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Description
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A
B
A
Okay,
maybe
we
should
start
with
that.
I
mean
that's
something
that
I
wish.
We
had
more
time
to
do
in
class,
but
I'd
love
to
to
learn
about
each
of
you.
If
that's
cool.
B
Okay
yeah,
so
I
am
in
my
last
semester
of
the
environmental
management
master's
program
and
I
for
the
past.
Eight
years
have
done
a
whole
bunch
of
weird
stuff,
mostly
international
water
and
sanitation,
but
also
done
a
bit
of
like
natural
building,
with
like
cobb
and
straw,
bale
and
bamboo,
and.
A
C
Go
next,
I'm
max,
I
well
well,
take
it
back
a
little
bit,
I'm
from
wyoming,
and
then
I
went
to
school
in
colorado,
where
I
studied
wildlife
biology,
which
is
a
very
different
track
than
I'm
on
worked
as
a
biologist.
Kind
of
all
over
worked
in
california
and
yosemite
and
then
went
up
to
alaska
for
a
few
years
was
a
bear
management
ranger
in
denali,
which
is
usually
everyone's
favorite
fact
about
me,
probably
is
very
exciting,
but
also
pretty
miserable.
I
did
some
other
random
things.
C
I
like
did
some
construction
on
a
house
and
then
recently
started
coming
to
yale
to
do
a
masters
in
environmental
management
this
past
year,
and
I
guess
what
yeah
my
interests
in
this
this
course
and
consulting
with
osce
is
probably
yeah
to
build
some
consulting
skills
to
build
some
develop
business
development
skills
and
learn
how
this
all
operates.
A
D
I
know
I
was
just
gonna
say
hard
to
go
after
max.
Is
it
this?
Is
such
a
cool
story?
Yeah?
It's
your
background.
I'm
english
telling
french
born
and
raised
in
italy.
I
started
off
in
law,
corporate
law,
which
is
what
I
did
in
the
uk
working
with
a
few
firms
there
in
london
decided.
D
This
is
not
for
me.
I
wanted
to
be
more
on
the
entrepreneurial
side.
On
the
business
activity
side,
I
decided
to
switch
gears.
A
second
did
a
first
masters
in
madrid,
spain.
Then
I
went
to
work
for
a
strategic
or
strategy
consulting
firm
specialized
in
fintech
in
amsterdam,
and
now
I'm
at
som
at
the
school
management.
Doing
the
global
business
society
program
a
sort
of
one-year
degree
so
yeah,
because
that's
a
little
bit
about
about
me.
A
Very
cool
awesome
thanks!
Thank
you
all
for
that.
I'm
seeing
the
I
guess
guillermo's
the
one
who's
not
here,
so
we
can
learn
about
him
later
cool,
so
go
ahead,
alex
yeah,
no.
A
Oh
sure
yeah
I
was
in
the
army
for
eight
years
and
then
went
to
som
in
2019.
Just
my
first
experience
with
business
in
the
civilian
world.
A
So
this
is
my
gratitude
towards
you
for
me
being
able
to
meet
me
during
normal
work
hours
when
she's
at
daycare.
A
So
I
please
let
me
know
how
I
can
help
provide
guidance
direction
here,
but
I
would
love
it
if
one
of
you
could
just
I
don't
know,
start
off
leading
what
do
you
want
to
get
out
of
this
initial
session?
How
can
I
facilitate
that.
D
Yeah
sure
so,
obviously
I
think
we're
in
very
early
stages
of
the
project.
Sorry,
if
there's
noise
in
the
background,
so
I
think
at
current
stage
we're
just
trying
to
gather
all
the
bits,
the
organization,
what
you're
trying
to
do,
what
your
mission
is,
what
your
visions
are
and
more
specifically,
then
tying
that
into
where
we
come
in
and
what
could
we?
D
Where
do
you
see
our
best
value?
Add
how
it
fits
into
this
whole
organ
organizational
structure
and
you
know
the
future
vision.
So
I
think
I
laid
out
a
few
questions
in
our
email.
I
appreciate
that
it
was
a
bit
last
minute
and
they
are
quite
extensive,
but
maybe
we
can
use
that
as
kind
of
a
guideline
for
the
discussion
and
conversation,
I
think
serve
as
a
great
like
first
step
into
understanding
where
we
stand
what
we
can
do
and
what
we
should
be
aiming
to
do
so
great.
D
A
Yeah
I
mean
it's
all
new
to
everybody,
so,
okay,
so
in
order
you
know,
what's
the
company's
history,
I'm
gonna
start
with
my
involvement
in
june
of
this
past
year,
so
margin
and
osce
have
been
up
and
running
since
I
think
roughly
2003,
depending
on
where
you
draw
the
date
exactly,
and
there
are
some
articles
written
about
it.
I
can
forward
later,
but
I
think
he
I'll
let
him
fill
in
the
the
deeper
history
there.
A
I
was
introduced
to
him
initially
to
help
him
navigate
federal
benefit
programs
related
to
labor.
So
I
was
helping
him
get
certified
for
something
called
the
gi
bill
which
supplements
recently
transitioned
service
members
with
income
as
they're,
going
through
either
education
or
employment,
and
a
part
of
that
involved
creating
an
apprenticeship
program
that
was
certified
by
the
department
of
labor,
and
you
know
helping
him
turn
that
into
reality.
So
that
was
our
introduction.
That's
how
I
got
involved.
A
We
said:
okay,
like
how
are
we
going
to
turn
this
thing
into
reality?
You've
got
the
land.
You
have
the
open
source
platform.
You've
got
the
designs
for
products.
You've
built
a
lot
of
prototypes,
you've
sold
some
of
them,
but
how
are
we
going
to
focus
our
energy
into
turning
what
you
have
now
into
something?
That's
sustainable
in
the
long
run
from
a
business
perspective
and
that
aligns
with
the
overall
goals
and
mission
of
organization-
and
you
know
I
call
myself
the
chief
of
operations.
You
know
cards
on
the
table.
A
This
is
me,
volunteering,
I'm
not
getting
paid
and,
and
he
we
don't-
have
revenue
stream
yet
he's
operating
on
a
combination
of
donor
funds
and
grant
funding
from
the
past.
But
there's
a
lot
of
enthusiasm
about
this
organization.
I
think
elise,
you
mentioned
that
you
had
heard
about
it
prior
to
this
class
right,
and
so
I'm
I'm
a
true
believer.
I
like
I,
I
totally
have
bought
into
his
vision,
which
is
the
next
set
of
questions.
A
So
this
is
my
take
on
ose's
mission
and
vision,
democratize,
hardware,
in
a
way
that
combines
education,
employment
and
a
collaborative
environment,
and
so
the
premise
is
hardware
is
the
thing
that
makes
a
difference:
material
difference
in
people's
everyday
life
and
the
proprietary
environment.
Right
now
using
the
tractor
as
an
example,
you
buy
a
tractor
from
john
deere.
You
can't
fix
it
yourself.
A
If
we
can
democratize
that
to
increase
capability
for
more
people,
we
can
empower
them
to
live
better
lives,
create
an
economy
of
abundance
and
the
vision
ties
into
that
as
a
world
of
inclusive
sustainable
abundance.
So
it's
not
peter
boyd
approved.
So
I
I
I
know
that
there's
some
refinement
there,
but
that's
kind
of
my
my
first
swing
at
you
know
presenting
this
to
a
new
group.
You
know
and
on
his
website.
I'm
sure
you've
seen
the
way
that
he
articulates
the
mission
for
the
organization.
A
Quite
simply,
how
do
we
empower
people
to
be
more
self-sufficient
in
a
way?
That's
collaborative
and
regenerative
for
the
environment,
so
our
goals
so,
first
and
foremost,
we
want
to
build
a
house.
The
house
is
special
because
it's
a
lot
cheaper.
It's
higher
quality.
It
can
be
built
in
five
days
with
24
people,
so
it's
a
from
my
perspective,
a
remarkable
product
that
delivers
value
to
the
customer
and
upskills
the
labor
force
the
mechanism
it
uses
to
upskill.
A
A
A
There's
no,
not
a
whole
lot
of
advanced
physics
involved.
It
really
boils
down
to
you
know
two
by
fours
or
two
by
sixes
insulation
wall
board
and
some
sort
of
exterior
cladding,
so
goal
number
one
build.
The
house
prove
the
product
as
an
mvp.
A
Go
number
two
use
the
revenue
that
that
creates
and
the
enthusiasm
to
build
the
infrastructure
to
support
an
actual
employment
pathway
located
on
his
campus
and
marcin
talks,
a
lot
about
distributed
enterprise
and
the
idea
behind
this
is
you
know
all
the
schematics
and
the
machines
and
stuff
that
he's
developed
over
the
years
are
designed
to
be
open,
sourced
and
exported
out
to
the
world
using
existing
supply
chains
and
what
we
like.
What
we
envision
really
is.
A
It
could
be
teaching,
it
could
be
a
number
of
things
we
haven't
thought
of
yet,
and
so
so
the
I
guess.
Those
are
really
the
three
goals
so
build
the
house
bridge
the
mvp
to
a
product
that
creates
revenue
so
that
we
can
run
an
apprenticeship,
and
the
third
thing
is
create
entrepreneurs
based
around
this
ecosystem
of
the
global
village.
Construction
set,
I'm
always
hesitant.
If
I
talk
too
much
so
let
me
pause
and
see
if
there's
any
questions
or
clarification
needed
here.
C
Yeah,
so
I
we
we're
kind
of
grasping
with
that
business
model
and
those
ideas
we
were
regressing
with
this
two
nights
ago
and
some
things
that
I
guess
we're
wondering
is
about
is
for
this
vision
of
you
know:
training
entrepreneurs
we're
not
sure
about
licensing
about
insur.
C
It
seems
like
there
are
potentially
a
lot
of
roadblocks
in
between
teaching
someone
how
to
build
the
seed
eco
home,
which
seems
like
a
straightforward,
well-documented
project
and
process
that
a
lot
of
people
could
follow,
and
it
seems
like
there's
a
gap
between
that
and
then
actually
having
someone
be
able
to
run
this
as
a
their
own
business,
and
so
for
us
that
was
kind
of
a
major
major
question
and
we
were
wondering
how
how
that
would
be
addressed.
Just
like
that's
a
simple,
I
guess
logistics
question
that
we
don't
fully
understand
right
now.
A
Yeah,
no,
I
mean
that's
a
great
point.
Let
me
tell
you
how
he
solved
this
in
the
past.
A
So
in
the
past
he
has
operated
a
small
enough
scale
and
used
products
that
were
unique
enough,
that
the
entrepreneurship
you
could
say,
opportunity
had
less
restrictions
so,
for
example,
3d
printers
one
of
the
first
you
know,
workshops
that
he
ran
was
build
your
own
3d
printer
from
scratch,
for
example,
and
people
could
come
in
and
do
that
and
he
one
student
was
from
malaysia
and
turned
that
into
a
or
advanced
that
into
a
a
six
by
six
cnc
torch
table
that
was
cnc
operated
and
his
goal
is
to
then
take
that
back
to
malaysia
and
start
his
own
business,
and
so
it
doesn't
really
directly
address
the
like
very
valid
challenge
that
you
have
or
that
you
brought
up.
A
A
A
C
Totally
so
I
guess
we
can
walk
this
back
slightly,
so
first
order
of
business
is
generating
revenue
from
selling
the
seed
eco
homes
is.
Am
I
understanding
this
correctly?
I
think
that's
fair,
okay
and
like
and
then,
while
selling
them
and
building
them
through
this
apprenticeship
program,
you're
going
to
generate
revenue
to
pay
for
the
apprenticeship
program
or
is
this?
A
A
So
you
know
something
that
is
isn't
apparent
from
just
reading
the
wiki
or
or
watching
the
ted
talk
is
there?
Are
institutional
players
deeply
interested
in
what
we're
doing
and
they
need
proof
that
it
works
before
they're
willing
to
commit,
and
so
somewhere
in
a
bubble
that
we
don't
control,
but
we
have
influence
over.
A
Is
our
pots
of
money
and
support
that
have
already
expressed
their
interest,
and
the
ball
is
kind
of
an
art
court
to
execute
organizations
like
habitat
for
humanity,
individual
donors
that
are
extremely
wealthy,
that
just
believe
in
what
we're
doing
and
so
to
address.
You
know
how
we,
how
we
connect,
what
we're
doing
and
what
the
timing
of
the
apprenticeship
is.
The
fact
on
the
ground
is
that
you
need
significantly
more
logistics
and
infrastructure
on
the
campus
as
it
stands
now
before
you
can
bring
any
apprentices
in
for
any
sustained
period
of
time.
A
So
I
mean
that
if,
if
I
had
100
million
or
if
I
had
200
000
today,
I
could
turn
the
campus
around
in
six
months.
Probably
where
does
that
200
000
come
from?
You
could
come
from
revenue
from
the
homes
it
could
come
from
an
individual
donor
who
sees
the
success
of
the
product.
It
could
come
from
a
partnership
with
habitat
for
humanity.
A
We
don't
know,
we
don't
know
what
the
most
likely
scenario
is.
We
don't
know
how
pursuing
one
has
an
opportunity
cost
for
pursuing
other
paths,
and
I
think,
hopefully,
as
we
dive
more
into
this
you'll,
be
able
to
see
different
possibilities
on
that
decision
tree,
but
that's
kind
of
the
current
situation.
D
Can
I
just
ask
a
quick
question
so
would
rush
two
quick
questions?
The
first
one
is
you
said
that
there
are
people
interested
in
knowing
if
it
works,
if
there
was
a
one
sentence
to
calculate
it,
a
eg.
I
know
that
this
whatever
the
if
statement
is
true,
then
it
works.
So
then
that
helps
us
understand
what
the
greater
goal
is.
Yes,.
A
A
Correct
so
there's
there's
three:
there
are
three
complete
prototypes.
One
of
them
has
been
disassembled
prior
prior
to
me
joining
this
organization.
Their
plan
was
they
so
the
first
one
was
built
with
a
like
a
two-week
pay-to-play
like
you.
They
they
paid
margin
to
come
out
to
his
farm,
to
build
this
house
right
so
like
that
was
number
one.
That
was
the
first
house
and
that's
the
house
that
he
lives
in.
So,
like
all
the
photos
that
you
see
on
the
wiki
of
the
cd
go
home.
A
That's
those
are
those
photos
so
that
so
that
was
the
first
prototype.
The
second
prototype
is
rosebud,
which
is
the
production
model
that
we're
now
referring
to
as
the
cd
cajon
that
we're
going
to
sell.
So
the
design
is
slightly
different,
but
the
principle
is
the
same
and
that
one
is
what
martin
is
currently
putting
the
finishing
touches
on
and
reconciling
the
cad
with
the
actual
dimensions
in
real
life
and
so
he's
as
he
finishes
the
documentation
for
this.
A
A
That
was
constructed
and
then
taken
down
in
preparation
for
another
extreme
build
workshop,
and
that
was
paused
so
that
right
around
the
time
that
I
came
into
the
fold
as
we
sort
of
like
wrapped
our
heads
around
like
okay,
we're
trying
to
do
too
much,
let's
focus
our
energy
and
resources
on
like
let's
finish
this
candy
bar
before
we
open
up
the
next
candy
bar,
so
yeah
I
mean,
I
think
the
spirit
of
your
question
is
kind
of
like
how
close
are
we
to
actually
getting
this
product
to
market
right?
A
So
the
current
plan
is
mid-february
or
march
to
have
the
rose
the
latest
rosebud
ready
for
showing
on,
and
so
it's
it's
like
in
his
backyard
of
the
the
house
that
he
lives
in
right
now,
and
it's
like
at
this
point.
It's
a
matter
of
putting
the
siding
up
and
making
sure
that
the
vent
stacks
from
the
plumbing
are
up
to
code.
B
A
The
latter,
the
latter
yeah,
because
the
the
one
that
he's
completing
now
he
has
built
essentially
by
himself
yeah,
and
so
so.
The
the
he's
confident
about
a
24-person
crew
constructing
this
in
five
days,
based
on
the
previous
workshop
that
he
ran
and
the
documentation
of
his
labor
that
he's
put
into
it
so
far.
But
it
hasn't
been
validated
with
a
crew
of
24
people
who
have
never
seen
this
before.
B
A
I
mean
that
that
is
a
better
question
for
marcin
handles.
Most
of
those
conversations
I
will
say
that
habitat
for
humanity,
if
we
can
go
to
them
and
say
here,
is
your
product
here
is
an
example
of
us
building
it
in
real
time.
B
A
Here's
the
overlap
with
what
you
do
and-
and
this
is
how
much
we
can
reduce
your
construction
cost-
that
is
a
trigger
at
least
explicitly
from
what
they've
said.
That's
the
trigger
for
them
to
say:
oh
crap,
like
okay,
can
you
deliver
10
next
month.
A
Unless
anybody
has
any
other
questions
at
the
moment
guillermo,
we
had
an
opportunity.
I
had
an
opportunity
to
meet
everyone.
Would
it
be
cool
if
you
did
like
a
little
quick
intro
just
so
I
got
to
know
you
a
little
bit.
E
Yeah
apologies
for
being
late.
I
think
I
have
some
misunderstanding
with
regards
to
like
what
time
we
were
starting
yeah,
I'm
guillermo
I'm
a
student
at
som
and
really
interested
in
sustainability
and
business
prior
to
som.
I
was
in
marketing
and
business
development
at
a
law
firm
and
over
the
summer
I
was
a
investment
banking
summer
associate
cities,
sustainability
and
corporate
transitions
team.
A
E
A
Very
cool
yeah,
so
so,
where
should
we
go
from
here?.
D
You
just
want
one
more
quick
question,
so
you
also
need
the
200
000
dollars
required
to
make
the
apprenticeship
happen
right.
That's
that's
also
a
pretty
important
goal
in
in
this
okay:
okay,
cool!
That's
it!
So,
basically,
would
I
be
correct-
or
please
tell
me
if
I'm
incorrect,
even
better
in
assuming
that
the
two
main
goals
are
a
establishing
whether
you
can
build
a
1,
000
square
foot,
family
home
with
24
people
in
five
days
and
b,
finding
ways
for
the
organization
to
basically
get
they'll.
A
Correct,
okay,
on
the
document
that
I
shared,
so
I
I
copy
and
paste
the
questions
into
a
document.
I
shared
it
with
y'all,
there's
a
link
hidden
in
there
for
gla
the
glide
path
that
we
developed
back
in
october
when
I
first
went
out
there
and
it
lays
out
a
very
roughly
a
a
consent,
a
conceptual
framework
for
like
how
would
we
sync
with
sequins
these
things
and
solve
our
various
problems,
and
so
just
for
situational
awareness.
A
You
know
like
one
of
the
things
that
we
were
toying
with
is
there's
an
intermediary
model
here
of
pay
to
play
workshops,
and
this
has
been
proven
in
the
past
multiple
times.
There's
enough
enthusiasm
around
osc
that
people
are
willing
to
come
out
can't
bring
their
rvs
or
tents
and
just
build
stuff
and
katarina
who
is
marching.
A
Partner
has
been
working
on
a
design
for
a
tiny
home
which,
under
our
model,
can
be
constructed
in
two
weeks,
and
you
know,
one
of
the
the
strategies
we
are
considering
is
is
having
people
come
out,
build
their
tiny
homes
and
either
drive.
You
know,
pull
them
off
the
lot
when
they're,
complete
or
using
them.
A
As
the
apprentice
housing
as
like
a
temporary
solution,
if
in
2
000,
is
too
much
capital
to
shoot
for
up
front
and
like
to
summarize,
I
think
the
what
we're
playing
with
here
is
you
have
this
capability
on
osu's
campus
as
it
stands
to
build
the
things
that
you
need
and
the
chicken
or
egg
problem
we're
facing
is
getting
the
people
to
come
out
to
build
the
things
we
need
to
support
the
people.
We
need
to
come
out
to
build
them.
A
Yeah
and
chicory
problems
are
like
the
the
water
in
which
startups
swim,
and
so
really
we
are
open
to
a
lot
of
possible
we're
open
to
every
possibility
here.
I
think
the
thing
I
just
want
to
drive
home
is
we're
unique
in
the
sense
that
the
infrastructure
that
we
need
can
be
created
and
produced
on
site.
C
Okay,
yeah!
No,
I
think
that's
very
helpful.
I'm
going
to
step
it
back
briefly
when
margin
built
that
house,
presumably
for
a
customer
on
someone
else's
land,
I'm
understanding
that
part
correctly.
A
Okay,
products
he's
built
and
sold
have
included
a
tractor
compressed
earth,
brick
maker
3d
printers,
and
I
I
can
forward
you
all
the
new
yorker
article
from
2016
to
sort
of
tell
the
whole
story,
and
you
know
the
sense
that
I
get
reading
up
on
the
history
of
ose
is
a
really
smart
guy,
who's,
very
capable
and
very
ambitious
trying
to
do
too
many
things
at
once,
and
so
you
know,
I
think
the
consulting
clinic-
and
you
know
really-
this
group
is,
if
all
you
do
is
help
us
focus
our
energy
on
what's
realistic,
with
a
clear
path
to
grow,
even
if
it's
just
to
the
next
mvp
that
is
tremendously
valuable
to
us,
and
I
have
to
confess
like
a
little
bit
of
self-consciousness
here
like
I
understand
that
you're
at
som
and
you're
like
a
part
of
a
sustainable
building
consulting
clinic-
and
this
is
not
merry-go-rounds
or
oat.
A
Milk
like
this
is
a
very
strange
thing
and
so
like
yeah.
I
guess
I
just
want
to
say.
I
acknowledge
that
I
appreciate
the
fact
that
you're
here
I
hope
this
doesn't
reflect
poorly
upon
your
experience
in
this
class,
and
I
hope
you
have
a
good
experience.
C
A
Yeah,
I
think
one
challenge
he's
had
in
the
past
two
has
been.
You
know.
The
farm
was
initially
designed
to
be
a
regenerative
use
of
land,
and
so
he's
he's
partnered
with.
I
don't
know
if
anyone's
familiar
with
april
jerkinson
jerkinson,
she
has
a
youtube
channel
and
she
profiles
like
innovative
sustainable
land
use.
A
Basically,
so
people
have
like
super
efficient
homes
and
permaculture
facilities
and
stuff,
and-
and
so
he
he's
partnered
with
different
organizations-
he's
like
replanting
american
chestnuts
he's
he's
trying
to
turn
it
into
a
regenerative
and
I'm
the
words
are
escaping
me
here,
but
I
think
you
get
the
point
and
so
like
overarching
everything
that
he's
trying
to
do
here
is
sustainable
sustainability,
and
I
know
that
word
is
kind
of
like
overused
now,
but
we
very
much
want
to
remain
aligned
in
everything
that
we
do
with
some
overarching
goal
towards
regenerative
capital
and
yeah.
C
I'm
talking
a
lot
here,
someone
else
feel
free
to
step
in.
My
question
is
what
kind
of
revenue
did
you
generate
during
these
past
workshops
like?
How
much
were
you
charging
per
person
and
what
were
the
costs.
A
I
have
to
get
back
to
you
on
that.
It
was
something
like
four
four
or
six
grand
it
may
still
be
up
on
the
website
per.
C
A
Per
person
and
there
were
different
versions,
so
some
of
them
were
like
two
weeks.
The
latest
one
was
a
six
month
one,
and
I
think
you
know
the
way
that
marching
described
it
to
me
was
there
were
some
challenges,
because
you
know
he
didn't
set
clear
expectations
from
the
get-go
and
it
kind
of
turned
into
a.
A
I
just
want
to
live
someplace
for
six
months
and
have
good
wi-fi,
and
so
there
was
there
wasn't
like
a
clear
schedule.
There
wasn't
a
lot
of
you
know
personal
accountability.
They
didn't
have
you
know
one
of
the
key
key
tasks
we
have
is
identifying
like.
How
do
we
create
enough
cadre
members
or
instructors?
Let's
say
to
make
an
apprenticeship
function
smoothly,
because
it's
it's,
you
can't
just
bring
24
apprentices
on.
A
You
need
to
have
some
way
to
you
know
you
know,
manage
expectations
and
give
instruction
and
workflow
and
and
that
that's
also
a
challenge
that
we're
working
with.
But
you
know
the
the
revenue
question.
I
think
something
like
four
to
six
thousand
per
apprentice
and
I
think
he
had.
A
So
if
you
go
to
the
wiki
and
you
google
hab
or
you
search
hablab,
they
have
a,
I
think
it's
like
5
000
square
feet
or
something
I'll
drop,
a
link
to
it
in
the
chat.
Just
so
you
can
see
it.
A
This
is
another
example
of
one
of
the
structures
that
he
built
in
the
past.
You
know
since
they
started
it
was
made
with
compressed
earth
bricks
from
the
machine
compressor
maker
that
he
designed
and
then
framed
internally,
and
so
it's
got
a
kitchen.
It's
got
a
bathroom,
it
has
individual
rooms
and
then
he
had
google
fiber
hooked
up
to
the
whole
farm.
A
B
A
A
So
there's
no
trash
service
in
maysville
where
there
is,
but
you
have
to
cart
your
own
trash
to
the
dump
or
pay
a
service
which,
with
intermittent
fluctuation
or
like
with
fluctuations
and
who's
living
there
didn't
financially,
doesn't
make
sense.
A
So
you
know
I
know
this
isn't
like
something
I
mentioned
specifically,
but
if
in
there
was
a
waste
strategy
that
was
a
part
of
this
for
an
infrastructure
thing
that
would
even
be
valuable
because
one
of
the
machines
that
he
has
is
a
plastic
shredder,
for
example,
and
his
the
the
home
that
he
lives
in
has
the
world's
only
temperate
biodigester
so
like
there's
it's
close
to
water
system
right
and
so
that
those
are
additional
things
that
we
need
to
think
through.
A
And
I
mean
we've
been
considering
modeling
vineyards
in
california,
who
have
culinary
students
come
out
and
live
and
work
the
fields
during
the
summer
and
do
like
family
meal
some
model
similar
to
that
to
manage
the
food
procurement
and
and
all
that.
But
unfortunately,
one
of
the
challenges
is
like
in
maysville
there's
just
it's
an
hour
to
the
nearest
walmart
right.
We
don't
want
to
have
to
rely
on
walmart
for
all
the
food.
It's
just
sort
of
a
stop
gap.
A
Now,
until
the
facility
is
more
functional
and,
like
you
know,
further
down
the
rabbit
hole,
you've
got
an
aquaponics
system
that
he
has
developed
as
a
part
of
the
cdeco
home
that
you
can
also
do
standalone.
That
can
produce
a
lot
of
the
at
least
produce
that
you
need.
A
Oh
totally
yeah
I
get
it,
I
mean.
If
you
know
you
tell
me,
I'm
going
to
take
your
lead
because
we
had
do
you
have
another
meeting
scheduled
next
tuesday
and
I
know
you're
all
busy,
so
you
let
me
what
or
tell
me
what's
valuable
to
you
and-
and
I
totally
understand
if
you
want
to
take
some
time
and
think
about
it,.
A
I
don't
know
which
platform,
because
it's
not
all
social
media,
but
I
mean
he's
reached
out
and
touched
at
least
a
million
plus
subscribers
to
either
the
wiki
or
the
facebook
or
or
instagram
like
places
that
he's
posted
his
work.
A
The
ted
talk,
definitely
helped
the
new
yorker
article
definitely
helped
and
hurt
a
little
bit
because
it,
you
know,
exposed
a
lot
of
the
bad
as
well
as
the
good
and
he's
in
a
position
now,
where
I
think,
if
he
posts
something
it's
going
to
get
attention,
I
mean
he
still
has
previous
attendees
reach
out
to
him
and
ask
him
when
the
next
workshop's
going
to
be
so
we
we
have
a
sense
that
there's
still
lingering
interest,
even
though
things
have
slowed
down
at
a
pretty
large
scale.
C
Okay,
I
mean
because
looking
toward
even
platforms
like
youtube,
not
even
pay
to
subscribe
platforms
right,
but
some
people
successfully
generate
an
enormous
amount
of
doing
very
similar
and
interesting
things.
You
know
like
woodworking,
building
tiny
homes
fan
life,
which
is
yeah
things
that
are
often
less
interesting
than
what's
going
on
at
open
source
ecology,
but
definitely
no
sometimes
requires
a
specific
type
of
person
and
a
very
specific
presence
online.
A
Yeah,
like
the
one
of
the
guys
I
follow.
Mr
chickadee
is
his
like
title
on
youtube
and
he
never
talks
you
know
or
when
he
does
talk
it's
like
suit,
but
like
to
your
point,
there
is
a
world
in
which
you're
we're
just
documenting
what
he
does
and
then
publishing
it,
because
that
even
that
would
be
useful.
I
think
the
challenge
like
right
now-
and
this
applies
sort
of
to
you-
know
how
ose
interacts
with
potential
collaborators
who
are
not
like
officially
part
of
the
organization,
is
like
it's
just
rough
around
the
edges.
A
So
it's
not
super.
The
production
value
is
very
low.
You
know
he's
a
classic
engineer
in
that
standpoint.
In
terms
of
like
the
product
should
speak
for
itself
or
you
know,
there's
not
a
lot
of
effort
put
into
promotion
and
I
think
that's
a
a
extremely
valuable
opportunity.
A
If
we
just
get
the
right
touch
to
help
manage
the
content
and
refine
it
a
little
bit.
A
I
mean
max
you
like,
as
we
were
thinking
sort
of
our
labor,
recruiting
challenges
like
how
are
we
going
to
get
the
first
crew?
It
would
be
to
target
people
like
you
who
have
had
experience
in
the
outdoors.
I
mean
frankly,
everybody
in
this
call,
but
specifically
people
like
you
who
have
had
experience
like
in
the
outdoors
and
sort
of
an
unconventional
career
path,
and
we
would
like
to
figure
out
a
recruiting
strategy
that
effectively
targets
that-
and
I
didn't
do
so
great
in
marketing
class.
A
So,
like
that's
another
thing,
that
would
be
extremely
valuable.
Is
how
we're
thinking
and
there's
a
link
also
to
our
current
approach,
to
how
we're
going
to
recruit
and
are
they
paid
unpaid?
Do
we
adopt
the
pay-to-play
model
and
charge
the
homeowner,
or
you
know
what
the
different
possibilities
are
there.
C
Yeah
I
mean
it
would
be
great
if
yeah
we
could
figure
out
a
way
to
be
building
to
kind
of
be
accomplishing.
Some
of
these
things
at
once
like
build,
build
the
seed
eco
home
demonstrate
the
mvp
with
in
five
days
with
24
people
have
someone
else,
you
know,
buy
materials
and
right
have
you
know
constructed
on
their
land,
and
then
you
know,
have
the
people
who
are
learning
how
to
build
the
cdco
home
be
potentially
paying
for
this
experience.
A
Documentation
of
the
first
build
is
something
like
30
grand
so
for
30
grand
a
professional
production
company
will
send
people
out
to
document
the
build
in
a
way
that,
I
think
is
you
know
sexy
enough
to
like
really
promote
osa
in
a
meaningful
way,
and
we're
we're
kind
of
considering
you
know
is:
does
that
make
sense?
So
that
could
be
another
question.
That's
worth
investigating
a
little
bit
more.
A
My
my
you
know,
I
I've
only
known
him
for
about
a
year
like
he
is
interested
in
everything,
and
so
he
like,
we
will
we'll
correspond
a
lot
like
hey.
Did
you
see
this?
Like?
Did
you
read
radical
markets
and,
like
I
want
to
know
your
thoughts
on
the
cost
and
georgian
economics
and
then
like
the
next
day,
it'll
be
you
know
like
how
are
we
gonna
get?
You
know,
I
think
veterans
are
the
the
right
talent
pool
to
target
for
this
thing
like
how?
A
I
guess
you
know
helping
him
helping
remind
him
that,
like
like
what
you're
doing
right
now
doesn't
feel
like
it's
accomplishing
a
lot,
but
this
is
all
part
of
the
plan
like
we
have
we've
laid
out
a
strategy.
We
have
a
plan
now,
let's
like
like,
actually
execute
it
and
try
not
to
get
distracted
by
all
the
other
possibilities.
A
I
don't
know
if
that's
right,
I
don't
you
know
it's
it's
I'm
kind
of
following
my
instincts
from
previous
leadership
experiences,
but
you
know
that
that's
just
the
current
situation.
D
Makes
sense,
maybe
kind
of
bringing
it
back
to
the
the
project
as
a
whole.
Some
questions
in
terms
of
how
you
would
like,
or
what
your
ideal
vision
of
a
deliverable
is
in
that
would
you
want,
I
don't
know,
a
powerpoint
presentation,
a
report.
D
Or
is
it
the
actual?
I
don't
know,
I
don't
know
if
there's
any
any
other
ways
that
we
can
deliver
it
yeah
team
that
I'm
missing
out
on.
But
what's
your
what's
your
ideal
vision
that
comes
out
of
our
when
we
get
to
that
deadline
or
to
that
last
meeting,
and
what
do
you
expect
to
have
received
from
us.
A
I
we
would
like
a
living
document
that
we
can
reference
when
the
project
concludes,
the
format
doesn't
matter
we
have
found,
or
you
know
I've
fallen
into
his
way
of
working,
which
is
the
google
suite
linked
to
the
wiki
so
like.
If
you
just
peruse
the
wiki,
you
will
see
like
the
google
slides
that
are
embedded
and
with
you
know,
easy
edit
links
that
is
sufficient
and
beyond
that.
I
think
we
don't.
I
don't.
A
A
And
you
know
like
in
this
going
off
of
what
I
was
just
talking
about
in
terms
of
sticking
to
the
plan
or
following
a
coherent
strategy,
I'm
not
sure
what
the
good
analogy
here
is,
but
like
got,
we
need
guide
posts,
we
need,
we
need
concrete
milestones.
We
need
you
know
from
my
days
in
the
military
mission
decision
line,
so
so
key
performance
indicators,
the
big
rocks,
I
guess,
as
you
would
say,
and
guideposts.
D
Oh
yeah,
yes,
it's
it's
all
really
about
like
making
sure
we
can
kind
of
plan
a
clear
vision
with
okay
kind
of
steps
to
take
to
be
able
to
do
it
because,
from
my
understanding,
there's
a
there's
a
lot
of
a
lot
of
great
ideas.
But
it's
about
understanding
how
we
can
actually
refine
them
and
keep
them
in
target.
With
with
what
you're
trying
to
achieve.
A
D
Okay,
yeah,
no,
that
makes
sense
that
makes
sense
and
then,
like,
I
guess,
kind
of
a
general
question.
But
what
do
you
aim
to
do
with
the
recommendations
that
come
out
of
out
of
our
couple
months,
exploration
and
ultimate
recommendation?
Is
it
something
that
you're
looking
to
implement?
Is
it
something
that
you're
looking
to
have
is
a
good
to
know?
Is
it.
A
I
I
mean
you
know
considering
it
considering.
Like
my
experience,
I
don't
know
that
I'm
gonna
be
able
to
articulate
this
very
well
but
like
when
this
project
is
over.
If
we
have
the
ability
to
go
back
and
reference
say
like
okay
is
what
we're
doing
aligned
with
what
was
recommended
to
us,
and
if
not
do
we
have
a
good
reason
to
do
that
and
what
was
the
rationale
behind
these
recommendations?
A
That
is,
that
is
a
source
of
clarity
for
us
that
doesn't
currently
exist,
because
I
am
a
part
of
this
organization
because
I
believe
in
it.
I
don't
have
any
real
world
experience.
Building
companies
like
other
than
my
own
startup.
A
Something
something
so
that
a
reference
point
for
us
to
compare
our
strategy
and
actions
to
from
you
know
really.
What
is
an
objective
third
party
stress
test
in
this
group
of
that
actually
doesn't
make
sense
and
here's
why
that's
kind
of
what
I
think
we're
going
to
to
utilize
this
product
or
this
this
project
for
going
forward.
A
A
Like
is
there
it?
Should
we
center
this
around
some
sort
of
like
metric
that
you
help
you?
You
increase
profitability
by
x
percent,
or
you
know
I
I'm
not
really
sure
how
I
can
so
how
we
can
be
working
together
to
like
make
sure
that
you're
not
you
know,
I
don't
know
spinning
your
wheels
for
a
grade.
D
Don't
think
I
do
don't
think
I
do.
I
I
think
yeah
I
mean
just
it's
just
about
yeah,
determining
a
clear
project
that
we
can
jump
on
and
making
sure
that
that's
the
or
whether
it's
one
or
two
kind
of
answers
that
we
want
to
do,
questions
that
we
want
to
solve
and
then
stick
through
with
those
questions
and
go
through
it
from
beginning
to
end
and
kind
of
making
sure
that
we
we
remain
on
track.
I've
kind
of
done
one
of
these
experiences
before
it
was
quite
interesting.
D
We're
like
advising
a
spanish
group
who
did
what
did
they
do
again?
They
crisis
communication
management
and
it
was
launched
by
these
two
60
year
old,
spanish
people
who
barely
spoke
much
english
and
can
like
the
idea
just
kept
changing
every
week
and
what
we,
what
was
told
like
from
week
to
week,
just
kept
varying.
So
I
think
that
that's
always
tends
to
be
stressful.
It
doesn't
tend
to
be
beneficial
for
either
the
parties
really
because
you
end
up
getting
a
recommendation
that
might
be
half-baked
or
like
not
properly
examined
throughout
and
so
yeah.
D
I
think,
if
maybe
from
this
meeting,
maybe
we
we
speak
internally
as
well
and
maybe
next
week's
meeting
with
martin,
maybe
we
can
try
to
exactly
just
put
those
one
or
two
ultimate
guiding
stars
that
will
lead
us
throughout
the
entire
project.
That's
always
useful,
okay,
but
with
regards
to
metrics
or
no,
I
just
want
to
be
able
to
make
sure
make
sure
that
we
can
actually
have
an
impact
on
your
organization.
I
think
that's.
D
The
most
exciting
part
is
actually
that
it
has
a
real
world
impact
and
it's
not
just
homework.
You
know-
and
it's
all
about
working
together
in
achieving
this,
so
clarity
and
openness
on
our
behalf,
but
also
on
your
behalf,
which
you
haven't
been
100
with
so
far.
So
I'm
not
worried
about
that
at
all.
A
Okay,
cool
well,
hey,
look
at
the
end
of
the
day,
you're
going
to
make
marchand
and
myself
better.
So
even
if
osc
isn't
standing
in
a
year
which
it
will
be,
but
hopefully
that
offers
you
some
consolation.
B
I
definitely
agree
that
I
I'm
very
excited
to
just
like
to
contribute
to
osc.
I
do
think,
especially
since
you've
gone
through
som,
like
you,
giving
us
critical
feedback
as
to
how
we
should
be
better
consultants
would
also
be
useful.
A
B
A
B
A
Great
okay
yeah
that
was
good
for
tuesday,
the
15th
the
current
time
is
1pm
eastern.
Is
that
still
good.
B
A
Yeah
so
we'll
just
leave
it
at
one
for
now
and
then
I
will
get
back
to
you
if
and
we
have
to
change
that.
A
Great
okay!
Well,
thank
you
so
much
everyone
thanks
for
your
patience,
thanks
for
yeah.
This
is
this.
Is
I'm
excited
about
it
and
I
look
forward
to
next
week.