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From YouTube: Meet The People: Sylvia Harris
Description
On this episode of Meet The People, learn about Pittsburgh's CISO & I&P's Assistant Director of Security Sylvia Harris, how she ascended to this position, and what talent has won her some medals.
A
Hello,
everyone
welcome
once
again
to
another
edition
of
meet
the
people,
and
my
guest
today
is
another
one
of
the
absolute
best
that
the
city
has
to
offer.
Her
name
is
sylvia
harris.
She
is
the
cso
director
for
the
city
of
pittsburgh
in
the
department
of
innovation
performance
sylvia.
Thank
you
very
much
for
taking
the
time
to
speak
with
us
today.
A
A
C
A
B
B
Sure
so
I'm
I'm
actually
originally
from
chicago.
I
was
born
and
raised.
I
came
to
pittsburgh
in
1995.,
my
mother
bought
a
mailboxes,
etc
franchise
and
she
opened
it.
She
decided
to
open
it
here
in
pittsburgh,
her
store
was
was
in
oakland
and
and-
and
so
I
came
here-
you
know
after
I
had
my
daughter,
she
was
like
three
and
you
know
to
work
with
my
mother.
B
I
was
here
for
two
years
and
my
mother.
It
was
time
for
her
to
re-up
the
franchise
and
she
decided
that
she
did
not
want
to
re-up
the
franchise
she
wanted
to
go
back
to
chicago
she.
She
missed
home
very
much
so
she
went
back
home
and
and
and
so-
and
I
stayed
you
know-
I
I
decided
to
stay
here-
raise
my
daughter
here-
not
that
there's
anything
wrong
with
chicago.
You
know
I
grew
up
on
the
south
side,
so
I
just
kind
of
made
that
decision.
B
I
worked
at
a
a
mid-sized
bank
that
is
locally
headquartered
here
in
pittsburgh
area
for
12
years
and
then
I
came
to
the
city.
I've
been
with
the
city
for
13
years
now
I
started
as
information
security
analyst.
I
also
managed
infrastructure
and
then
web
team,
in
addition,
infrastructure
and
and
additionally
help
desk
and
database
and
email
back
and
front
end
support.
So
you
know,
and
then,
when
the
peduto
administration
came
on,
I
was
promoted
to
deputy
director
of
operations.
B
I
did
that
for
a
while,
and
you
know
just
a
year
ago,
I
think
it's
it's
been
about
a
year
a
little
over
a
year
that
that
I've
been
cso,
as
I
was
also
doing
security
with
all
those
other
roles,
and
we
kind
of
came
to
the
conclusion
that
you
know
because
there's
there's
so
much
security,
so
many
security,
heavy
things
happening
that
there
really
needed
to
be
a
dedicated
role
for
it.
So
here
I
am
now,
as
the
cso
first
see
so
for
city
of
pittsburgh.
B
Ciso
is
a
chief
information,
security
officer,
and
so
you
know
responsible
for
making
sure
you
know
due
diligence
for
security
right.
Do
care
due
diligence.
Make
sure
that
things
are
are
secure
enough
not
to
not
not
so
secure
that
we
can't
do
business.
You
know,
but
due
diligence
and
and
watching
for
things
and
just
kind
of
having
that
that
that
dedication
to
helping
try
to
keep
us
safe.
A
B
Sure,
absolutely
absolutely
you
know
if
anybody
has
any
questions
or
needs
help
with
anything.
You
know
please
reach
out,
I'm
more
than
happy
to
help.
You
know
also
take
a
very
strong
interest
in
people's
personal
security
hygiene
right.
I
I
I
you
know
we
need
for
everyone
to
be
safe,
think
safe.
So
I
do
care
about
your
personal
email.
I
do
care
that
you.
B
You
know
that
you
know
the
things
that
you
need
to
know
and,
and
one
of
the
things
that
I
have
seen
is
that
over
the
years
people
have
taken
a
greater
interest
in
security
because
of
all
the
breaches
that
have
been
happening
and
not
just
corporate
breaches.
But
you
know,
corporate
breaches
do
affect
personal
right,
so
you
know
we
had
the
the
equifax
breach
right
where
a
lot
of
people's
personal
information
was
taken.
You
know
so
that
starts
with
corporate
and
that
ends
up
with
with
you
personally
right.
B
A
B
A
And
that's
why
we
get
along,
because
I
have
to
be
100
right
100
of
the
time.
Also
when
it
comes
to
council
meeting
coverage
events
that
were
covering
people's
names
on
screen,
I
mean
it's
a
much
lower
scale
than
you.
Obviously
I
don't
mean
to
compare
the
the
the
breadth,
the
breadth
of
our
work,
but
I
think
you
get
what
I'm
trying
to
what
I'm
trying
to
say.
B
I
I
get
I
get
exactly
you
know
and
and
and
we
all
sometimes
we
both
sometimes
have
a
have
to
play
to
a
tough
crowd.
You
know
so
so.
Basically,
you
know
we
we
we
we
do
our
best
and
and
hope
that
people
realize
that
we
are
doing
our
absolute
best
and
sometimes
things
are
going
to
go
wrong
and
when
they
do,
you
know,
if
you,
you
know,
prove
yourself
to
be
someone
who
will
work
through
the
problem
until
you
get
through
the
problem.
B
As
you
know,
as
opposed
to
you
know,
sometimes
things
go
wrong
and
people
are
like.
Oh
well,
that's
wrong
too
bad.
We
we,
we
tend
to
take
that
seriously
more
serious,
not
to
say
that
others
don't.
But
you
know,
I
know
that
you
do
take
things
very
seriously
when
something
goes
wrong
and
you
stay
with
it
until
until
it's
fixed
and
and
and
I
try
to
do
the
same
as
well.
A
B
Now
itil
is
you
know,
information
technology,
infrastructure,
library
and
it
is
framework
for
building
processes
within
it
right,
but
it
also
stretches
to
you
know
the
the
breadth
and
depth
of
imp
innovation
performance
right,
our
department,
which
is
more
than
just
the
the
technical
right,
and
so
we
put
together,
I
put
together
a
team,
an
itil
team,
and
you
know
we.
We
went
through
several
different
steps
to
put
together
the
training
and
we
made
the
certification.
B
I
told
four
certification
was
not
mandatory
right,
it
was
it
was
you
know
if
you,
if
you
wanted
to
take
it,
you
could,
except,
I
think,
for
managers.
I
think
it
might
have
been
mandatory
for
managers
and
we
we
had
to
do
three
different
cohorts
of
training,
because
axelos,
who
is
the
certifying
body
for
itil,
only
allows
for
25
people
at
a
time.
C
C
B
Everybody
in
each
class
passed
the
test,
so
the
the
entire
personnel
in
innovation
and
performance
at
that
time
certified
in
itil
v4.
So
we
were
very
proud
of
that
and
axelos
you
know
again,
who
is
the
certifying
body
for
itil,
took
an
interest
in
us
and
we
did
a
case
study.
I
don't
know
if
you've
read
it,
have
you
seen
it.
B
B
What's
the
most
important
thing
that
I
learned
over
the
course
of
the
you
know
current
year
right
and
one
of
the
things,
I
think
one
of
the
very
first
things
that
I
learned
was
the
importance
of
telling
your
story,
because
if
you
don't
tell
your
story,
somebody
else
will
tell
your
story
and
they're
going
to
get
it
wrong.
They're
not
going
to
do
you
justice
and
it's
not
going
to
be
your
story.
However,
it's
going
to
be
what
everyone
has
heard
and
is
told,
and
it's
going
to
be
what
they
go
with
right.
B
So
the
importance
of
telling
your
story.
We
were
able
to
tell
our
story
the
itil
story
and
when
you
read
it,
you're
going
to
really
get
you're
really
going
to
get
it'll,
be
a
gas
for
you,
because
it
it
it's
it's
very
raw
and
it
talks
about
the
issues
that
we
had
previously
before
we
were
innovation
performance
as
cis,
okay,.
C
B
It
talks
about
you,
know
the
silos
and
and
and
some
of
the
issues
that
that
we
had
as
a
department
and
trying
to
serve
the
other
departments.
So
it's
it's
it's
it's!
It's
a
very
good
continuation
of
our
journey
right
because,
as
we
were,
giving
the
classes,
I
would
always
kind
of
stand
up
in
front
of
each
class
and
kind
of
talk
about.
Why
we're
here
and
what
we're
trying
to
do.
C
B
If
you
don't
get
to
their,
why,
then
they're
they're
never
going
to
they're,
never
going
to
get
it
they're
not
going
to
pay
attention?
It's
not
going
to
sink
in
the
way
that
it
really
really
needs
to.
So
I
I
kind
of
talked
about
you
know
some
of
the
the
issues
brought
some
of
those
things
forward
and
and
and
I
and
as
I
watched
everyone
throughout
these
three
classes-
and
I
could
see
a
lot
of
people
like
the
light-
bulb,
go
off
right,
hey,
I'm
actually
part
of
the
problem.
B
You
know,
and
you
don't
often
and
it's
hard
to
tell
somebody
hey
you
you're
part
of
the
problem.
That's
that's!
It
never
works
that
way.
Right!
You
you!
You
people
have
to
realize
it
before
they're
willing
to
do
anything
about
it
right
right
so
so
getting
to
the
y
was
the
first
part
and
then
watching
the
the
evolution
right.
B
If,
if
we
all
take
responsibility
and
we're
not
pointing
a
finger
at
you,
then
it
it
it's
better
and-
and
I
think
that
that
is
what
has
helped
with
how
we
have
evolved
over
the
years
right
and
and
we've
gotten
a
lot
of
feedback
about
how
the
department
has
evolved
over
the
years-
and
I
have
seen
quite
a
bit
of
evolution.
I
I
think
evolution
is
probably
the
right.
B
So
I
can't
come
along
and
say
why
aren't
you
using
an
ipad
for
that?
Well,
hey!
When
I
had
the
money
to
set
this
up
there
weren't
any
ipads.
I
did
the
best
I
could
and
at
the
time
people
were
shaking
my
hand,
because
that
was
you
know
we
did
the
best
we
could.
So
you
know
you
do
the
best
you
can
until
you
know
how
to
do
better
and
then
you
do
better
right.
A
I
think
that's
a
really
good
statement.
You
made
not
worrying
about
what
has
already
happened
or
what
people
did
before
you
got
here,
but
making
sure
from
the
point
you
got
here
forward
that
it's
bigger,
stronger,
faster,
better,
more
efficient,
more
time
time
efficient
cost
efficient
so
that
the
people
that
not
only
are
working
under
you,
but
the
people
that
come
after
you
have
a
better
time
than
you
did
when
you
showed
up.
A
I
I
think
about-
and
you
may
you
may
remember
this-
I
remember
when
I
first
got
to
the
city
and
we
were
still
recording
on
videotape.
I
hadn't
used
videotape
in
over
a
decade
and
I
was
very
concerned.
I
was
reteaching
technologies
to
myself
that
I
hadn't
used
in
a
really
long
time.
I
was
very
concerned
and
when
I
got
the
promotion,
one
of
the
first
things
I
said
was
we're
never
again
recording
on
videotape.
It's
not
forget
efficient
of
any
kind.
It's
just
not
sustainable
right,
a
sustainable
form.
A
A
It
wasn't,
we
couldn't
do
it,
and
so
I
think
that
that's
a
good
way
to
bring
up
the
next
question
is
so
we
know
that
the
department
of
innovation
and
performance
is
in
its
most
basic
sense.
It
is
the
city's
technology
department,
but
how
has
inp
changed
from
when
it
was
formerly
city
information
systems?
Since
you've
been
here,
you
were
here
when
it
was
cis.
So
how
has
the
department
changed
not
just
a
name
from
cis
to
imp.
B
B
B
B
You
know,
I,
I
think
that
you
know
some
of
the
bigger
changes
that
I've
seen
is
the
breaking
down
of
the
silos.
I
see
a
lot
more
confidence
in
people
right,
and
I
have
some
theories
about
that
I'll
get
into
that
a
little
bit
deeper
in
a
few
minutes.
But-
and-
and
you
know,
people
you
know
us,
investing
in
our
people
right
being
able
to
invest
in
people
is,
is
key
is
key
to
this.
So
I
mean
those
are
some
of
the
biggest
changes.
B
A
That's
a
that's
a
great
way
to
describe
that's
much
better
way
than
I
would
have
described
it,
but
that's
a
great
way
to
describe
how
the
department
has
transformed.
I
I
completely
agree
with
it.
I
remember
when
I
first
started
there,
those
silos
weren't
just
weren't,
just
verbal,
they
were
physical,
they,
my
team,
the
team
I
was
on
when
I
started.
We
were
three
floors
in
another
side
of
the
building
away
from
everybody.
B
A
B
B
You
know
you
you
you
want
to
have
you
want
to
be
able
to?
You
need
to
be
able
to
see
where
you
start
where
you
are
right,
that's
the
first.
This
is
the
first.
I
tell
you
know
start
where
you
are
and
then
you
go
from
there
so
yeah.
I
I
agree
and
I
think
a
lot
of
other
a
lot
of
other
people
agree.
You
know,
we've
been
getting
a
lot
of
feedback
on
that.
So.
A
So
not
only
in
the
last
decade
or
dozen
years
has
the
department
changed,
but
I
think
it's
safe
to
say
that
the
department
has
changed
dramatically
even
in
the
last
year
because
of
kovid.
So
can
you
talk
about
talk
a
little
bit
about
how
the
department,
from
your
perspective,
has
changed
in
the
last
year?.
B
B
I
I
I.
What
I
have
seen
is
actually
more
productivity
from
from
people
right,
because
you
know
you
have
a
couple
of
things
going
on.
You
have
the
first
of
all,
you
have
a
lot
of
people
who
are
working
from
home
and
you
know
I
I
I
can't
speak
for
everyone,
but
you
know
people
that
I
have
talked
to
and
gotten
feedback
from.
You
know
you
hear
a
lot
of
the
zoom
fatigue
or
teams
fatigue
or
there's
way
more
meetings
than
what
there
used
to
be.
A
B
So
so
a
lot
of
these
meetings
have
to
be
scheduled,
but
the
the
the
positive
side
of
that
is
you
schedule
these
meetings,
you
kind
of
need
to
think
about
what
you're
going
to
meet
about
right,
because
if
you're,
if
you
are
fatigued,
then
you
should
be
thinking
about
okay.
Why
am
I
in
this
meeting?
What
am
I
trying
to
get
out
of
it?
You
know
we
have
we've
done
some
creative
things
with
meetings.
B
You
know
like,
for
example,
we
might
start
a
meeting
at
1205
or
12
15
and
go
45
minutes
or
give
yourself
five
minutes.
You
know
like
back
when
in
college
you
know
give
yourself
10
minutes
to
get
to
the
next
to
next
class
or,
or
you
know,
take
a
bio
break
or
maybe
put
that
load
of
laundry
in
the
in
the
watch
or
you
know
whatever.
It
is
that
you
need
to
do
during
that
time,
so
I've
I've
seen
a
lot
more
productivity.
B
I
have
seen
people
have
come
together,
more
right
and
people
tend
to
come
together
more
when
there
is
a
common
enemy,
and
so
we
have
covet
as
the
common
enemy
right,
and
this
is
one
thing
that
we
all
have
in
common.
It
doesn't
matter
who
you
are
right.
We
all
have
in
common
that
we
need
to
try
to
stay
safe
and
we
need
to
try
to
keep
others
safe
as
well
right.
B
C
B
C
C
B
A
B
I
came
to
learn
that
someone
who
is
on
that
side
of
the
camera
views
things
differently,
yeah
from
those
that
are
being
viewed
right.
So
my
question,
for
you
is
pretty
much
kind
of
the
same
from
your
perspective
and
not
maybe
just
so
much
from
our
department
standpoint,
but
in
general
you
know
what
have
you
seen
over
time?
A
C
A
That
that
really
wasn't
the
case
pre-covered
I
can
remember
years
ago
I
not
here
having
a
person
come
into
my
tv
studio,
sit
down
under
the
lights,
have
a
microphone
placed
on
their
jacket
and,
as
we
were
about
to
record
the
person
said.
Wait
is
this:
is
this
going
to
be
on
television
like
that
totally
unaware
of
why
they
were
in
that
specific
chair
in
that
specific
tv
studio?
A
A
A
B
C
B
A
I
had
a
I
had
a
in
my
hometown
when
I
was
younger
the
boston
nbc
affiliates
first
ever
news
anchor
from
1954,
I
believe,
was
one
of
my
dad's
friends,
and
so
I
would
talk
to
him.
He
showed
me
blooper
reels.
He
showed
me
him
at
the
white
house,
him
all
over
the
country
all
over
the
world.
So
I
love
talking
old
television
with
people.
I
I
think
it's.
B
He
would
love
it
and
you
know
he
used
to
take.
He
would
take
me
to
work
down
to
the
studio
with
him.
You
know
quite
a
bit,
so
I
kind
of
got
to
know
the
news
and
yeah
at
the
time.
The
the
the
news
anchor
you
know
wbbm
is
the
local
affiliate
in
chicago
and
at
the
time
bill
curtis
was
the
the
news
anchor.
I
don't
know
if
you.
B
B
A
I
wasn't
pushing
for
a
compliment,
but,
okay,
I
know
you
weren't
all
right
so
back
to
imp
and
cyber
security
in
a
perfect
world
in
a
perfect
world.
What
if
there
were
no
budget
restraints
or
people
restraints,
you
had
no
restraints
whatsoever
in
a
perfect
world.
What
are
the
wants
and
needs
of
your
team
in
the
department.
A
C
B
I
get
but
here's
what
I
can
say
right.
So
I've
gone
to
a
couple
of
conferences
right
so
there's
the
gartner
risk
and
security
conference
and
then
there's
cesa,
who
is
part
of
homeland
security
right
and
so
and
and
there's
one
key
thing
that
I
hear
all
the
time
when
I
go
to
these
conferences
right,
so
you
know
you
go
into
the
room
where
the
breakout
session
is
and
you're
sitting
you're
waiting
for
the
session
to
start
and
I'm
listening
to
people.
B
You
know
behind
me
talking
having
conversations
and
what
I'm
hearing
is.
You
know
this
thing
happened,
and
so
we
bought
this
gadget
and
then
this
thing
happened
as
we
bought
that
gadget
and
then
this
thing
happened
and
we
bought
this
other
gadget
and
now
I'm
not
even
really
sure
what
all
of
these
things
do
right,
I'm
not
sure
if
they
work
well
together.
I
just
know
that
this
thing
happened.
B
We
panicked,
they
told
us
that
this
thing
would
fix
that
problem,
and
now
we
have
it
right,
and
you
know-
and
I've
heard
this
like
three
different
breakout
sessions.
You
know
I'm
turning
around
I'm
like.
Are
these
the
same
people
behind
and
they
were?
It
was
always
different
people
behind
me,
but
they
are
having
the
same
they're
having
the
same
conversation.
B
So
the
important
thing
is
and
it's
and
it's
what
I
always
tell
everybody
when
we
talk
about
you
know
I
was
part
of
a
group
once
and
they
invited
me
and
they
said,
okay
seal
what
kind
of
tech
and
I'm
like
well
wait,
because
you
know
that
I
have
a
giant
bag
of
tech
right
everybody's
seen
my
giant
bag
of
tech,
but
we
need
to
figure
out
first.
What
problem
are
we
solving?
B
B
You
know,
because
we're
still
making
sure
that
we
understand
exactly
what
the
problem
is
or
what
it
is
that
we're
trying
to
solve
or
where
we're
trying
to
go
right.
I
mean
because
you
can
get
things
that
lock
things
down
and
then
it
fixes
that
problem,
but
it
opens
up
another
hole
right.
There's
no
way
to
make
it
waterproof
right.
You
cannot.
C
B
Or
you
know,
from
an
investment
firm
or
from
a
baseball
team
or
from
kentucky
fried
chicken
or
you
know,
are
you
protecting
trade
secrets?
Are
you
protecting
bank
money?
Are
you
you
know
you?
You
have
to
think
about
what
it
is
that
you're
protecting
and
then
you
put
together
a
plan
that
protects
those
that
protects
those
things
right.
A
B
A
A
I
think,
ultimately,
it's
a
it's
a
the
difference
between
being
proactive
and
reactive.
So,
yes,
knowing
what
some
of
the
problems
could
be
and
knowing
what
your
reactions
to
those
problems
are
going
to
be,
instead
of
waiting
for
something
to
happen
and
hoping
for
the
best,
I
I
think
that's
a
great
way
to.
A
A
So
I
think
that's
a
I
think.
That's
a
great
way
to
be
is
being
proactive.
I
think
the
the
city
as
a
whole
has
been
a
lot
more
proactive,
probably
in
your
tenure.
I
know
definitely
in
my
tenure
and
and
trying
to
make
sure
that
not
only
are
we
ready
for
problems
or
issues
that
come
up,
but
knowing
that
they
will
come
up.
Yes,
it's
inevitable
yeah
yeah.
B
You
you
cannot
be
in
denial
that
you
can
make
it
bulletproof
and
you
can
fix
it
and
it's
not
going
to
happen.
That's
that's
really
not
the
way.
That's
not
the
way
to
go
about
it,
going
out
and
buying
all
this
great
fantastical
tech.
I'm
not
saying
that
we
don't
have
some
things
again.
I
can't
talk
about
it,
but
you
know
you
know,
that's
really
not
the
way
to
go
about
it
either,
because
then
you
wind
up
like
these
people
that
I'm
hearing
talk.
You
know
behind
me
in
these
breakout
sessions
about
you
know.
B
We
have
all
of
these
wonderful
things
that
I
don't
know
what
all
they
do
right
and
if
that
particular
thing
is
not
a
threat
anymore.
So
now
I
just
have
this
thing
that
I
bought
that
fixed
something,
that's
really
not
a
problem
anymore.
So
you
know
they're
they're
you.
You
really
need
a
a
more
holistic
approach.
A
B
But
I
think,
probably
the
best
mass
that
I've
seen
I
saw
someone
with
a
mask
that
was
marvel
characters.
Oh
nice
right,
and
so,
if
you
know
anything
about
my
wardrobe,
you
know
that
I
have
scads
of
marvel
comic
book,
character,
t-shirts
and
sweatshirts
and
long
sleeve,
shirts,
and
all
of
that
so
I
did
and
it
was
pretty
early
on
too.
So
I
don't
know
if
maybe
they
cut
up
one
of
their.
You
know
their
marvel
pajamas.
B
Well,
hopefully
they
didn't
cut
up
their
marvel
pajamas
because
you
kind
of
need
those
now
right
right,
true,
but
you
know
something
that
was
marvel
and
they
and
they
made
a
mask
out
of
it.
That's
that
that
was
the
that
was
the
first
one
that
I
went
hey.
That
is
a
really
nice
mask
which
to
me
when
you
think
about
that
sentence,
it's
a
very
strange
sentence
and
two
years
ago.
A
A
C
A
A
C
C
B
A
B
C
C
B
A
B
The
thing
that
really
grabbed
me
that
I
thought
was
the
best
binge
watch
and
and
and
really
covet,
has
not
changed.
My
television
watching
habits
that
much
because
you
know
I
generally
I
have
shows
that
you
know
are
our
live-
shows
that
I
watch
on
the
weekend
on
demand
right
because
I'm
I'm
you
know
I'm
working
or
I'm
catching
up
or
I'm
I'm
doing
something.
So
you
know
it's
not
like.
B
Oh,
I
don't
have
anything
to
do
now,
all
of
a
sudden,
because
I'm
working
from
home,
it
wasn't
that
so
right,
but
one
thing
that
I
was
able
to
binge
watch
because
a
lot
of
shows
were
on
hiatus
because
of
covet
and
they
couldn't
film.
So
the
things
that
I
would
catch
up
with
on
demand
on
the
weekends
weren't
you
know
weren't
there
tyler
perry's
the
oval.
B
Okay,
so
this
is
kind
of
a
a
a
current,
a
more
current
version.
It
kind
of
reminds
you
of
that,
because
it's
so
campy
and
the
acting,
I
think
the
acting
is
just
terrible,
but
it's
like
you
can
you
can't
stop
watching
it,
because
there
are
certain
characters
that
have
such
a
dynamic.
It's
like!
Oh
wow.
These
two
are
in
the
room
together.
Something
really
wild
is
about
to
happen.
B
B
I
was
surprised
to
find
out
that
they've
already
started
their
second
season.
They
started
it
in
february,
so
they're
like
up
to
episode
six
now,
and
so
I
started
binge
watching
season
two
this
weekend.
So
that's
the
one
that
that
really
just
kind
of
I
was
so
sad
when
it
was
when
season
one
ended,
and
I
was
so
hoping
that
they
would
renew
it
for
for
a
second
season.
So.
C
B
You
might
have
one
or
two
that
are
kind
of
complicated
or
you
really
just
don't
know
where
they're
coming
from
or
what's
going
on
with
them,
and
then
you
have
like
these
storylines
that
it's
like,
oh
dear
lord,
can
they
please
just
I
don't
even
care
how
it
ends.
Can
they
please
just
do
something
about
this,
because
I'm
tired
of
hearing
you
know
my
baby
where's,
my
baby
or.
B
A
B
B
B
You
know
learning
a
second
language
is
is
really
hard,
but
I
do
keep
up
with
it
every
day
at
least
five
minutes,
sometimes
ten
and
and
I've
stuck
with
it
and-
and
you
know
at
first
I
was
like
this
is
really
hard,
and
you
know
after
like
a
couple
months,
I'm
like,
I
guess
I
thought
I
was
going
to
be
speaking
fluently
right,
but
I
I
had
to
kind
of
put
myself
in
the
frame
of
mind
of
you
know.
Well,
I
didn't
learn
english
in
a
year.
B
B
B
It
is
it's,
it's
very
difficult,
but
you
know
because
we
try
to
be
sticklers
for
things
and
it's
like
and
you
have
to
learn
like
you
know
he
is.
I
am
you,
are
you
know
those
those
types
of
things
and
those
are
the
that's
kind
of
the
the
track
that
I'm
taking
is
learning
it
from
that
perspective,
as
opposed
to
learning
how
to
walk
into
a
restaurant
and
order.
B
A
A
B
B
Lego
movie-
and
you
know,
and
and
I
had
and
it
and
and
also
a
little
bit
what
makes
it
a
little
bit
more
difficult.
You
know
the
different
words
have
different
origins.
Right
some
words
have
the
same
origin,
but
they're
pronounced
differently
across
languages.
I
had
two
years
of
french
in
college
right,
so
you
know
when
I
kind
of
like
I
see
some
words
and
and
and
then
when
I
go
to
try
to
translate
it,
not
that
I
started
again
speaking.
B
C
A
That's
great
well,
sylvia.
I've
come
to
the
end
of
all
my
questions.
I
really
want
to
thank
you
for
taking
the
time
to
do
this.
I
know
you're
not
super
excited
about
being
in
front
of
the
camera,
but
I
do
really
appreciate
you
doing
this.
I
have
enjoyed
working
with
you.
It's
not
gonna
end,
I'm
not
going
going
anywhere,
you're
not
going
anywhere.
A
B
B
We
had
our
executive
retreat
at
the
at
the
end
of
january
right
and
we
were
kind
of
talking
about
how
to
create
a
safe
place
for
people
to
fail.
Okay
and
I'm
and
so,
and
so,
and
I'm
not
saying
set
anybody
up
for
failure.
I'm
saying
you
know,
as
you
create
your
processes
right,
you're
going
to
have
things
go
wrong,
and
so
how
do
you?
How
do
you
create
an
atmosphere
so
that
people
feel
safe
in
okay?
I'm
going
to
try
this
experiment
and
see?
B
B
You
know
more
important
and
I
and
so-
and
I
you
know
in
thinking
about
trying
to
figure
out
how
to
how
to
how
to
visualize
that
or
how
to
get
in
that
right
mindset,
and
I
I
kind
of
talked
about
you
know
the
something
that
you
know
my
mother,
it
it
it
really
bugs
her
when
people
say
you
know
you're
looking
for
something
and
they
say
well,
it
was
in
the
last
place
that
I
looked
right
and
she's
like,
of
course
it
was
in
the
last
place.
You
look,
you
found
it.
B
Why
would
you
keep
looking
that
really
just
would
be
dumb
right,
and
so
I
you
know,
and
so
and
I
kind
of
related
that
with
you
know
the
same
thing
you
know,
if
you
let's
say
you,
if
you
lost
something,
let's
say
you
know,
maybe
your
keys
right
and
you
go
and
you
look
and
the
first
place
you
look,
it's
not
they're.
Not
there
right
did
you
fail.
Are
you
gonna
stand
there
and
go?
You
know
what
I'm
a
terrible
fail?
No
it
just
wasn't
there.
B
You
know
not
to
look
there
anymore,
although
we
know
if
it's
not
in
the
next
you're
gonna,
go
back
to
that
first,
but
that's
a
different
conversation
right.
So
so
it's
not
there.
So
you
know
it's
not
there.
You
go
to
the
next
place
right
and
you
look
and
it's
not
there.
Did
you
fail
again?
Are
you
a
two-time
loser?
No,
you
don't
think
of
it.
B
That
way,
you
just
think
of
it
as
I
I
didn't
find
it
it
wasn't
there,
it's
not
here
and
you
just
you
keep
looking
and
as
you
look,
you
maybe
refine
your
process.
You
think
about.
Okay,
let
me
retrace
my
steps
and
try
to
figure
out.
You
know
what
I
saw
the
car
is
in
front
of
the
house.
I
know
I
brought
it
here.
Nobody
else
is
here.
B
So
I
know
the
keys
are
here
they're
somewhere
right
and
you
would
find
and
then
eventually
you
find
your
keys
and
when
you
do
that
moment
is
like
yes,
I
found
them
right
and
then
you
move
on
right.
Right
so
if
we
could
kind
of
figure
out
how
to
frame
you
know
our
process,
and
I
think
we
really
need
to
find
a
better
word
than
failure.
B
You
know
to
use
for
that,
so
that
people
are
not
afraid
to
try
and
have
to
come
back
and
say.
Well,
you
know
what
I
tried
that
and
it
didn't
work.
But
what
I
learned
was
this
is
this
and
this
so
now
I'm
gonna
try
this
thing.
You
know
what
I
mean
so
that
was
kind
of
something,
and
then,
when
I
said
that
dolly
said,
oh
my
god,
please
tell
me
somebody
was
recording
that
and
and
so
and
so
she
said
well,
we'll
figure
out
a
way
to
circle
back
with
that.
B
So
so
that
was
for
dolly
okay,
and
that
was
also
one
of
the
you
know,
one
of
the
things
that
I
kind
of
wanted
to
talk
about,
because
it's
important
that
people
understand.
You
know
that
the
exact
team
you
know
we
do
think
about
our
employees
and
and
trying
to
make
a
safe
place,
safe
environment
and
and
and
invest
in
them.
B
C
A
Kind
of
wanted
to
get
that
out,
it's
interesting
you
bring
that
up,
because
I've
always
as
a
manager.
I've
always
prided
myself
in
never
saying
no
right
away
when
an
employee
walks
into
my
office
and
says
I
have
this
idea
before
they
can
even
finish
that
sentence.
I
always
say
yes,
try
it
go.
Yes
have
a
great
time!
A
A
Long
story
short:
there
was
a
a
one-time
shot.
We
had
to
get
it
right
in
the
one
four
seconds
of
doing
it
or
or
we
wouldn't
be
able
to
replicate
it,
but
it
didn't
I'm
sorry
what
no
pressure
there,
no
not
at
all,
but
it
involved
pushing
an
ink
bottle
off
of
a
table
and
letting
it
splatter
and
so
covering
the
studio
floor
with
sheets
making
sure
every
the
cameras
were
correctly
white,
balanced
and
focused
and
exactly
the
way
she
wanted.
A
I
mean
it
was
it
turned
out,
turned
out
awesome
honestly,
but
yeah
try.
Let's
try
new
things:
let's,
let's,
let's
see
how
we're
and
if
it
and
if
it
doesn't,
if,
if
it
doesn't
go
exactly
the
way
you
want,
then
we
do
something
else:
let's
try
something:
let's
try
another
way
to
do
it
or
yeah.
Absolutely
I
I
think,
especially
with
the
technology
available
to
us
now,
not
only
on
my
side
but
your
side
as
well.
Why
not
try
something
and
see
if
it
works
or
or
experiment?
A
That's
probably
a
better
word
than
processes.
Experiment
experiments
trying
to
see
what
works,
what
doesn't
work,
how
we
can
improve,
how
we
can
make
it
better.
All
of
those
things
combine,
I
think
that's
a
great
idea
and
yes
dolly.
We
will
make
you
watch
this
and
you
will
hear
that
we
are
talking
about
it.
A
Sylvia
again,
thank
you
for
taking
the
time
I've
really
enjoyed
this.
I
hope
our
viewers
at
home
also
enjoy
it.
I
just
got
an
email
that
our
next
guest
will
not
be
able
to
the
next
guest
for
the
next
episode
will
not
be
make.
It
will
not
make
it
some
guy
named
alec
guinness.
I
don't
know
we'll
we'll
try
to
get
him
anyway,
we'll
look
into
it.
Hopefully
it
will
work
but
stay
tuned.