but you know, they are shaking things up, and people are listening to, you know, this new generation of folks that are coming in, and I think we're doing a really great job with firing, I'm not gonna lie to you, I work with some pretty awesome people. Shout out to Tommy Hayden, if you're listening to this right now in my branch, he's just like really helping me shake some things up related to data, and you know, getting these new people in that aren't afraid to try new things is incredible, and I'm gonna turn over to you, because I haven't faced this way in a little bit, so if you speak into your younger self. Yeah, I feel like we're in the same environment that I was in when I started Duke. It's exciting times for us, and so I came into Duke, we were developing, I worked in fuels, nuclear fuels, and we were developing a lot of our own methods, and codes, and I was a programmer, and how do you make all these reports work, and so a lot of innovation was happening, and here we are with, you know, looking at for our current fleet, operating 24 month cycles, modernization of these plants, because we're gonna run them through 2050, 2060 safely and reliably. There's a lot of opportunity there, so you know, you ought to say, don't wait for permission, make the job what you want it to be. You're the best innovator of where you're working now, and so, you know, take the opportunity. I think we're all open in looking for this innovative idea, so take the opportunity to come forth, and make that tool, bring that idea, that's what I would say. Well, I'm trying to find something very interesting here. First, I was gonna say, what would I tell my younger self? Don't study electrical engineering. When I got out of the program, I felt a little bit beaten down, and maybe battered, and not really welcomed in that program, and actually told Flat Out, you do not belong here, and you need to change your major, but I didn't- That was a much different generation. It was, it was. And so, when I got into working for a three-letter intelligence agency, I was very quiet, I was very withdrawn, and so I had one person say to me, he was about my age, and you know, he was getting all this responsibility, and doing well, and he said, I don't know what happened to you, but you're just as smart as everybody else around this table. Speak up. You know, I had a vote of confidence, and from then, I didn't look back, and I guess I'd also say, you know, be brave. You never know who you're inspiring. You don't know who's watching, and maybe they need some reassurance, and they can look up to you. That was good. That was really good. You know, and this is one of those things where we're trying something new in this session that you're attending right now. How many Rick sessions have you been to where there isn't a script or a PowerPoint presentation that's filled with words? No offense to the other way of doing things, but this could very well be a failure. Somebody might say, this didn't work. We're never gonna do it again. But I'm hoping that this is going to be, you know, something that people will consider again in the future. Is this working? So I'm asking the audience, is this working? You can cheer or applause if it is, and fantastic. And I see NEI in the front. That's not exactly... I think you're NEI, right? Is, you know, is this Jim? Hi, Jim. But I do know, I do have a question because Jim actually ended up contacting me ahead of this session, and I think that this is a really important question. Because we keep talking about internal crowdsourcing, changing ideas internally, or making ideas happen internally. But I think one of the things that we're not doing really great is, you know, outreach. We're not working with the industry as well as we could be. And, you know, I wanna know, you know, from Sean, and, you know, of course from the NRC perspective, but really, Sean, you know, what do you think we could be doing better? How would you say that we should be working with the industry to make true change happen with the nuclear industry? Yeah, I might not be the best responder. That previous question about how well the NRC was doing, I really gave a little higher mark than the general answer. And Jim is leading our NEI task force on innovation. So I see it's a lot of collaboration in the industry. When, you know, we have EPRI, we have NEI, we have the PWR owners group, the PWR owners group, all looking to work together. And the NRC is definitely a big part of that. I think what we see coming, we need to be maybe a little more urgent. We've got a lot of work to do to make these goals happen. You know, things like, I'm not sure you want me to get in this detail, but. No, yeah, please do. But building out the Wi-Fi, putting on remote monitoring of equipment, you know, on the secondary side of the plant, not safety related. And then, you know, so the next step of that is, well, how do we take all this data and failure modes and preventive maintenance bases and use machine language learning or AI to figure out how do we really get the best condition-based monitoring to make our plants the safest and reliable. And, you know, so then how do we carry that forward? One of the key efforts we're working on now with NRC is maybe more safety or important to safety equipment. How do we monitor that and cybersecurity issues? You know, the risk-informed approaches, if you've been these other forums, there's a lot of discussion about risk-informed approaches. Those are very valuable to us. And so working through those submittals, 5069, TISTF 505, we've all got TISTF 425. And so I'd say there is good cooperation. And it's just a matter of us realizing, you know, some of the regulatory framework and changes that we can make to speed things along, so to speak. Yep. And then, you know, not to throw a little bit of shade to embark, but you know, I used to be in a park. Oh, I know Katie's got a comment on this. I actually used to be in a park. That's kind of what got me really motivated with change. But, you know, when we first started in park, there was a lot more outreach. And, you know, I'm curious to know, like should we be having bi-weekly meetings with the industry? What could we be doing better to make sure that we're working with the industry? Go ahead. So yes, definitely want to put a plug in for our mission analytics portal, external MapX. So we started this, you know, back when Taylor was in embark, so at least two years ago. And we really weren't outreaching at all with really the customer of this product. And that's on us. So we did meet, I guess, I don't know, maybe two weeks ago with Jim, with Brett, from NEI. So we are starting to engage and we're setting up focus groups with the licensee. We have our first one next week. So we are hoping to get a lot of participation in that and then really look to them and say what can you get out of this portal? What's gonna make your job easier? We know what we're gonna be getting out of it, but we need to make sure that this is both beneficial for the NRC and the licensee. And then also, you know, be more transparent with where we are, with the current status and where we see this product going. I think it'll help us be more accountable and hopefully a little quicker to get it up and running. So. Well, I just wanted to just add that, you know, you heard it this morning about the need for more proactive engagement. Obviously we have lots of public meetings at different levels on different topics every year. You know, perhaps there are ways we can spice those up or make them more effective and efficient through technology or what have you. And we've tried to do some of that, but I will say this, we are looking at, you know, the crowd sourcing that we do now is all for more or less internal issues and polling the NRC staff, but we are looking to pilot something that's externally facing. And that's, so that's coming. Oh, that's good to know. Yeah. I didn't know that. Yeah. So Christine might know a little something about that. Okay. What? I thought I knew everything. Definitely don't know everything. Jim, how does that sound as a response to your question? Good? Okay. So we're going to be working with you a little bit more. It sounds like, which I think is good. Christine, did you buy that fancy NASA shirt at the Gap? I have been known to purchase NASA things at Target. However, I did buy this one on site at Johnson Space Center. Okay. All right. It's legit. That is legit NASA swag, not off the street of DC or anything like that, you know, from those random vendors. Yeah. Okay. How much time do we have left? We've got about 10 minutes left. Try to find something that's more outward facing because we definitely. Well, I can just riff if you like. You've riffed for a little bit. I got a question rolled up here. Okay. Well, you know, we talk a lot about innovation and crowdsourcing and prizes and challenges. And I'm sitting here thinking, well, what's the most innovative things my group has done at NASA? And it really comes down to our acquisition team and our lawyers. Because, you know. The lawyers. Yeah. Because when you're in the government, like when you're a public citizen, you say, is this illegal, right? But when you're in the government, you're like, does the law tell me to do this thing? Right? Yeah. And then you've got all the other acquisition regulations around it. And they've found a way to be very creative and make the laws and the rules work for us. And I think that's just been a tremendous thing that allows us to do things very quickly. Like say you came to me or Kelly comes to me with an idea on a project. We can work out a request for task plan in a couple of weeks. We can release it. And within a month, I can have a contractor on contract, working with you to develop your whole challenge and run the whole thing. Which, you know, with acquisition a month is ridiculous. But the way they've structured all of our contracts, they make a very doable and repeatable. So I have a random question for the audience. How many of you have tried to use the RIC website on your mobile phone? How many of you have had success with the RIC website on your mobile device? Can you scroll? No, scroll. OK, all right. So what they're saying in the audience, you've got to like flip it and manipulate it. Yeah, I know my dad, shout out to Mitch. He's on the line right now. He was like, I can't sign up through the website. What do I do? So I had to sign him up. But you know, these are the little things that we need to do better with. These little things will end up adding up to big things. I mean, the fact that you can't sign up for the RIC on the mobile device. And I know I'm getting a lot of flak for trying to post a dashboard for use by the public on the new scale application. But I have to follow all of these rules and regulations and digital experiences acts. Whatever reason, it's like it's selective. And I think consistency is key in being successful with innovation and following these rules and acts that are, you know, that we have to implement. We've got a few minutes left. Let's see. What does modern risk informed regulating mean to you? I'll start. I wanted to look at Christine because I knew she was going to be like, what? Christine probably doesn't know. So that's something, it's a phrase that's been sort of our rallying cry now for about four years is we want to become a more modern risk informed regulator. And that's a nice catchphrase and it sounds good, but what does it mean? Do you think be risk smart is successful? Are we talking about modern risk informed or being risk smart? We can go either way. Let's go bold. Okay, so modern risk informed. Let me just finish on that. For me it is, and I think many of us have internalized in different ways, but when I'm asked what does it mean, what I think about is are we, you know, are we doing, not are we just doing our mission, but are we doing it in the most efficient and effective way? Obviously we have to remain independent. Obviously we have to be clear and transparent and ideally reliable, but are we doing it in the most efficient way? And, you know, admittedly our agency's been slow to change and adapt to things. It's often, it's certainly in my career it's taken sort of paradigm shifting events to get us to move, you know, in a certain, in a different direction. And so this is a, this is, how do we, without that paradigm shifting event, how do we continue to evolve and adapt and embrace modern ways of thinking, doing things, whether it's the use of data, whether it's using be risk smart, risk information, not just in reactor related stuff, but in terms of how we do our internal business. You know, what, and even in legal advice. You know, I had a conversation with Marion Zogler, our general counsel, and I asked her this question directly. I said, what is OGC doing to become a modern risk and form regular? Not exactly in those terms. And, you know, I was surprised that there was a lot of things that they're doing internally that I didn't know about, to try to enhance the speed and efficiency with which they can deliver sound advice. So that's what it means to me. It may mean other things to other people, but essentially that's what it is for me. I'll add to that, because definitely putting my embark hat on my first thought is data and using that to automate our processes make them more efficient. So an example of that, starting last year, we put together a dashboard for all of our indicycles with the licensees. We were able to pull that data more readily and also we've accessed to it throughout the whole year, which is great, but we, you know, we looked in great thing too when you're using data, then you can also see how efficient a process is. You can, you know, then use that data to show success, but we used about 30% less hours putting together our indicycles, just when we rolled it out last year in 2022. And then this year we saved an additional 10%. So we're already 40% down from the amount of time that was taking us to pull that data for indicycles. So that to me was a good example of us becoming more modern and risk-informed. And modernizing the way we share information with our stakeholders, including public, and the accessibility of data and information and analysis from our website is, if anybody's tried to find things on our website, sometimes it's a little challenging. So how do we monitor? Once again, the website. Sean, do you want to chime in on what that means being a modern risk-informed regulator? Yeah, I was listening intently. You know, to me it's the things I mentioned is the risk-informed decision-making is where my mind goes and the things like Testive 505 and 5069, you know, risk-informed categorization, treatment of structures, risk-informed completion times, this new write process, we're getting ready to submit our first write. Oh, yeah. And things like that, those are very helpful and again, help us assess the risk, agree together. And we target the most safe reliable aspects of what we need to work on or fix. Okay. And with that, we only have a couple of minutes left. So I really just wanted to take time for those of you that took the risk, took your chance, did something different and attended this RIC site. You know, this is absolutely new. I don't know what my management is gonna say to me later on, but we'll find out. But hopefully you found this to be relatively success. I'll calibrate them for you. I'll calibrate them for you. Yes. I got the okay from Scott. Did you like how you didn't have to, well, it's not like you developed slides for your- You get up for me, I had to take it. Yeah, well, it's not like you have to develop slides for yourself anymore. You got people for that. So, but- Like me, for example. Poor Katie. But I wanted to say thanks for being here. Don't be afraid to speak up. Don't be afraid to try to do something bigger, do something better, communicate, interact with your peers, interact with all age levels and just do it. Don't be afraid to just make change happen. Be the change. Be the change, yeah, be it. All right, and with that, thank you so much for being at this RIC session and post the results of how we, there we go. All of these sound great. All right, with that, thank you so much and cue up the last song of the session. Thank you, everybody.