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A
B
Oh
man,
oh
man,
yeah
great
stuff
man,
so
I'm
focusing
on
this
and
getting
getting
ready
for
prime
time
went
through
some
numbers.
Man,
the
the
models
man
don't
want
to
the
model,
looks
really
good
for
the
version
where
we're
training,
where
we're
setting
people
up
24
crews
and
one
of
eight
gets
into
management,
meaning
they're
going
to
start
to
learn
to
run
cruise
okay,
I
looked
at
the
numbers
for
that
and
man.
It's
just
kind
of
exposed.
The
revenue
explodes
and
growth
can
potentially
explode.
B
B
I
want
to
show
you
the
rationale
for
out
what
I've
been
thinking
today
and
which
is
pretty
crazy,
but
I
could
see
rapid
scale
like
you
know,
like
it's
going
to
take
time
to
start
up
right,
but
I
think
I
think
I
kind
of
had
an
insight
and
we
could
try
shooting
holes
through
this,
but
this
is
what
the
thing
looks
like
sh-2
enterprise
modeling.
Let
me
send
you
the
link
here.
It's
it's
on
there.
I
see
it
yeah,
but
where
are
you
gonna
go
to
business
plan?
B
Actually,
so
let
me
get
you
the
comments,
so
business
plan
would
be
december.
2021.
Take
a
look
at
this
link.
A
B
Okay,
so
let
me
just
go
through
this
super
quick,
but
so
I
was
thinking
that
thinking
actually
going
to
the
first
doc,
or
maybe
you
want
to,
can
I
share
my
screen.
A
B
So
if
we
go
into
this
dock
here,
I
was
thinking
man
what's
it.
How
can
we
do
this
like?
Because
we
can
only
have
like
a
few
builds
okay
like
quarterly
cycle
like
we
do
the
first
one
april,
let's
say
right:
glide
path,
where's,
glide
path,
I'm
gonna,
look
at
your
glide
path
and
see
how
this
is
consistent.
B
We
have
april,
like
february
through
april,
right
right,
swarm
build
the
latest
on.
That
was
that
if
we
can,
because
we
don't
have
trained
people,
yet
we're
going
to
try
to
fly
and
people
pay
them
well
right
right.
So
that's
man!
If
we,
if
that
works,
then
okay.
B
Build
one
is,
is
around
apr,
let's
see
first
house
first
test.
Here
is
the
april.
One
right
show
house
finished
on
february
1st
first
house
april,
one
and
then
like
three
months
or
two
month
cycles
like
june
1
and
then
august
1.
so
kind
of
like
look
at
the
first
three
builds,
but
if
we
get
a
24
swarm
and
then
we
get
three
three
managers
trained
one
and
eight,
then
each
of
them
could
start
running
the
events
now
so,
basically,
like
you
can
see
this
exploding.
B
So
basically
we
recruit
people
who
have
had
build,
who
have
run
crews
or
or
run
some
kind
of
a
productive
production
operation,
and
we
said
that
maybe
not
necessarily
builders
unless
they're
progressive
builders,
because
builders,
otherwise
just
get
to
get
craftspeople
of
of
some
sort.
To
do
this
so
say
we
could
recruit,
focus
on
that
kind
of
recruiting
for
open-minded
people
who
are
trades
people
but
skilled
crafts,
people
in
other
areas.
B
So
the
orange
line
shows
what
happens
when
we
actually
train
people
the
red
line,
and
this
is
actually
under
the
assumption
that
we
do
one
bill.
Let's
look
at
the.
B
So
I'm
looking
at
quarterly
cycle
build
one
two,
three
four
five.
I
went
all
the
way
up
to
five,
but
build
up
to
build
three
is
realistic.
Perhaps
for
for
this
year,
so
build
three
like
say:
end
of
this
coming
year
build
one
early,
build
to
the
middle
late.
So
first
to
build
and
revenue,
I'm
saying
house
bill
gets
50k
net
revenue,
that's
the
kind
of
goal
that
we
have:
that's
reasonable,
50k
net.
So
we
start
with
the
first
in
kansas
city:
one
build.
B
We
got
24
people,
three
managers
trained
right,
so
the
the
con
that
becomes
interesting
is
the
new
builds
possible.
If
we're
training
people
added
revenue
is
what
the
what
the
managers
actually
start
bringing
in
okay,
so
build
two.
Let's
do
two
builds
in
parallel
because
we
know
we're
going
to
have
idle
people,
because
the
build
in
principle
is
really
fast
and
we'll
find
out
more
on
december
16th.
Right.
So
we'll
see
how
realistic
those
schedules
are
but
say
we
can
build
two
houses
at
a
time,
100k
revenue.
So
I
would
do
that.
B
B
So
then
we
have
three
six
managers
trained
from
that,
because
we
had
two
swarms
of
24
people,
but
they
may
or
may
not
be
the
same
guys,
maybe
different
guys,
maybe
the
same
guys,
but
no
if
it's
six
managers.
That
means,
let's
just
say
those
are
two
different
crews.
So
now
we
have
three
managers
trained.
But
what
are
these
guys?
These?
Those
are
the
three
guys
that
were
trained
in
the
first
build
sure
and
so
forth.
B
So
so
then,
the
next
cycle-
we
do
four
builds
in
parallel,
so
I'm
out
there
going
to
kansas
city
now,
maxing
out
at
four
bills
and
then
from
four
bills.
From
then
on,
like
I
think,
four
is
a
good
number
200k
revenue,
but
now
look
at
the
numbers
of
people
trained,
so
four
cohorts
of
24
four
storms
of
24
12
managers.
So
look
at
what
this
this
this
12
equals.
It's
the
it's
the
two
times,
because
we're
saying
that
each
manager
will
end
up
doing
one
house
build.
B
Then
they
get
good
and
they
can
do
two
at
a
time
and
then
they
can
do
four
at
a
time.
So
this
12
here
adds
up
as
two
times
d12,
which
is
the
guys
trained
two
cycles
ago,
plus
the
new
guys
that
came
from
the
last
cycle
who
built
already.
So
you
can
see
those
numbers
and
same
here
like
now
you're
getting
four
times
the
guys
who
did
three
cycles
ago,
two
times
the
guys
from
the
third
cycle
ago
and
one
time
from
the
cycle
just
before
that.
B
So
you
get
you
get
to
like
huge
numbers
of
capacity
and
added
revenue,
and
it
just
starts
exploding
like
that's
at
this
level
like
so
that's
480k
right
here
added
revenue
on
top
of
the
200k
here.
So
here
you
see
the
red
kind
of
peaks
out
as
a
solopreneur
march
and
proving
the
model
and
then
all
the
other
guys
are
bringing
in
all
this
other
revenue.
So
I
was
just
saying
this.
This
could
be
realistic
in
terms
of
possibly
like
I
mean
this
is
a
big
story
here.
B
This
is
like
showing
exponential
growth
and,
like
pretty
crazy,
I
think
this
is
actually
could
be
doable.
So
what
are
your
thoughts?
Any
any
comments
on
this
thing.
A
B
A
B
Well,
I
was
just
saying
that
here,
so
the
red
is,
if
I
were
doing,
the
builds
leading
crews
at
a
cap
of
four
builds
concurrently.
Every
quarter.
C
B
It's
still
good,
that's
that's!
Per
per,
I
mean
that's
200
k
times,
four,
that's
800k,
but
it
starts
exploding
when
you
get
the
managers
who
are
trained
and
who
start
running
first
one
build,
then
two
builds
after
they
get
good
and
four
builds
when
they
perfect
their
art
and-
and
these
are
super
efficient,
productive
people.
So
the
exponential
happens
when
we've
got
people
trained
in
a
train.
A
trainer
model
for
swarm
builds
now
not
going
to
be
easy
because
to
do
a
swarm,
build
swarm,
build
management.
B
It
takes
a
learning
curve
for
experienced
people.
It
could
be
easy.
I
can't
tell
how
how
difficult
that
would
be,
or
if
I
could
do
it,
but
I'm
assuming
that
I
can
run
up
to
four
or
four
crews.
Four
swarms
of
24.
the
prior
experience
is
running
basically
a
team
of
50.
You
know
myself
and
a
few
you
know
team
of
you
know
we
had
a
couple
of
leaders,
of
course
right
like
three
leaders
and
myself,
but
I
think
to
say
we're
running.
B
B
B
So
anyway,
that's
that's
kind
of
the
thoughts,
because
now,
where
do
the
trained
people
come
in
like
it's
going
to
be
some
balance
between
people
that
we
get
initially,
we
have
to
do
it
with
people
who
are
the
skilled,
trades
people
from
other
areas,
because
we
don't
have
people
and
we'll
see
how
how
quickly
we
can
get
people
trained
that
we.
Maybe
this
is
only
possible
like
what
I'm
showing
those
graphs
is
possible.
Only
with
highly
trained
people
may
not
be
possible
with
people
that
we
just
hi
the
the
people
who
are
just
crafts.
C
We'll
see
well,
presumably
there's
you
know,
there's
people
in
the
kansas
city
area
who
possess
these
skills,
there's
people
everywhere
who
possess
the
basic
skills
that
are
required,
and
that
is
a
question
of
whether
or
not
you
can
entice
them.
Whether
or
not
you
can
convince
them.
C
This
is
a
real
enough
opportunity
to
come
out
and
try
this
out,
and
so
I
think,
we're
in
the
realm
of
marketing
now,
in
addition
to
like
nailing
down
the
timeline
and
the
feasibility
of
this
and
the
eyes
of
kansas
city
and
the
municipality
like
this,
this
is
a
real
marketing
problem,
because
it's
such
a
new
opportunity.
It
kind
of
sells
itself
when
you
lay
out
the
math
like
that,
but
it's
still
we
need
to
recognize.
C
This
is
departure
from
if
we
are
going
to
be
targeting
people
with
existing
skills
who
maybe
earn
a
living
building
houses
now,
so
I
think
that's
that's
where
my
mind
goes
initially.
B
C
I
guess
like
convincing
people
that
it's
a
real
opportunity
initially
it'll
get
easier
over
time,
but
I
did
want
to
ask
about
the
development
assistant
assistant
team.
Did
you
get
any
confirmation
yet
that
we're
scheduled.
A
A
C
A
B
And
what's
what's
your
summary
over
over
the
what
I
just
said:
that's
like
you're,
saying
like
the
the
summary
of
that
is
okay.
So
don't
worry
about
that
is
the
summary
more
like
okay
prove
the
the
first
build,
and
then
it
will
be
downhill
from
there
or
what?
What
are
your?
C
No,
I
like
everything
else
that
you
think
is
possible.
It
doesn't
change
the
initial
steps
we
have
to
take
so
right
now
we're
working
on
building
a
refined
plan
so
that
we
can
actually
accomplish
the
mission.
C
And
regardless
of
how
successful
we
are
attracting
the
right
people
and
building
a
cohort
of
instructors,
we
still
need
to
cross
that
first
threshold.
The
and
future
houses
depend
on
that.
So
so
to
me,
the
limiting
factor
is
here:
the
success
in
the
actual
two-week
build
that
we're
talking
about
and
coordinating
with
all
the
appropriate
agencies
to
make
sure
it's
compliant
to
me.
That
is
all
like
getting
a
sense
of
that
and
having
the
plan
is
a
prerequisite
to
committing
to
pay
people
to
either
fly
out
or
to
recruit
them
locally.
B
Yeah
yeah,
except
I
mean
already,
I
think
it
changes
something
for
me
in
terms
of
the
kind
of
message
we're
putting
out.
There
is
more
not
just
like.
Can
we
scrounge
by
but
really
high
quality
people
who
see
a
real
growth
opportunity
here
for
for
a
very
yeah,
just
a
very
attractive
opportunity
based
on
if
we
can
find
the
proper
leadership,
because
I
think
this
ups,
the
the
bar
in
terms
of
like
who
are
going
to
be
getting
to
the
show?
No
that's
my
new
clarity
is
well,
let's
get
some
really.
B
Let's
talk
to
the
top
tops
of
the
tops
people
who
are
probably
perhaps
well,
who
are
probably
successful
in
something
else
already
and
we're
going
to
basically
say
no.
No.
This
is
actually
something
that
you
should
consider,
because
you're
going
to
stick
around
we're
going
to
make
you
an
offer,
you
cannot
refuse
kind
of
thing.
B
Yeah,
so
focusing
on
management
management,
growth,
growth
of
our
management
capacity,
because
the
the
thing
I'm
trying
to
get
away
from
is
okay,
let's
get
let's
start
up
a
business
unit
does
not
need
me
to
to
do
everything
like
so
that
is
training
and
transferring
that
so
the
higher
level
manager,
a
manager
we
can
get
to
this.
The
more
diverse
skilled
person,
which
also
means
highly
paid
that
the
quicker
I
shall
transcend
the
missouri
compromise
of
slavery
and
become
free.
C
D
A
C
But
it
still
all
comes
down
to,
like
our
ability
to
attract
those
people
in
part
depends
on
the
feasibility
of
the
project,
of
course,
so
that
that
that
just
seems
like
the
short-term
focus
right
now.
I
don't
know
where
you
like
other
than
illustrating.
What's.
B
Oh
yeah,
that's
why
I
got
a
new
job
for
you,
yeah
about
managing
so
about
so
the
the
cabins,
given
that
katharine
needs
some
help
on
that.
She
couldn't
join
today,
she's
trying
to
relax
here.
So
we
don't
know
how
much
she's
gonna
be
able
to
contribute
throughout.
I
mean
hopefully
more
than
less,
but
I
think
I
was
gonna
say:
can
we
get
you
actually
if,
if
maybe
like,
take
that
on
more
sushi,
because
we're
kind
of
saying
before
it's
okay,
if
katarina
can
do
it,
then?
B
B
D
B
Actually
for
the
cabins,
if
it's
a
done
in
the
framework
of
a
builder
crash
course
and
infrastructure
creation,
if
it's
builder
course,
it
would
have
those
people
to
build
a
real
thing.
You
know
what
I
mean
and
last
we
talked
we
were.
We
were
going
to
have
kitchen
and
bathroom
windows
right
in
each
one.
I
think
a
bathroom.
B
Bathroom,
yes
bathroom
at
least
so
so
with
that
said
like
given
that
okay
to
get
leading
up
to
any
of
this,
what
I
said
regarding
the
revenue
model
side
that
contributes
to
documentation
and
infrastructure
that
gets
us
to
apprenticeships
and
so
forth.
But
it's
it's
mission,
critical!
It's
it's
the
documenting,
all
the
building
stuff
like
right
now
until
february,
the
first
I
want
to
do
a
tour,
so
I'm
already
starting
to
invite
people
for
february,
first,
okay,
but
the
documentation
for
builders.
B
B
So
I'm
gonna
see
myself
a
lot
doing
that
and
I'm
doing
like
four
hours
a
day
on
that
working
on
a
house
outside
of
organizational
work
outs,
just
so
physical
work,
it's
like
I'm
out
there
like
four
hours
and
then
documenting
and
scheming
outside
of
that
so
like,
for
example,
working
someone
materials
organization
today
and
stuff
like
that.
But
I
don't
know
how
we
can
enlist
you
in
that,
like
maybe
think
of
this,
as
let's
do
the
you
know
get
up
like
make,
make
the
the
cabin
course
happen,
no
matter
what
okay,
because.
B
B
C
Happens
otherwise,
just
yeah.
Can
you
just
right
now
what
I'm
tracking
as
priorities
are
from
last
week,
are
the
emergent
ventures,
application,
construction,
timeline
and
planning
for
the
first
house
build,
and
those
were
the
two
things
that
we
left
last
week
as
the
current
focus
and
then
now
are
you
saying
that
you,
regardless
of
what
happens
with
the
house,
build
you
want
to
be
able
to
run
cabin
builds
on
site
to
initiate
infrastructure
and
development?
Is
that
what
you're
saying.
B
And
so
far
that's
gonna.
That's
gonna
require,
if
so
say,
if
you're
an
instructor
doing
that
we're
building
capacity
to
teach
and
talk
to
document
and
teach
people
how
to
do
this.
So
it's
it's
synergistic
to
that.
So
I
would
say
yeah
like
when
I'm
thinking
about
product,
that's
that
I
I
see
emergent
ventures,
yes,
cool.
B
It's
not
like
for
the
merchant
ventures,
if
we
think
about
it,
because
we
have
some
money
enough
money
to
prototype
the
next
build
at
least
one
one
build
well,
do
the
real
build
it's
not
like
in
terms
of
rollout
sequencing.
It's
not
critical!
It's
nice!
It
might
be
really
good,
okay,
yeah,
but
I
actually
think
that
I
mean
I
think.
Maybe
we
can
just
knock
that.
B
B
Developing
that
leadership
capacity
to
to
lead
crews
means
like,
if
you
can
help
on
on
okay,
here's
procedures,
like
literally
thinking
of
taking
take
since
you're
more.
You
know
you
have
more
of
an
outside
perspective,
helping
on
the
on
the
part
of
the
document
like
the
cheat
sheets,
man
cheat
sheets,
looking
back
to
actual
design.
A
C
B
The
model
right
now
is
in
sweet
home
3d.
So,
for
example,
let
me
show
you
what
the
cabin
looks
like
right
now.
So
let
me
share
my
screen
again.
B
B
That's
kind
of
how
it
looks,
but
here,
if
you
go
to
this
google
drive
here,
the
cad
is
in
sweet
home.
It's
a
concept
now
sweet
home
is
something
you
download
readily.
So
you
download
this
thing
cabin
and
then
you
boot
up
sweet
home.
So
I've
got
sweet
home
open,
for
example,
here
so
open
that
cabin
that's
the
cabin.
A
B
How
it
looks
now
sweet
home,
you
can
work
off
of
this
now.
Actually,
all
the
modules
are
like,
for
example,
I
was
sho
like
in
this
one.
These
are
the
actual
technical
wall
modules
like
for
the
seed
home
three
actually
right.
So
this
kind
of
stuff
is
what
you
do
and
it's
like
you
hide
and
unhide
stuff
here
within
within
a
part
tree.
B
So
this
is
like
pretty
much
user
friendly,
so
you
can
learn
this
in
a
second.
You
can
basically
open
up
all
these
files
that
all
you
need
to
do
is
manipulate
these
things
like
make
them
ungroup
them
and
make
them
you
can
can
hide
in
and
show
all
the
different
parts
readily,
but
yeah
the
cabin
cabins
are
like
this.
So
from
your
perspective
I
mean,
how
does
the
you
know
say
say
it's
the
the
cabins
that
we
build
out.
B
C
And
we
can
do
that
so
since
our
last
meeting
I've
gotten
up
some
bad
news.
A
A
C
That
doesn't
mean
that
coming
out
to
missouri
is
impossible.
It
just
changes
my
availability,
it's
going
to
require
some
advanced
planning
to
make
that
work.
So
I
just
wanted
to
give
you
a
heads
up
that
we
don't
know
the
full
implications
of
that,
but
it's
definitely
gonna
impact.
My
availability.
D
B
Yeah,
I
mean
so,
does
it
look
like
I
mean
so
we
we
have
a
date
in
terms
of
planning,
I
mean
we
do
have
a
date
tentative
date
for
the
the
crash
course
I
mean
is.
Would
that
with
this
amount
of
notice?
And
you
think
it
would
be
hard
or
you
can
make
it
because
we
we
know,
you
know
we
have
a
date
on
a
potential
calendar.
C
So
so
date
on
the
potential
count
just
to
be
clear.
The
the
crash
course
you're
talking
about
the
tiny
house
or
the
the
cabin.
A
C
Okay,
what
which,
which,
which
tentative
date
are
you
talking
about
for
that.
C
B
C
But
keep
in
mind
like
the
the
this
glide
path
was
designed
because
we're
we're
sort
of
we're
trying
to
work
around
just
manpower
requirements
of
of
urine
kettering
as
brains,
so
you
know
to
to
make
the
the
home
builds
occur
simultaneously
with
the
crash
course
needs
either
money
or
it's
going
to
need
money
and
some
additional
coordination
and
resources
to
make
that
happen
simultaneously,
and
so
I
think,
on
the
glide
path.
C
But
that's
an
assumption
that
can
change.
If
you
need
to.
A
B
You're
saying:
what's
the
ramifications
of
what's
what
you
said
so
the
revenue
generation
from
the
build
funds
we
were
going
to
either
pull
a
trigger
on
okay,
maybe
get
additional
funding
or
we'll
see
if
the
the
revenue
project
revenue
from
the
actual
build
allows
us
to
to
actually
fund
fund
infrastructure.
But
it's
more
like
yeah.
C
C
C
Of
that
right
and-
and
so
I
think
my
understanding
was
focusing
on
the
seed
eco
home-
build
meant
that
you,
you
do
two
things
you
generate
revenue
and
you
develop
interest
in
the
cdc
home,
which
can
then
drive
potential
investment
or
like
build
a
better
case
to
go
to
steve
or
somebody
else
to
say,
like
hey,
we've
done
this
we're
successful.
Now
we
need
to
invest
in
our
infrastructure
yeah.
C
But
again,
these
are
all
these
are
all
floating
assumptions
and
week
to
week,
they're
changing
and
we
need
to
leave
the
door
open
for
that
and
so
like
right
now.
Our
limitations
are
your
time,
my
time
in
katarina's
time,
because
because
you're
simultaneously
trying
to
build
the
physical
house
and
refine
the
designs
for
the
spec
build
I'm
trying
to
operationalize
the
construction,
the
actual
construction
timeline
and
liaise
with
the
kansas
city,
development
office,
and
so
anything
else
that
we
do
on
top
of
that
is
going
to
take
time.
C
Take
our
attention
away
from
those
that
initial
mission,
which
is
the
spec
build,
so
so
just
be
simply
being
aware
of
the
trade-off
here
now.
The
quick
way
around
that
is
to
to
like
hire
somebody
who's,
not
like
me
and
able
to
work.
You
know
for
free
right
now
to
take
on
additional
tasks
to
produce
some
result
and
so
like.
If
you
wanted
to
have
the
crash
course
be
a
simultaneous
line
of
effort,
we're
going
to
have
to
invest
something
into
making
the
campus
ready
for
12
or
24
people.
C
B
Yeah
we
need
we
need.
I
think
the
most
important
thing
is
documentation
regarding
everything
around
the
city
goal.
So
I'm
seeing
february
1
come
about,
documentation
is
not
complete.
We've
got
the
full
build,
and
maybe
maybe
like
between
february
1
and
march
1st,
if
the
focus,
because
there's
going
to
be
building
product
development
for
cd
home,
actually
building
and
finishing
everything
counting
up,
I
mean.
Actually
we
can.
B
So
if
everyone
to
to
march
one
documentation,
then
there's
site
selection
and
planning
house
micro
factory
at
factory
farm
production
facility,
there.
C
For
your
available
resources,
which
is
why
I
keep
going
back
to
like
you-
can
hire
somebody
additionally
to
help
you
do
this,
but
that's
going
to
require
resources
that
we
don't
have
yet.
C
C
Creating
a
crash
course
is
going
to
depend
on
our
ability
to
feed
people
to
house
them
comfortably
to
deliver
on
the
marketing
campaign,
for
why
they're
coming
out
there
to
begin
with,
have
the
product
and
the
instructions
ready
in
the
documentation
and
slash
curriculum
for
while
they're
out
there,
like
developing.
All
of
those
things
is
going
to
be
very
resource
intensive
on
on
us
right
now,
and
so
I
think
the
truth,
but
yeah,
that's
all
I'm
trying
to
say
is.
Is
I'm
happy
to
do.
A
C
That
is
like
one
of
the
things
that
you
think
is
necessary
to,
like
you
know,
move
the
glide
path
forward.
From
from
my
understanding,
though,
it's
your
time
is
better
used.
Making
the
cd
go
home,
the
best
possible
priority
can
be
for
the
spec
build.
B
That's
right,
I
mean
I
thought
I
thought
the
crash
course
is
synergistic
in
the
sense
that
what
is
the
overlap
of
a
documentation
for
so
so
thinking
specifically
about
yeah,
I
mean
I,
I
think
it
boils
down
to
procedures,
build
cheat
sheets,
sure
that
are
really
high
quality,
yeah.
C
In
terms
of
like
the
curriculum,
slash
program
schedule
for
the
crash
course-
and
that's
that's
one
small
part
of
it,
but
there's
still
the
like
actual
moving
equipment
around
and
cleaning
up
the
side
and
putting
fresh
coats
of
paint
on
stuff
and,
like
those
things,
are
labor
intensive
and
will
require
some
investment
in
time
and
people
or
time
and
labor
and
money.
C
C
Implementation
and,
in
the
background
of
all
of
our
discussion,
so
far
has
been
this,
like
silver
silver
bullet
option,
to
just
get
money,
and
do
it
do
the
on-site
campus
infrastructure
development
thing,
but,
as
we've
been
going
through
since
I
visited
you,
it
seems
like
that's
less
and
less
the
ideal.
C
First,
move
like
maybe
that's
a
move
we
make
after
we
successfully
build
a
house
in
kansas
city
and
I'm
seeing
a
lot
of
obstacles
to
building
the
house
in
kansas
city
based
on
the
swarm,
build
model
that
we've
come
up
with,
because
we
haven't
even
talked
to
the
development
assistance
team.
Yet
so
like
nobody
from
the
kansas
city
government
has
heard
the
pitch.
C
C
How
are
we
going
to
handle
the
travel
lodging
for
workers
that
come
out
if
we
bust
that
timeline,
like
those
are
all
super
high
risk
contingencies
that
we
don't
have
answers
to
yet
so
my
thinking
was
like
you're
using
this
time,
the
four
hours
on
site
and
then
the
rest
of
the
time
developing
the
product,
as
we
engage
with
the
kansas
city
department,
to
answer
those
questions
so
that
by
you
know,
february
1st
we
have-
and
we
have
the
rough
timeline
that
we
can
then
get
down
into
the
weeds
at
so
like
we're.
C
But
we
could
we
could
eat
just
as
equally
like,
depending
on
the
level
of
support
that
it
currently
exists,
for
what
you're
doing
in
your
name,
recognition
of
ose
we
just
as
easily
could
you
know
change
the
assumptions
that
instead
of
the
cd
go
home,
build?
The
crash
course
is
the
thing
we
should
be
focusing
on,
because
it's
like
also
going
to
build
credibility
and
also
going
to
generate.
B
B
No,
no,
that's
not
that's
not
that
I
mean
we
know
that
the
bottom
line
is
houses.
Real
needs
crash
courses
supports
supports
that
because
it
will
generate
people
that
know
how
to
build
and
that
can
work
with
us
or
build
their
own
houses.
C
But
as
you
laid
out
as
you
laid
out,
the
swarm
build
for
the
cdco
home
there's
a
way
to
pull
in
a
lot
of
those
outcomes
of
the
crash
course
and
then
by
recruiting
the
right
people
to
turn
them
into
instructors
and
managers.
I
mean
you
never
know.
You
may
build
the
first
house
successfully
if
it's.
C
If,
if
we
plan
effectively
and
and
the
house
is
a
successful
project,
there
may
be
sufficient
demand
where
you
can
guarantee
people
the
type
of
pay
and
and
growth
that
you
know
you
would
need
to
scale
this
thing
up
on
just
the
housing
side
potentially,
and
so
the
bottom
line
is
like.
This
is
just
a
big
experiment:
it's
we're
producing
the
minimum
viable
product
to
gain
more
information
about
the
market,
to
then
drive
future
business
decisions.
B
I
feel
that
I
want
to
see
if
you
can
pull
in,
I
could
get
you
in
involved
in
some
of
the.
I
think,
the
leadership
or
no
like
things
that
are
there's
the
management
part
of
managing
people
effectively.
That
needs.
I
was
hoping
that
you
would
be.
I
guess
I
guess
I
was
unclear
whether
you're
you
would
be
participating
and
when
we
actually
do
the
five-day
or
well
how
we
don't
know
what
it's
going
to
look
like
right
now
until
the
16th,
but
were
you
were
you
considering?
C
No,
no
that's
still
on
the
table.
It's
still
on
the
table.
The
the
variables
that
determine
like
that
feasibility
are,
you
know
what
the
actual
construction
timeline
is
going
to
be.
What
the
budget
is
because
like
in
order
for
me
to
come
out
there.
Realistically,
I
would
have
to
bring
my
daughter,
which
means
you
know,
figuring
out
a
child
care
situation
in
kansas
city,
which
may
involve
me
bringing
somebody
else
from
my
family
out
to
help
me
out
you.
C
So
you
can
see
how
this
kind
of
spirals
out
but
like
in
principle
whether
or
not
I'm
there
is
not
a
limiting
factor
yet
and
creating
a
a
a
management
role
for
somebody
to
be
on
site.
That
has
sort
of
sees
the
same
picture
that
you
and
I
see
is
a
solvable
problem,
even
if
it's
not
me,
but
I'm
still
very
much
interested
in
filling
that
role.
If
I
can,
but
at
the
end
of
the
day,
what
I'm
saying
is
like
that's,
not
a
limiting
factor
right
now.
B
Yeah
I
mean
whatever:
whatever
those
schedules
are
we
gotta
we're
gonna
have
to
roll
out
somehow.
Nonetheless,
I
think
I'm
trying
to
call
out
for
is,
I
don't
know
if
you
can
be
involved
like
if
you've
got
you
know,
we've
got
a
limited
energy
on
getting
this
product
out
right.
B
Documentation
of
it
right
because
one
side
is,
I
mean,
there's
documentation
the
management.
I
mean
you
built,
you
build
some
carpentry
stuff
right,
so
you
do
some
woodworking
right
right.
So
I
think
if
we
talk
about
the
management
perspective,
you
have
some
insight
on
actual
organizing
the
workflows
sure
like
that
level
of
documentation
and
management.
That
goes
into
this,
which
which
we
have
to
have
laid
out
very
carefully
like,
like
perhaps
looking
at
the.
B
I
guess,
I'd
be
asking
about
shifting
you
to
looking
more
at
the
build
construction
like
not
as
much
the
the
project
management,
which
I
mean
we're
we're
gonna.
Do
that
I'm
not
really
concerned
about
that.
Like
can
we
make
it
through
the
codes?
Of
course
we
can
it's,
it's
the
questions
are
what
cost
and
you
know,
how
does
that
affect
our
model
and
we
always
innovate
and
respond
to
that
because
it's
you
know,
there's
some
unknowns
like,
for
example,
is
the?
B
Can
you
ins
very
technical
things
like?
Can
you
install
the
the
electrical
connection
before
the
the
finish
of
the
house,
because
that
will
influence
because
we're
optimizing
everything
to
to
the
limit
it'll
determine
how
we
trench
like
our
trenching
strategy?
You
know
stuff
like
that,
just
technically
in
execution,
how?
How
do
you
make
sure
all
those
details
line
up
that
they're
that
they're
the
most
efficient?
B
You
know
that
build
procedure
like
you
know
the
many
arrows
which
can
be
in
parallel,
which
can't
evaluating
those
those
steps
and
really
strategizing
on
that
I
mean
specifically
for
the
first
build
which,
which
is
going
to
be
completely
different
than
if
we're
doing
like
four
houses
at
a
time
and
like
how
it
influences
this
this
month.
But
anyway,
that
has
to
be
detailed
for
the
specific
case
of
people
flying
in.
B
We
don't
know
a
lot
of
the
details,
but
like
we
can
actually
start
planning
like
okay.
What
do
we
know?
What
don't
we
know?
We
know
that
we
have
to
build
a
house.
We
know
that
we
can
build
it
and
we
can
probably
build
it.
C
There's
a
step
we
have
to
get
to
before
we
build
the
instruction
board
because,
like
you
said,
a
lot
of
the
a
lot
of
the
steps
are
going
to
require
a
knowledge
of
the
inspections
and
and
what
needs
to
be
visible
and
stuff
like
that,
and
so,
like
the
answer,
your
question
is
like.
Yes,
I
can
be
involved
in
developing
the
process,
management
for
building
the
actual
house
and
the
instruction
book,
but
that
is
an
output
of
understanding
having
a
common
operational
picture
of
what
our
compliance
measures
are.
B
Yeah,
but
that's,
I
think,
that's
known
more
than
you
think
what
we're
asking
regarding
is
like,
like
the
very
details
man
like
in
a
scheme
of
most
of
the
workflow
management,
that's
like
it
doesn't
affect
it
a
lot.
It
affects
the
schedule,
but
that
means
that
we
follow
the
same
schedule
at
this
point
versus
oh
now.
It's
delayed
like
that,
and
we
might,
you
know,
might
think
of
some
parallel
tests.
So
I
don't
think
like
it's
as
big
as
you
think
we
we
say
a
lot
to
it,
a
lot
about
it.
We
make
it
like.
B
B
That's
already
valid,
no
matter
what
you
know
what
I
mean
totally.
B
Yeah
I
mean
so
yeah,
I'm
still
unclear
what
the
what
answer
is.
So
so,
if
we're
doing.
B
So
with
or
it
doesn't
matter,
if
that's
you
doing
that
or
we're
passing
it
on
to
somebody
else,
I
mean,
but
I
think
that
the
thing
that
does,
I
don't
think
that
matters,
because
someone
would
have
to
do
it
so
we
have
to
generate,
but
I
guess
I'm
trying
to
feel
out
the
like
whether
you're
clear
about
the
purpose
of
that
or
is
that
your
role
to
take,
or
should
we
try
to
try
to
fill
this
role?
Some
other
way.
C
I
mean
I
I'm
that's
not
where
my
head
goes.
I
mean
I'm
willing
to
fill
whatever
role
you
need,
so
I
don't.
I
don't
really
imagine
my
role
as
being
constrained
by
anything.
You
know
I'm
I'm
volunteering
here
and
I
just
want
to
see
this
thing
turn
into
reality.
So
if
you
need
somebody
to
pick
up
trash
I'll
pick
up
trash,
I
think
the
bigger
question
is:
what
is
what
are
the
steps?
C
What
are
the
things
that
need
to
be
in
place
to
turn
this
into
a
reality
and
so
you're
in
a
better,
better
position
to
make
that
determination
that
I
am.
D
B
Yeah,
maybe
that's
not
well
defined
for
you,
but
for
me
it
is
quite
clear.
It's
it's
absolutely
it's
the
idea
of
understanding,
just
a
complete
like
when
I
say
playing
this
like
an
olympic
athlete.
That
means
in
my
mind
I
can
picture
the
whole
thing.
So
I'm
a
really
good
conductor
right.
So
a
conductor,
I
think,
is
a
good
good
metaphor,
because
you
know
there's
so
many
pieces
of
instrument
coming
in
and
at
very
specific
times
and
yeah.
B
B
I
don't
know
how
hard
it
is
to
be
a
conductor
because
I've
never
tried
it,
but
but
there
are
things
things
like
critical
items.
Are
the
quality
control?
It's
that's,
not
a
magical
thing.
It's
a
very
quantitative,
process-oriented
thing
you
can
nail
that
to
to
absolutely
like
like
steep,
was
asking
well.
Is
this
going
to
be
good?
Well,
well,
yeah
that
you
got
to
design
the
quality
control
process
just
like
you're
designing
the
house
itself.
B
B
That's
that's
one
one
level
and
before
we
get
into
the
actual
instructionals,
the
concept
of
work
breakdown
structure
is
very
critical.
It's
it's
like
break
break
down
something
that
right
now
we're
talking
about
the
idea
that
that
24
people
seamlessly
without
anybody
stepping
on
their
shoes
on
someone
else's
toes,
actually
works
seamlessly
like
that
and
that's
unheard
of,
but
it
requires
a
level
of
discipline
level
of
detail.
That's
also
unheard
of!
B
So
that's
what
I'm
saying.
That's
the
part!
That's
that
takes
the
time.
This
extreme
manufacturing
thing,
no
free
lunch
there,
it's
a
pretty
rigorous
process
and
that's
and
that's
the
part
that
we
we
have
a
pretty
hard
time
to
to
find
people
for,
because,
like
an
architect,
doesn't
really
do
this.
B
They
design
concepts.
Largely
I
mean
there's
some
some
people
that
do
it,
but
we
just
haven't
been
been
good
at
at
finding
the
people
that
that
can
do
it,
but
I
think
just
it's
really
into
getting
into
the
nitty-gritty
of
just
like
pretty
arduous
process.
Product
process,
quality
control
management,
like
all
the
different
things
that
go
in
there,
but
they're
very
well
defined
like
the
quality
control
is
very
well
defined.
B
Timing
is
very
well
defined.
Tooling
is
very
well
defined
and
there
might
be
like,
but
even
look
at
tooling
like
that,
could
be
in
a
book
in
itself,
because
you
can
do
any
tasks
10
different
ways.
What
level
of
jigging
are
you
gonna
design
into
this?
Like
so,
okay,
there's
build
and
there's
jig
builds.
You
can
invest
like
100k
into
jigs.
That
makes
this
make
this
doable
or
you
can
invest
in
a
factory
or
there's
different
ways
to
do
it.
B
So
for
every
single
aspect
of
this
process,
there's
complete
detect
to
get
this
product
to
to
be
like
x,
x
times,
lower
cost
and
industry
standards.
It
has
to
have
that
much
more
work
go
into
it
and
we've
done
a
lot
of
it
and,
but
I
think
like,
as
always,
we
just
scratch
the
surface
right,
because
then
the
end
of
it,
it's
it's.
It's
a
gradual
substitution
of
of
things
that
make
it
go
better
like
like,
for
example,
the
3d
printer
right.
B
So
now
we're
actually
printing
the
whole
module
and
quality
control
is
built
into
it.
The
quality
control
is
built
into
how
well
you
build
the
printer.
You
know
stuff
like
that,
so
it
can
go,
go
levels
and
levels,
and
and
also
deciding
like
on
the
way
we
do
the
documentation.
Is
it
language,
diagnostic
instructionals?
Is
it
cheat
sheets
like
it's
like?
I
don't
know
like.
B
I
think
to
do
this
at
the
level
where
I
think
we
would
really
need
eventually
is,
like
I
don't
know
like,
I
would
say,
like
20,
like
really
good
people
for
like
a
whole
year,
like
really
good
people,
not
not
just
scrubs
off
the
street
people
who
just
graduated
no
like
people
with
experience,
but
anyway
it's
I
think
the
amount
of
effort
is
is
our
juice,
and
I
think
we've
done
a
lot
of
work
on
this
already.
B
We've
got
a
lot
of
this,
but
at
the
same
time
I
feel
like
we're
scratching
the
surface
of
what's
possible
here,
but
I'm
just
saying
that
that's
the
part,
that's
that's
the
difficult
part,
the
actual
that's
the
design
so
design
design
of
every
single
element
of
this,
and
I'm
not
really
concerned
about,
like
I
mean
maybe
was
before
like
about
all
like.
How
are
you
going
to
make
it
through
codes,
and
is
this
compliant
well?
Well,
obviously,
many
people
build
houses
that
are
compliant
and
we
just
have
to
do
that
and
that's
all.
B
But
so
I
don't
see
that
as
a
big
big
deal.
The
big
deal
is
the
innovation
and
how
we
are
designing
and
building
while
fitting
that
into
the
the
current
standards
and
if
they
don't
fit
into
the
current
standards,
we
have
to
pretty
much
quickly
reevaluate,
okay.
Now
this
is
the
way
we
upon
every
new
piece
of
information,
we'll
get
a
different
process
like
we.
We
might
have
this
procedure
for
doing
electrical.
B
We
talk
on
the
16th,
we
find
a
different
procedure.
We
see
that
we
have
a
different
procedure
and
in
a
different
jurisdiction
it
might
be
different
right
because
there
might
be
some
variation
to
all
these
things.
So
I'm
just
emphasizing
the
level
of
rigor
that
has
to
go
into
the
actual
design
of
product
and
process
to
deliver
that
product.
C
I'm
on
board
it's
going
to
be,
I
think
the
the
initial
step
for
me
still
has
to
be
information
gathering,
which
means
looking
at
all
the
components
and
then
trying
in
my
mind,
imagining
the
optimal
way
to
permit
to
for
a
team
of
people
to
put
them
together
and
then
from
that
from
those
two
steps
then
sketching
out
what
the
plans
should
look
like
and
what
the
process
should
look
like,
and
so
like
I'm
on
board,
to
do
that,
I'm
going
to
need
your
help
initially,
to
help
to
focus
what
I'm
looking
at,
and
maybe
it's
just
maybe
it
doesn't
matter
where
I
start,
because
there's
just
so
much
there
started.
B
The
foundation,
so
I
would
say,
we've
already
got
copious
documents
on
everything
right,
so
why
don't
you
start
at
see?
If
you
can,
I
mean,
I
think,
you've
done
a
good
job
in
parsing
and
eliciting
good
information
out
of
the
wiki,
and
this
is
this
is
like
that:
here's
here's
how
he
did
and
how
he
planned
it
and
here's
how
he
did
it
here.
B
Nothing,
that's
got
any
slope
or
nothing.
That's
got
like.
I
don't
know
something
like
trees
on
this
one
side
or
whatever,
because
that's
how
our
workflow
goes
like.
We
really
want
to
integrate
at
that
level.
So,
right
now
we
did
a
what
we
did
here
was
we.
We
had
a
sloped,
I
mean
where
we
built
this
one
was
sloped,
and
that
was
the
procedure
we
used
there.
B
So
we
have
to
decide
certain
things
like
okay.
Is
that
going
to
be
like?
Where
we're
digging
the
saw
for
the
little
pad,
or
is
it
actually
going
to
be
trucked
in
this
and
that,
like
those
kinds
of
decisions
that
might
actually
influence
like
it's
all,
this
recursive
thing
and
every
piece
like
adds,
adds
more
info
to
the
puzzle
because
we
do
want
to
do
an
efficient
build
and
we
find
that
definitely
like.
B
Oh
just
because
you
did
do
this,
you
just
saved
like
2x.
You
know
that
kind
of
stuff
it
does
matter
and
and
because
we're
trying
to
optimize
the
product.
We
we're
yeah
we're
trying
to
do
that
that
level
of
analysis.
But
I
think
what
you
can
do
is.
Okay,
so
say:
okay,
assume
a
lot,
that's
buildable
in
kansas
city.
How
do
we
do
the
foundation?
Let's
assume
it's
flat?
B
Let's
assume
we
have
like.
We
can
dig.
We
have
to
evaluate
these
things
like.
Can
we
dig
ditches?
Do
we
have
to
you
know?
Is
there
material
there
to
do
the
proper
grade
and
slope
for
what
this
needs
to
be,
because
possibly
there
might
be
many
places
where
you
actually
got
to
move
soil
in
from
off-site?
I
don't
know,
but
I
think
we
can
start
the
foundation
and
say
okay.
This
is
what
we
do
right
now.
This
is
what
we're
doing,
and
we
actually
did
already
did
that
too.
B
There's
a
very
clear
rationale
for
how
we're
doing
it
that
minimizes
earth
moving
and
it's
it's
efficient
and
all
that,
but
we
might
want
to
reevaluate
that
see
if
that
makes
sense
for
what
the
actual
first
build
so
maybe
take
what
we
have
already
and
and
start
start
doing
start.
I
think
from
the
the
perspective
that
you
do,
which
is
like
asking
questions
and
and
like
you
know,
kind
of
like
verify
the
plan
like
you're
saying,
like
we
got
the
glide
path
to
kind
of
verify.
B
If
we're
on
time,
you
think
you
can
do
this
for
now
with
the
build
process.
Okay,
this
this
makes
sense
or
it
doesn't.
C
I
mean:
is
there
a
better
alternative?
You
know
I
mean
unless
you
can
hire
a
construction
manager
and
that
that's
really
going
to
be
the
limiting
factor
on
this
man
is
like
my
own.
Expertise
is
going
to
tap
out
pretty
quick
and
I'm
gonna
be
slower
to
arrive
at
some
of
these
answers
than
somebody
who's
an
expert
on
it.
But
if
it's
the
best
alternative,
we
have
right
now,
then
that's
what
I'll
do.
B
Well,
but
the
see
the
there's
another
thing
to
this,
and
that
is
we're
trying
to
educate
people
to
to
learn
this
process,
how
you
make
these
decisions
because,
because
I
don't
think
we're
going
to
scale
to
where
we
need
to
until
we
teach
people
how
these
decisions
are
made.
So
maybe
part
of
this
could
be
like
what
is
the
thought
process
or
the
design
process
like?
Maybe
you
can
elicit
like
here's,
the
actual
design
considerations
like
that
kind
of
stuff?
You
think
you
can
work
at
that,
maybe
that
metal
level
for
how
you.
B
So
here
we
design
a
foundation,
and
then
we
say:
here's
what
you
have
to
consider
to
design
and
finish,
because
the
part
of
teaching
people
to
replicate
the
same
thought
process
is
what's
going
to
yield
transformative
housing.
They
have
to
understand,
understand
the
conditions
enough
so
that
they
can
perform
that
way,
and
I
think
and
I'm
inclined
to
think
that
a
person
that
can
think
rather
a
subject
matter
than
a
subject
matter
expert
is
potentially
even
better.
C
I'm
just
saying
it's
going
to
take
longer,
I'm
just
not
going
to
be
able
to
move
as
quickly
I'm
not
going
to
be
able
to
arrive
at
the,
and
I
may
get
some
key
stuff
wrong
that
that's
all
like.
I
don't
want
to
lose
focus
here
with
the
mission
like
the
mission
here
is
to
successfully
build
and
sell
a
house.
C
A
C
C
Yeah,
I
don't
want
to
get
too
bogged
down
into
what's
possible
right
now,
because,
like
we
can
accomplish
the
mission
without
a
perfect
version
of
this
process,
yeah.
B
Absolutely,
I
think
so
I
think
so
and
it's
it
always
gets
better,
but
I
think
what
what
could
be
useful
is
like
refactoring
what
we
have
already
yeah.
So.
B
Would
that
be
useful?
Yes,
it
would
be
useful.
I
guess
I
guess
you're
pointing
out
to
them
to
how
much
time
it
will
take,
but
somebody's
got
to
do
it,
whether
me
or
somebody
else
we
gotta,
I
mean
at
the
very
least
at
least
it
could
be
like
you
could
be
like
an
editor,
because
we
think
we
know
how
to
do
this
already
right.
B
C
C
Can
this
be
standardized
asking
those
types
of
questions
and
then
the
synthesis
of
that
is
a
clear
like
decision
tree,
basically
for
somebody
who
walks
up
on
these
plans
and
says
like
if
the
ground
is
sloped
here
are
your
considerations?
Here's
the
soil
characteristics
you
need
to
pour
pour
the
concrete.
If
you
don't
have
those
characteristics.
This
is
the
material
and
stuff
that
you
would
need
to
upgrade
it.
C
B
Yeah
and
we've
got
plenty
of
different
documents.
I
think
it's
really
like
what
I'm
asking
you
is
to
do
accounting
really,
because
accounting
and
editing,
because
we've
got
a
lot
of
this
material
already
and
it's
about
cleaning
it
up
and
actually
modifying
some
of
it
too
yeah.
So,
for
example,
yeah
I
mean
we
actually
have
the
it's
about.
B
B
C
B
Yeah,
okay,
so
let's
get
you
started
in
the
next
five
minutes.
You'll
learn
everything
about
everything
about
the
ecohome
okay.
So
maybe,
and
how
do
we
document
this
so
on
a
glide
path?
I'm
going
to
set
up
a
new
page
slide,
duplicate
slide.
B
B
That's
that's
a
development
template
it's
all
here.
Now
all
you
need
is
seed
home,
v3,
there's
some
some
improvements,
namely
what
we
changed
is
how
we
do
the
the
module
itself
where
we
went
away.
We
went
away
from
from
the
exterior
plywood
to
osb
then,
and
we
also
but
you'll,
see
that
in
a
design
it
should
be
clear
if
you
study
documents.
So
what
what
do
you
got
to
study
like?
Okay,
v2
is
actually
where
I'm
going
to.
B
When
I
actually
so,
for
example,
yesterday
I
was
doing
data
collection,
I
was
actually
talking
about
finished
grading
and
insulation
skirt,
I'm
actually
keeping
my
track
of
my
time.
But
as
far
as
the
that's,
why?
I'm
because
we're
finishing
that
up,
but
the
cdc
on
three
it
was
the
one
that
we
we
just
took
apart
and
it's
it's
in
modules.
But
while
on
the
two,
the
cad
was
completely.
B
So
if
we
go
to
back
to
two
so
so,
this
development
spreadsheet
is
organized
such
that
every
asset
is
there
and
it's
described
by
from
cad
module
breakdown,
concepts,
industry
standards,
blah
blah
all
this
blms
build
instructions,
build
pictures
and
video,
so
everything
is
in
there.
So
if
you
get
lost
it's
like
it's
kind
of
in
there,
but
there
might
be
deeper
links
under
all
of
them
and.
B
B
What
we
ended
up
doing
typically,
these
documents
work
as
like
the
latest
stuff
is
at
the
top,
so
this
might
be
what
what
we
ended
up
doing
and
that's
probably
what
we
ended
up
doing,
and
this
was,
if
you
go
back,
you
could
probably
study
more
like
okay.
These
were
the
initial
thoughts
earlier
and
earlier.
B
B
Will
be
like
probably
this
stuff,
that's
further
back
was
not
used
or
it
was
like
exploring
step
by
step.
So
you
know
you
learn
about
foundations
here,
blah
blah.
We
were
debating
a
lot
like
understand
so
in
these
these
kinds
of
diagrams.
Here,
where
the
bottom
line
is
you
want
to
build
up
the
soil,
don't
dig
down
but
build
it
up
and
everything
is
exposed.
So
you
don't
have
to
dig
to
to
insert
your
insulation.
That's
how
we
do
the
shallow
frost,
protected
footer,
so
we're
building
stuff
up
on
the
flat
ground.
B
So
this
pat
this
mound
we
had
to
build
up.
I
guess
I'll
leave
you
to
kind
of
study
this
doc,
but
foundation
is
a
big
deal.
Foundation
is
like
20
of
the
house,
so
it's
actually
spent
like
if
you
have
this
this
final.
B
This
final
that
we
assumed
here
you
have
to
like
when
you
study
these
documents,
you
might
want
to
look
at
okay.
This
is
at
the
top,
so
I'm
kind
of
telling
you
how
how
this
logic
works
at
the
top,
so
it's
probably
the
recent
stuff
and
yes,
that
is
pretty
much
what
we
did
and
what
we
did
here
was
to
do
the
entire
show
for
us
protected
footer.
B
We
made
we
made
the
the
mound
in
the
middle
we
laid
forms
and
we
dug
a
little
trench
so
that
we
could
get
up
to
18
inches
of
the
required
by
code
footer,
and
this
was
like
the
lowest
effort
way.
You
can
do
it
now
when
I
did,
that
did
not
have
a
backhoe
and
after
after
the
forms,
you
cannot
really
get
a
backhoe
in
there.
B
B
Probably
yeah-
and
this
was
the
original
idea,
but
this
was
the
final
idea
so
study
everything
through
the
viewpoint
of
two,
which
is
the
final,
and
you
may
not
off
hand
like
see.
Oh,
what
are
we
doing
here?
That's
different,
or
what
are
we
doing
here?
That's
different
or
there's
like
more
like
further
back.
B
C
A
C
And
so
you
know
looking
at
the
data,
what
is
current?
What's
not
what
is
relevant
for
the
next
house
and
what
is
not
like
this
seems
like
a
very
ineffective
and
inefficient
way
to
go
about
it.
I
I
feel
like
this
is
where
your
attention
needs
to
be,
because
essentially,
what
you're,
what
you're
suggesting
is
pulling
from
all
of
the
work
that
you've
already
done
to
start
fresh
to
create.
C
Where
you
are
to
be
able
to
do
this
yeah,
I
I
yeah,
I
mean
like
I'm
up.
B
C
A
B
C
C
Able
to
come
in
and
if
I
had
questions,
I
could
come
back
to
you
for
refinement,
but
I
could
then
package
that
into
a
more
like
easily
to
understand
something
closer
to
build
instructions
that
currently
exists.
B
So,
for
example,
from
if
I
share
again
here
so
from
something
that
looks
like.
B
Because
this
this
kind
of
stuff,
like
I
yeah,
maybe
this
plus
some
key
things.
Okay,
this
is
what
you
got
to
do
like
critical
things
and
then
another
step
is
converting
to
instructions
where
you
actually
eliminate,
like
you
actively,
are
eliminating
some
content,
because
all
we
care
about
at
that
point
is
what
is
step
one
to
three
right
sure.
C
Yeah
and
the
key
like
the
key
decision
you
and
I
need
to
come
to,
is
what
level
of
the
instruction
are
we
making
here
so
like
if,
if
you're,
if
step
one
is
pulling
relevant
information
and
you're
saying
this
is
what
it
has
to
look
like
step.
Two
is
saying
like
who's,
the
audience
is
the
audience,
the
instructor
and
the
crew
on
the
ground,
because
if
that's
the
case,
a
lot
of
this
information
isn't
going
to
apply
it's
going
to
look
more
like
you
walk
up
onto
a
lot.
C
Here's
where
you
put
your
horizontal
control
and
like
here's,
the
lane
that
you
need
for
the
heavy
equipment,
and
then
here
is
how
you
set
your
grade.
You
know
what
I'm
saying,
as
opposed
to
all
of
the
concrete
quality
details
that
are
currently
on
slide,
two
like
which
those
are
a
matter
of
procurement
that
should
happen,
maybe
in
an
appendix
or
something.
B
Yep,
so
so,
basically
like
filtering,
I
mean
the
crew
is
right
now
and
maybe
we
should
reevaluate
that
it's
assuming
trades
people
like,
I
would
consider
yourself
like
you've,
done
you've
done
your
woodworking,
and
so
you
know
how
to
use
a
cordless
drill
and
things
like
that
right
and
a
saw.
So
I
think
that's
the
kind
of
audience
somebody
who
knows
how
to
use
tools
like
at
that
level.
B
Right
where
I
mean
you've
got
some,
I
mean
it
sounds
like
since
you've
got
some
level
of
passion
for
you've
got
it's
not
just
something
that
your
total
novice
said.
It's
something
you
actually
do.
You
know
you
do
your
own
projects
right
that
level.
So
I
mean
how?
How
would
you
describe
your
level
of
involvement
in
woodworking.
A
B
We
can
warrior.
Do
you
think
that
that
level
would
suffice,
or
would
it
have
to
be
beyond
weekend
warrior?
It
would
be
a
professional
in
some
field
like,
for
example,
a
farmer
who
has
to
deal
with
like
broken
machines
and
and
fixing
things
all
the
time
or
a
welder
who
does
who
does
a
specific
thing
or.
C
Well,
I
mean
the
con.
The
foundation
is
unique
because
with
concrete,
the
stakes
are
too
high
to
get
it
wrong.
So
you
probably
I
mean
that
the
foundation
at
piece
may
just
be
the
industry
specs
that
the
commercial
concrete
person
needs
to
know,
because
this
first
spec
build
you're,
not
designing
it
in
a
way
for
people
to
pour
their
own
foundation,
but
for
like
wall
modules
and
assembly,
like
I
absolutely
think,
that's
within
my
skill
set,
like
my
my.
B
C
Is
a
electrician,
he
taught
me
how
to
replace
outlets,
how
to
install
lights
like
how
to
run
new
circuits
in
a
house.
I'm
not
an
electrician,
but
I
would
feel
comfortable
doing
all
that
stuff
because
he
showed
me
the
fundamentals.
B
Now
would
a
would
a
carpenter,
for
example,
if
we
give
them,
I
mean
somebody,
there's
gonna,
be
a
graded
graded
site
and
the
somebody
who.
B
C
But
you
know
like
again.
A
C
Is
the
end
product
supposed
to
be
the
like
soup
to
nuts
every
single
detail?
You
need
to
put
this
house
together,
regardless
of
your
skill
level
that
has
all
the
specs
all
the
dimensions
I
like,
I
feel
like
that
should
be
step
one
or
like
the
first
thing,
and
then
from
that
would
be
the
ikea
like
pictures
instructions
for
people
to
put
this
together.
B
Yeah
yeah
soup
to
nuts,
where,
where
you
basically
distill
like
say
from
you,
know
that
entire
foundation
document
with,
like
you
know
whatever
40
pages
that
took
to
explore
all
the
various
issues
of
integration.
It's
just
summarized
one,
a
few
pages
to
one
two:
three
pages
for
somebody
to
build,
but
the
soup
to
nuts
would
be.
B
C
We
would
need
industry
standard
formats,
we
would
need
technical
drawings,
so,
like
my
buddy,
who
works
concrete
in
south
carolina
works
with
an
engineering
firm
who
produces
the
drawings
that
they
they
map
out
their
sites
with
so
like
that.
That
should
be
a
key
output
of
this
is
being
able
to
go
to
some
firm
that
draft
or
whatever
and
say
like
here's,
our
design
and
here's
all
the
specs
turn
this
into
something
that
a
concrete
company
can
read.
B
C
A
B
Yeah
I
mean
all
that
stuff
will
generate
that,
but
it's
like
when
you,
when
we're
on
a
field
and
we're
assuming
we've
got
a
bunch
of
individuals,
say
trades
people
who
likes
a
person
that
is
not
familiar
with
reading
a
concrete
foundation,
drawing
yeah.
It's
still
and
you
know
it's
universalized.
So,
for
example,
it
might
be
like
a
dimensional
drawing
not
not
like
the.
D
B
Sure,
like,
for
example,
on
on
page
eight,
that's
not
a
it's
a
mix
of
of
an
architectural,
detailed,
drawing
and
more
of
a
concept
thing
like
it's
kind
of
a
hybrid,
but
I
think
it's
actually
more
clear.
It's
it's
a
little
different.
So
so,
while
you
might
give
a
different
thing
to
a
to
a
building
department,
the
guy
who's
going
to
be
building,
it
might
need
something
more
like
this.
That's
that's
the
point
so
we
have
to.
B
C
It's
it's
similar
to
reading
a
map
so
like
when
I
look
at
slide
a
what
I
would
want
to
see
as
a
weekend
warrior
trying
to
do
this
is
I
need
I
need
to
orient
myself
to
the
building.
So
what
part
of
the
building
am
I
looking
at?
That
is
a
jargon
and
what
direction
and
how
do
I
orient
what
I'm
looking
at
on
the
page
to
what
I'm
looking
at
in
the
building
and.
B
Yeah
yeah,
that
kind
of
so
it's
like
it's
kind
of
like
information
architecture.
C
I
can
translate,
I
can
translate
detailed
into
simple
instructions
for
human
beings
like
I
can
do
that,
but
that
just
means
we
need
to
have
detailed
instructions
to
work
off
of.
B
Okay,
so
maybe
what
I'll
do
is
as
soon
as
I
crank
out
yeah
help
help
me:
yeah
communicate
so
I'll
do
the
draft
and-
and
then
you
can
say,
okay
bam
yeah,
but
I
guess
you're
right.
It
would
be
pointless
for
you
to
try
to
study
the
entire
document,
because
I've
studied
that
quite
a
bit
and
decided
it
made
several
decisions.
Now
you
can
evaluate
those
decisions
like
I
can
make
some
points
here.
B
It's
like
I
did
this
because
and
and
put
some
rationale
like
design
rationales,
which
are
actually
part
of
the
it's
not
specifically
in
there,
but
the
conceptual
design
should
also
show
design
rationale
like.
Why
did
you
make
that
choice
that
should
come
as
a
interplay
between
the
requirements
and
the
conceptual
design
should
be
able
to
translate
that
but
yeah
a
rationale
should
be.
C
This
is
actually
a
really
genius
way
to
go
about
doing
this,
because
you've
got
the
really
smart,
detail-oriented
experienced
person
you
and
the
person
who's
never
done
this
before
me.
So
essentially,
what
we're
doing
is
we're
saying,
martian
you're
coming
to
me
and
you're
saying
like
this
is
what
I
needed
to
look
like
and
here's
all
the
instructions
to
it.
I'm
saying
I'm
translating
that
into
put
bolt
here
cut.
You
know,
dig
hole
here,
level
of
type
stuff
and
in
the
absence.
A
B
Yeah
yeah,
that's
what
that's
that's,
what
I'm
saying:
yeah
yeah!
That's!
That's!
That's
right!
Because
the
the
thing
I
learned
it's
like
well,
okay,
this
foundation
like
holy
crap,
like
how
do
you
do
it?
How
do
you
know
that
it's
right?
Well,
it
boils
down
to
measure
this
here,
like
this
tension.
B
The
string
like
this
or
do
this
and
that,
like
elementally,
the
steps
are,
anyone
can
do
right
and
but
the
trickiness
sometimes
happens
is
is
in
that
you,
I
guess
the
difference
between
just
to
clarify
the
difference
between
a
pro
and
a
complete
novice.
Is
the
pro
knows
step
one
two,
three
four,
and
they
do
it
fast
and
accurate
and
quick,
but
pending
and
a
clear
instructional
that
complete
novice
can
do
those
same
things.
B
The
only
other
thing
is
you
have
to
build
in
quality
control
checkpoints.
Somebody
has
to
control
that,
but
the
per
you
can
also
have
the
person
do
that
too
and
and
provide
feedback,
but
I
was
thinking
that
one
one
useful
thing
in
the
build
that
we
might
want
to
do
like
even
right
now
is
is
picture
uploads,
where
you
got
basically
visual
quality
control.
There
are
apps
for
visual
quality
control
like
remote
quality
control
actually
already,
and
we
could
probably
look
into
that,
but
the
quality
control
is
absolutely
absolutely
essential.
B
There's
a
process
needs
to
be
built
in
explicitly
one
simple
one
is
there's
a
person
that
has
nothing
but
the
analog
of
the
instructionals,
which
are
the
quality
control
checkpoints
and
they
just
check
it
other
way.
It
would
be
say
that
augmented
a
little
bit
with
the
people
actually
self-controlling
themselves.
The
instructions
say
take
a
picture
of
this
and
upload
it
to
your
app
right.
At
this.
A
B
And
that
way,
like
the
quality
control
person,
actually
takes
a
look
at
all
that
that
just
comes
in
as
a
stream.
They
as
simple
as
a
google
drive
or
whatever
some
some
place
to
get
facebook,
facebook
stream,
you
upload
the
stuff,
the
person
who's,
managing
that
just
taking
a
look
at
that
stream,
assuming
presence
of
internet
they'll,
see
immediately
what
each
picture
means
and
and
they'll
be
able
to
be
on
top
of
it
if
it
goes
wrong,
if
anything
goes
wrong,
that
kind
of
thing
it's
it's
not
it's
not
too
complicated.
B
C
C
D
C
Yeah
yeah,
so
I
guess
I'll
I'll
stand
by
for
a
second
for
you
to
send
me
the
first
batch
or
link
tell
me
which
thing
you
want
me
to
focus
on.
First,
we'll
sort
of
work
in
tandem
like
that.
B
Yeah
and
then
so
we
doing
the
application
for
the
yeah.
C
D
B
Now,
what
which
aspect?
Because
I
mean
there's
a
whole
narrative,
but
when
you
think
about
it,
what
which
aspect
is
the
most
that
we
got
to
focus
on?
Because
because
the
thing
that
keeps
coming
to
me
is,
is
this
rapid
learning
right
and
maybe
maybe
we
apply
for
something
like
okay,
here's
gamification
of
the
process?
I
don't
know
have
you
thought
about
stuff
like
that
that
you
learn
learn
skills
in
a
built
in
get
vacation
environment
or
that
doesn't
make
sense.
A
C
I
mean
like,
like
that's
the
big
idea:
that's
the
moonshot
and
I
like
the
quote
from
the
article
from
mark
balinski.
It's
like
we're.
We
make
victory
gardening
tools
for
your
victory
garden.
C
That
resonates
deeply
with
me
and
so,
like
you
know,
the
gamification
of
this
and
the
distributed
enterprise
and
all
those
are
supporting
lines
of
effort
in
the
overall
mission
to
democratize,
human
well-being.
B
And
how
much
detail
do
we
go
into
okay?
Here's
the
cd
column,
that's
the
central
thing!
We
focus
around
right
with
the
with
our
pathway
for
executing
that
and
rolling
that
out,
that's
kind
of
the
basics
or
because
then,
what
you
just
said
doesn't
talk
about.
Okay,
we're
developing
this
cdca
home
to
put
a
dent
along
those
lines.
C
I
mean
I
to
me:
the
cd
go
home
is
the
culmination
of
more
important
earlier
chapters
in
this
story,
and
so,
like
democratize,
human
well-being,
you've
got
a
great
origin
story
in
this
tractor.
C
Stupid
tractor
that
you
built,
you
know,
broke
down
and
you
had
to
build
one
yourself
and
so,
like
the
the
sequence
of
events
from
building
tracks
to
yourself
to
people
moving
from
all
across
the
world
to
participate
in
this
about
crowdfunding
the
kickstarter
and
learning
yourself
what's
possible
and
what
your
challenges
are.
And
then
the
cv
go
home
is
after
that
and
the
cd
go
home.
Is
the
perfect
launching
pad
into
how
we're
going
to
use
grant
funding
to
further
this
vision,
given
all
of
the
blood,
sweat
and
tears
that
you
put
into
this.
B
C
In
startup
shot,
this
is
moonshot
ideas
that
lead
to
exponential
growth
and
huma.
I
mean
this
is
almost
a
quote
from
their
their
website,
which
is
like
we
want
to
see
exponential
growth
and
human
well-being
through
innovation,
and
so
so,
there's
nothing
tied
to
this
money.
The
whole
reason
the
emerging
ventures
grant
is
unique
is
because
they
they
just
want
to
give
moonshot
thinkers
the
resources
they
need
to
pursue
without
restriction.
That's
that's
the
whole
purpose
of
this
prize,
which
is
why
I,
you
know,
thought
it'd
be
perfect
for
you.
B
Did
they
I
mean,
do
they
mention
any
quantities
like
how
much
are
they
talking
about
so
like
funding.
C
I've
seen
I've
seen
100k,
but
I
think
they
tailor
the
they
tailor.
The
dollar
amount
to
the
application,
and
I,
if
you
make
a
case,
one
of
the
attachments
we
put
on
there
is
a
budget
for
infrastructure
improvements
on
the
campus,
and
you
already
have
department
of
labor
approval
for
a
work
process,
and
you
know
that
you
need
250
000
for
infrastructure.
I
wouldn't
be
surprised
if
they
come
close
to
meeting
that
or
meeting
half
of
that.
I
mean
something's,
very
substantial.
B
A
C
D
B
B
C
The
I
think
so
infrastructure
yeah,
I
think
so
I
mean
it.
I
don't
think
there's
any
secret
that
the
campus
infrastructure
is
a
critical
next
step
to
the
you
know,
to
division
and
we
have
a
pretty
good
handle
on
what
that
would
take,
and
I
just
googled
how
much
is
the
emerging
adventures
grant
and
they
range
between
ten
thousand
and
five
hundred
thousand.
D
A
B
C
Great
man
always
good
to
see
you.