Scott Graffius: What Successful AI Development Teams Have in Common

This talk by Scott Grause focuses on the essential skills that successful AI development teams possess, highlighting both hard and soft skills. Grause emphasizes the importance of team dynamics, particularly teamwork, in driving effective AI project outcomes. He references a study involving 152 organizations and points to renowned companies such as Google and IBM which underscore the relevance of soft skills in technology-focused environments. The presentation introduces Tuckman’s model of team development, outlining the five phases: forming, storming, norming, performing, and adjourning. Grause provides actionable strategies for each phase to enhance team effectiveness, satisfaction, and success, presenting a fresh perspective on the intersection of technical capabilities and interpersonal skills in AI development.

[Music] hello everyone welcome to the second of the conference we are in the AI and Cloud track and the first day first talk of the day will be from Scott grause he will talk about what successful AI development teams have in common so Scott if you ready I will leave the sage to you thank you very much from improved medical diagnosis to self-driving cars realtime translation of

language and virtual assists becoming Genies artificial intelligence has emerged currently as a transformative Force advancing Innovation and changing really how we live work and interact and this talk is about the skills that fuel the delivery of successful AI Solutions and specifically the skills that successful as you may have already determined um this uh for content accessib ability purposes I'm using large siiz fonts and high contrast elements

such as dark text on a light background and I'm describing the on-screen content there's just a few slides where perhaps I'll be um describing the content word for word but in most cases I'll be either summarizing or elaborating on information that's on screen so informed by my own work on uh AI teams as a technical project manager and confirmed by Leading organizations including many that you probably

recognize such as Google Mi Microsoft IBM and many others Those Behind the lifechanging AI Solutions are teams that have a fusion or a combination of hard skills and soft skills hard skills are often referred to as technical skills or technology skills soft skills are sometimes called people skills or interpersonal skills or critical soft skills so as I mentioned a moment ago the information on screen is relatively

large for Content accessibility purposes here it's possible that you can't make out the detail my point in showing this particular slide is to show you that AI teams like teams on any other topic perhaps cyber security or what have you have really a combination of hard skills and soft skills for AI teams I took a look at over 152 different organizations and by the way I have

all those sources in a bibliography that'll be available for you along with some visuals that you can download that link is at the end of the presentation if you're interested anyways I took a look at 152 organizations as well as my own experience and I listed the the typical hard skills and typical soft skills uh involved in AI development teams this is not intended to be an

exhaustive list there may be more but rather these are the ones that are typical and it's just to give you a sense that I really appreciate and I wanted to communicate that appreciation that there's a large range of diverse skills that are required for a team to be successful so out of those 111 skills there is one that organizations identify as Paramount and that is common amongst

the iTunes yes technical skills are necessary yes soft skills are necessary but there's one particular skill in particular That's essential according to organizations more on that in a moment well that moment's now so first I wanted to I thought it would be more interesting to have some of the organizations the leading organizations that you're already likely familiar with kind of introduced this concept or this point I'm

trying to make rather about hard skills soft skills and what's essential for successful AI development teams here's what Google has to say there's a demand for a broader set of Technical and soft skills when talking about AI development by the way this reference this is one of those 152 I mentioned this is in the bibliography if you if you if you want that here's what Intel has

to say non-technical skills this would be soft skills non-technical skills eat technical skills for breakfast and rounding out uh the points made by Leading organizations on the sort of the technical skills versus the soft skills Point Samsung Samsung says that soft skills are the most valuable for the Enterprise and the hardest to find so that probably gives you a clue that we're right now for purposes of

this presentation at least focusing in on the soft skills so what with then the soft skills is the one particular skill so because there's many well here MIT says competencies like teamwork are crucial and by the way for purposes of this presentation team the ter the terms teamwork team building Team Dynamics Team tradecraft and similar can be used interchangeably again within the context of this presentation so

that's what MIT has to say here's what Microsoft says been talking about development including AI development don't underestimate the power of a team Dynamic your product becomes the result of it and rounding it out IBM says the team is a key driver of a successful I AI project so within the skills of tech teal skills and soft skills these organizations have focused in on soft skills and

within soft skills they focused even further in on team work Team Dynamics Team performance team development in similar terms so this talk does dive into team development probably no surprise and that is the skill that's common among successful AI teams so this talk is designed to deliver information you can use it's possible that some of it you may have seen versions of it before if that's the

case I'm hoping that you'll find this to be a fresh take on the topic and um a refresher as well so this is based on the science of high performing teams and when I say science I mean the studies and the Articles and the that are all contained in the bibliography the 152 sources in the biblography that this presentation is built on so here's the objectives for

this talk first is uh at the end you should understand that a Confluence or a mix of skills including that notably team development are crucial and within team development there are five phases so you'll um be shown the different characteristics or the traits of each of the five phases the description of them as well as and this is really the most important thing usable strategies that you

can use to navigate the phases to help improve the team's Effectiveness happiness satisfaction and success so here's the agenda how this talk is structured first is the introduction objectives and agenda and in a few seconds we'll be done with that some about information about me as it relates to this talk under a minute the main portion of this um presentation is talking about the five phases of

Team development as it relates to development and specifically AI teams and then a quick conclusion takeway wrap up feedback at the end and before I move on there's a chance that this presentation may run up close to the end of the time it won't run over but it might run up close to the end of the time if it does and if you do have a question

there will be information at the end of this presentation as well as information on the conference website so that you can contact me whether it's LinkedIn or email what have you I am happy to take your questions if there's time during the Press during the conference as well as after the conference so here's some information about me in under a minute that relates to this talk so

there I am and I am a agile project management um practitioner consultant trainer author and speaker and I focused on technical project management of late it's been video game development and AI development and I am the founder of exceptional agility and have some professional technical credentials and my background spans different Industries again focusing on this presentation it does include AI as well as video game development entertainment

streaming video streaming R&D and more and my work has taken me across 25 countries um including virtual and in-person presentation those are the 25 countries I've worked with or work have worked with client in and contents from my books which are two and workshops and other information and content has been used by a range of organizations here are just some and of these I'll highlight maybe two

or three Microsoft uh MIT Yale University and many others so there we go on to the five phases of Team development so in 1965 I got ahead of myself Dr Bruce Wayne tuckman who has a doctorate in Psychology from Princeton University uh did extensive research on what he called at the time Team Dynamics again the term has also been um expanded include words like or phrases or

terms like team performance team development team tradecraft so those terms again in the context of this hot cam use interchangeably so he did extensive research and published his model in 1965 and um that model and because it was way back in 1965 I think it's important to mention that that model Still Remains very relevant and beneficial today I'll give you a few examples of that this talk

does draw from my own first and Real World experience with AI teams and it is supported by research recommendations and endorsements from our a range of organizations all of these are and their citations are in the bibliography again if you'd like that it'll be at the end of this presentation as a link I'll mention just a few of them um again there's a total of 152 so

this just kind of gives you a sample of the different um sources that go into this presentation Google Gartner i e MIT um get lab the list goes on and on and to underscore the continuing and current relevance and value of the model this talk uh again has 152 sources and many of them were published in the last 10 years and uh I'll say further that of

those many that were published in the last 10 years you'll find some of them were published actually in the last year or two so to introduce a a model like team development for example I have found and the feedback I've received from presentations is that interesting unique visuals and practical examples are very helpful and maybe even essential so that's what I've done at least as it pertains

to this talk clip art just does not work no clip art no stock photos no gener content for this presentation it just does not work so here's a a a visual a custom visual that I created that gives sort of the big picture of the phases of Team development I want to mention before going to that slide that at the top of this talk I mentioned that

it's important for Content accessibility that the fonts are relatively large for readability and accessibility and and so on in the case of this you won't be able to make out the detail on this slide I have it here we'll be zooming in on it though in just a moment I have it here kind of to give you the overall layout and then we'll kind of zoom into

the content and the font will be larger and you'll be a be able to make it out so I just wanted to call out that there is a graph at the top and that graph shows how performance varies across different phases of Team development so so there's forming storming norming performing and adjourning those are the columns and within the uh five columns the first row are the

characteristics these are s of the behaviors or what you typically see in teams in the respective phase and if you're new to this it can and or if you're not sure it can almost be used as sort of a diagnostic a helpful tool to assess where the team is if it isn't if it isn't obvious and then below that are most important thing once you know what

where the team is the strategies these are the things that you or maybe a colleague it can be anyone it can be you know it depends on your organization and your kind of your project and sort of sort of your software development model and so on it could be a scrum Master it could be an agile coach it could be a technical project manager it could be

a team lead a devops lead it can just be a team member so it doesn't matter who is doing these things applying the strategies uh help the team move advance and improve which means in most cases moving on to the next phase to the right going from left to right um also I want to mention that this model is agnostic with regards to the types of uh

development model that you have so whether you're agile and you have hon or you have scrum or you have a sort of a waterfall or you have a hybrid it applies to all those different scenarios situations so to review each of the phases of Team development I wanted to come up with something that was a little bit on the fun side and relatively close to the year

that this model uh was initially published again 1965 I didn't find anything in that year that could really be incorporated into this presentation that made sense and that I thought was helpful but a few years after that in 1969 these characters were introduced now this is the Lego recent Lego incarnation of these characters but these characters were uh introduced in 1969 so this is my photo of

these collectible characters which are more expensive than I than I'll say but um and I have them along with the visual you saw a moment ago as we go through the five phases of Team development so this represents a team um you have to pretend like the dog is a person I suppose I think in one of the cartoons he talks so it's good enough for me

uh and now each of the five phases of Team development in detail so first up is forming so this is um whether the team is never worked together before or it's a team that has worked together before or a combination at all applies I will say that in general teams that have worked together before or have a mix of people who have worked together for it generally

speaking can move through these phases a little quicker there maybe a team that has all new people who have never worked together before perhaps that's sort of uh on the side of common sense but I didn't want to share that um so first up is forming this is a visual showing a group of people coming together and you know even if it's um I know everybody doesn't

use scrum but just as an example even if you're scrum team and even if the team is the same team over many iterations or Cycles the what the the the work changes right at the end of every iteration and so there is something new and different so even if the team doesn't change they are back in the forming phase so this is when the work is being

kicked off on a unique Endeavor whether it's a Sprint whether it's waterfall whether it's a combon team coming together for the first time or something like that it applies to all the situations so here's the characteristics here's what you typically see uh in most people during the forming phase uh they're displaying eagerness things are new socializing people are being polite and sticking to Safe topics and you

know what because it's at the beginning even if the team has worked together before and even if they have a good sense of what they're working on it's new and it's perfectly normal according to my experience other organizations and their research that people can be anxious and be questioning it's very normal so if that occurs my reason for listening that there is It's Perfectly Normal everybody doesn't

uh have anxiety and question things but if people do it's perfectly normal and then here are the strategies so things that you can actually do to help the team grow in advance and I'll mention up front before I even start that these strategies you'll see many of them you may find I mean I I'll speak for myself many of them I initially found to be sort of

um just good ideas and Common Sense the reason that they're listed here is because the literature uh has validated that these are the particular strategies that are particularly powerful and helpful in the respective phase so that's why they're uh so anyways taking the lead whoever that person is um being very visible want I say whoever that person is Scrum Master technical project manager team lead devops lead

AEL coach whoever the person is that sort of taking that role within the team in your organization is really being very visible this is not a time to be in the background right and you don't have to do ice breakers but they can be very helpful even in teams especially if you have a mix of people who haven't worked together it becomes especially beneficial um facility and

introductions giving a big picture sometimes at the beginning you have all the um you know you have all the features or you have all the requirements or you have all the you know the bugs or whatever it is that you'll be working to address and fulfill UPF front sometimes you don't sometimes things iterate whatever is that's known should be shared at the beginning and also communicating very

clear expectations for example if it's a scrum team it doesn't have to be this applies to everyone but if it is a scrum team and if it is true that you're going to meet every you know virtually or in person you're going to meet every workday from 10: to 10:15 a.m. local time to talk about what you did in the prior work day what you're going to

do in the new workday and any issues or impediments you know these are the kind of things that you want to be really clear about you know upfront uh with regards to any expectations on the project at sort of the higher level let's just say taking the other extrem a a waterfall project a year-long traditional classic waterfall project well if there is a um a deadline like

I'll make it up the deadline is this project needs to be complete by um you know June 1st 2025 if that's true if that decision has been made already at the high level in the organization you want to know about it now versus next week next month right so whatever it is that's known about the project sharing that upfront and then lastly on this list here for

forming ensuring response times are quick so if there's questions issues or concerns addressing them and handling them as quickly as possible is just is is probably a good idea for any phase but for forming absolutely it's essential and then that brings us on to storming the next phase so when teams move teams will move from left to right there are some cases I'll mention it very briefly

now where maybe the the team will move from right to left but that would be perhaps let's say the team is at the highest level of performing which we're not there yet and let's say that some people leave the the team and no new team members join the team that may or may not be a reason for the team to revert back to you know sort of

unconsciously right but revert back to the forming phase but normally things move from left to right so here we are phase and this is a sort of a visual depiction of what that might look like and here we have the characteristics there can be resistance lack of participation which may or may not be related to differences of opinions reg uh irregardless is that the right word then

even ignoring sort of the formal hierarchy of the organization ignoring titles people might be sort of jocking for a position if you will with regards to this project team some of the sort of the competitiveness comes out and there can be high emotions so if these things occur it's normal it's absolutely normal by the way there's no fix duration on how these phases how long these phases

last I will say that in general my experience in the literature says that can go through the phases quicker than teams that have never worked together before that's just sort of a generalization though there can be clearly exceptions to that so here's what you can do to get out of storming and into the next phase which is norming and that's the second second highest level of performance

here are the strategies to help the team grow in advance so requesting and encouraging feedback so here's what I mean by that and here's what the literature really reinforces the the studies that is to explicitly say something like whoever this person is this technical project manager SP Master as coach def obsolete whoever this person is to say something like I want to hear from you if you

have any questions or concerns at any time please do reach out to me and then maybe there's multiple ways you know email or you know if you want to hop on a zoom call or iners or whatever the different uh mechanisms or ways of uh of of providing feedback um and encouraging it and repeatedly doing so and so that there so that problems large and small are

encouraged to be surfaced as quickly as POS and addressed as quickly as possible so that really is sort of a roundabout way of that second Bull point of identifying issues and facilitating their resolution um building trust by I'm going to jump to the last bull Point building trust by honoring commitments so uh trust is such a important and Powerful topic unto itself and there are so many

excellent books out there I I will tell you what the my experience and the literature says about trust with regards to the fais of Team development this is how you can build trust in most cases in most teams and that is honoring commitments so if you see for example I'm going to go back to that scrum team example you if you if you say well we're going

to meet from 10 to 10:15 a amm local time and we're going to you know we're going to share what did you do in the prior workday what are you going to do today any issues or impediments that kind of thing and without explanation uh you know two or three meetings get canceled in a row that's not good that's not the same meanings can't get canceled right

I'm not saying that or the literature is not saying that at all but it's about being consistent and if you say you're going to do something doing it is a almost guaranteed way because there's no guarantees it's an almost guaranteed way to build trust in a team and then that brings us to norming it's the second highest level of performance uh with regards to the Team Dynamics

and there's a visual there showing how people are now connected but they're connected in a s in in a certain way so the team is developing cohesion and that's related to the purpose and the goals being better understood now and and at the beginning at during the forming phase for example and that can translate to higher confidence and improv commitment and people are engaged and supportive and

again anxiety is very during uh forming and especially during storming and if it does occur it usually is lowered or eliminated goes away uh otherwise uh during the norming phase and in here's what you can do to get from this team that is in a second high level performance to the highest level of performance and that is probably a surprise to you is giving feedback and recognizing

individual team efforts in other words you don't have to wait for a retrospective a post- project review a um whatever that's called in your organization to give feedback you can give informal feedback or whatever feedback is appropriate in your organization uh any time and and giving frequent feedback is is very very helpful in getting to the highest level of performance if uh possible if appropriate in your

um business giving learning opportunities and upscaling I'll give you an example one organization that I I worked with had uh a team that was comprised almost entirely of developers and testers yeah there were a few other people data scientists and others involved but it was almost totally those too and um well I'll just jump to the point it's a long story now that I think about it

the point is it's would it can be beneficial to have somebody who is a developer know how to be able to step in in a pinch right and do help with a little bit of testing only if necessary and that's not to say that the person is now doing you know testing this developer is now not doing development they're doing testing but rather if there's sort of

a skill set that has a little bit of um cross functionality and is able to pitch in and help out when you come across the particular issue rather than bringing in somebody new to the team in departing which can Poss in some cases Miss with the flow in the performance of the team that's something that it that whole learning opportunity and upskilling and cross functionality um with

regards to skills some organizations do it some don't it applies in some cases so I just mentioned it with that caveat and here that leader that person is uh very different from earlier on where they were sort of upfront here they're kind of taking a backseat with regards to uh uh just monitoring the energy of the team and they are letting the team make their own decisions

while I'm really getting ahead of my myself because that brings us to forming and those are some examples really of really this phase more so than norming here a very different visual showing how people are even more interconnected during the Performing phase so it's not a formal hierarchy where there's everyone sort of reporting to one person yeah there may be a a formal lead but there is

in interdependence and self-management uh also known as self-organization that occurs regardless of what are the agile or not even in non-agile organizations self-organization High motivation trust and empathy um individuals deferring to the greater team needs is rather common something that you see during this phase and obviously uh because it is the highest level performance there producing the delira bles effectively and consistently and with a high level

of quality as well and then here are the advance well I already mentioned that this is the highest level of performance so why you might ask am I talking about strategies to help the team grow and Advance well this is an active open ongoing phase right now it's not complete yet so this is really about keeping the momentum keeping things moving along and so here you have

uh guiding from the side or minimal intervention sort of similar to was mentioned during the norming phase highlighting successes very similar to was mentioned earlier and here the team may already be doing this third bullet point if they're not you're going to encourage them to do this and that's Collective de decision making and problem solving um this goes a real long ways to keeping the momentum um

of this highest L performance going with the team and then that brings us to a journey and a journey is the Final Phase and the team disbands if appropriate even in a scrum environment the team may not necessarily leave but the work is done and then they get a different batch of work um from the product backlog using the example of a scrum team so uh here

you have a journey and I want to mention that earlier I said that Dr Bruce Wayne tuckman's model was published in 1965 and that's true that was forming storming norming and Performing however Dr tuckman along with his colleague maryan C Jensen found a journey to be so important that Dr tuckman updated his own model in 1977 so um if you were to Google some of the keywords

of what's been presented so far uh you will find some result results that talk about the four phases but that's not really the case back in 1977 again techman updated this model so his model really is five phases it's not four phases a journey is what tuchman calls it so that's what I call it sometimes you'll see people call it the transitioning phase or the morning phase

and the reason sometimes it's called the morning phase is there can be sadness example I'll give an of more of an extreme example just to make the point although it applies in other cases as well let's say it's a team that hasn't worked together before and let's say it's a classic waterfall project not as many of those nowadays but they still happen and let's say it's 100

people you know and around the world and they've never work and they brought together and they worked on this thing full-time and it was a big success and it fulfilled the Strategic objectives for the company and everyone with the customers love and the employees love it and it was a big success and now it's all done and people go back to sort of their home roles and

departments you know and so especially in people who have worked in teams before but even in people who have worked in teams before there can be sadness and the literature says that I've seen it it's not terribly common but it does occur and if it occurs I just wanted because of that I wanted to call that out and there are some things you can do to help

with regards to that and then I have on the last bullet point temporary teams disband that would be the example I just gave you so here are the really the longer version of that phrase on the slide is strategies to help the individuals on the team the team overall and the company grow um and that would be first of all communicating the change to be very explicit

with the team about it could be again the project manager it can be the actel coach it can be the scrum Master whoever that person is is making this communication talking about how uh the objectives of this endeavor were fulfilled and and where you know what's going to happen with the team and explicitly talking about people returning to their departments let letting people not guess about what's

going to happen all right being very clear and you don't have to wait till this point to share that information but if it isn't uh it needs to be shared now at the latest and uh even if it was shareed earlier you probably want to we share it now some organizations you don't have to do this depending on the type of the project and the size and

scope and impact maybe they say thank you from the CEO of the company or the chief technology officer or the head of marketing or whatever there there may be somebody outside the team who is expressing appreciation and you know also maybe communicating the change but this is when you have something that some organizations call a retrospective others call it a post project review or a lessons learn

session and that's where you're doing sort of an overall team evaluation and the point here is what went well what didn't go well what will we change going forward or versions of those questions right and the point is that if that learning can be implemented into the organization the organization has competitive Advantage for the next time the company does this sort of project or maybe even a

project that has aspects similar to this project that the company will be growing and improving by doing that also there's individual recognition and the collective team with regards to it its achievements and you know depending on the company and the culture and other factors there can be a party it can be a virtual party it can be in person party maybe there's no party maybe it's a

thank you email it can be something but to to really celebrate the team's accomplishments is so important according to the literature and also my this is something that surprised me but it has come up over and over again in the literature and I did want to share it with you there is the benefit of celebrating accomplishments that the individuals and the team certainly appreciate and value it

this is the thing that surprised me people who weren't on the project at all can be uplifted by somebody in the organization expressing an appreciation as the diligence and hard work success that it took to pull off a project um and so everyone benefits by that is what I'm really trying to say so it's so valuable those are the key highlights for the five phases of Team

development again the teams typically go from left to right there are some cases where things will go in the other direction I'll give you coming back to that example I gave a few minutes ago let's say the team is in the performing phase but let's say there's a um a technical lead on the team and let's say it's a team of you know 10 people and that

technical lead there's some sort of emergency in the organization and that technical lead has to uh has agreed to go to the London Branch so and and won't be able to work you know in person or remotely on this team anymore and so that person's gone the team may have a a deficiency or that's not really the right word to use but might have a gap um

from that person leaving sufficient that whether it's conscious or not they're back in the forming phase there might be somebody new who has to join the team even if somebody new doesn't join the team the whole Dynamics may have changed and they're back and foring I'll give you another example and this is um a real example that um I experienced recently uh well about a month ago

that was there was a scrum master and that scrim master was going to um retire but it was known and it was planned and so the organization had another scrum Master for about a month before that person's departure kind of shadow that person in their different responsibilities and roles and so when that person retired and left the project which was still ongoing there was it wasn't the

same but the team did not revert back to the fing phase they continued in the Performing phase so wanted to explain that so here we move to the wrapup and we have conclusion takeaway and feedback so there's a and notably team development that are crucial to the delivery of successful AI Solutions and this session focused on the five phases of Team development it described the characteristics of

each one and then the most important thing really is once you know where the team is the usable strategies for helping the team navigate uh the different faces to happiness and success and I say that because the literature says don't know if you'll be surprised by this but when a team is effective generally speaking there's a good strong correlation with and effective and happy teams are generally

speaking successful not always just in general but so the are sort of interrelated uh which and this information is designed to provide you your teams and your organization with a competitive Advantage if you implement it and then my last slide here and then I think we'll be out of time I wanted to mention um or reiterate that there is a a digital download takeaway that's available for

for you and that contains some of the visuals from this presentation the 152 sources that I mentioned are are listed and if you're interested uh you can access that by scanning the code on screen or uh in lowercase bit. ldde Dev days Europe is what that stands -1 and that's the digital DL takeaway it's a PDF depending on traffic and other factors it may not load immediately

there's no authentication or no password require because I'm tired of telling robots I'm not a robot so I didn't do that here and if you're watching a recording of this after the conference it's possible that this information may not still be available so if you are interested I recommend you uh download it because it may not live on my website indefinitely and then lastly retrospectives or post-

project reviews aren't just for the five phases of team team development certainly helpful for talks and the nicest thing that you could do is to give me feedback on this presentation if you if you found it to be helpful informative or a fresh take or a refresher or whatever it is that you think about it I really look forward to hearing that you can give me feedback

by scanning that code um or going um Can in lowercase it's bit.ly ye s-7 with regards to feedback I deliberately kept it very very um short I believe it's just three questions name email and what did you think um if you uh are willing to give feedback I want to thank you in advance for doing so when you hit the submit button on feedback there's a very

short thank you message from for me and there's links to my LinkedIn and Facebook and website and so on so that's one way you have my contact information you also have my contact information from the website and then lastly if you go to my personal website uh Scot graphic.com you'll see at the top of or towards the top of my website you'll see the links to my

different social media uh channels and I look forward to uh your comments or questions and feedback um because we're really short on time I'm going to wrap up now and maybe we can hold on this slide for just a few more seconds for people and then I think we need to wrap it up if you have any questions or feedback I look forward to hearing from you

um I will mention up front that I get all most of my questions after the conference so uh don't be shy if you're want to give me your question later or over email or or you're watching a recording this session do feel free to contact me and I'll be sure to that thanks for SC for on talk and we indeed are in our last minute for the

time Resort for us but I'm still checking the Q&A session as of now we don't have any but reminded please reach out to him and I'm still keeping the slide on the screen and if you have have any last message Scott we just have remaining seconds yeah I will say thank you for that I will say it's I was sharing with the conference organizers before this talk

that it's very common for my talks to have most and in some cases all the questions come later after the event I think sometimes people don't want to ask a question publicly is my guess but anyways I do look forward to your feedback and I do look forward to getting your questions I'll be sure to look at your feedback incorporate any suggestions or comments you have and

also answer any questions you have so thank you again thank you so much for