Moto Marketing Podcast #69: Eagle Grit's Daniel Blair
The Racer X Podcast Network
Luke Nesler is joined by Daniel Blair to talk about his career and building his high-end cleaning solution brand, Eagle Grit. Get more moto business talk at www.thebusinessofmoto.com. Follow Luke Nesler on Instagram: www.instagram.com/lukenesler www.instagram.com/impakt_results Visit Impakt Results Online: www.thinkimpakt.com.
Cooksey and The Coach 10: The Daniel Blair Lovefest
Cooksey and The Coach
This week Cooksey and Robb take a look back at the Lucas Oil Pro Motocross race from Spring Creek and look forward to WW Ranch this weekend. They both reference Daniel Blair and some ideas he had and Cooksey thinks his idea about having Ferrandis start with privateers is a good idea, who knew they agreed about anything?EBC BrakesD'Cor VisualsTwo Four SpeedMotoXAddicts.com
Using XR to Ensure a Safe Work Environment, with Bit Space Development’s Daniel Blair
XR for Business
Access to the Internet can be spottyin Northern Canada. But heavy industry happens up there all the same,and Bit Space Development’s Daniel Blair wants to bring thoseworkers the same access to XR-driven training and remote expertassistance as anywhere else enjoys. He chats with Alan about how hehopes to bring that about, in the first XR for Business of 2020. Alan: Hey, everyone, it’s AlanSmithson here with the XR for Business Podcast. Today, we’re speakingwith Daniel Blair, founder and CEO of a Canadian VR company calledBit Space Development. We’ll be discussing how virtual reality isrevolutionizing industrial training and why it’s vitally important todefine your key performance indicators to release you and yourcustomers from the Pilot POC Purgatory. All that and more on the XRfor Business Podcast. With that, I want to welcome my goodfriend Dan to the show. Welcome to the show, Dan. Daniel: Hey, thanks for havingme. Alan: It’s my absolute pleasure.Let’s get into what you guys are doin; making serious purposes withVR and AR. What does that mean? Daniel: Basically, what thatmeans is we utilize immersive technologies to create games. But thosegames are used for training, education, and really serious purposes.We aren’t generally building applications that are going to be soldon Steam or sold on the Oculus store. But what we’re building aretools that integrate with clients infrastructure to help augmenttheir workflow or create a safer workplace. Alan: I know you guys have donea ton of things. One of them was a hand tool training simulator.Maybe walk us through what are these things, and how are people usingthem? Daniel: For sure. Some of ourmost recent deployments include exactly what you’re talking about,the power tools simulator, which we created with a provincialorganization here. That tool utilizes the room-scale six degrees offreedom tracking of any of the open VR-capable headsets, to put newentrants and kids on job sites and teach them about safe operation ofpower tools. And that can range from anything from a drill or ahammer drill or a circular saw. But we put some really interestingtools in there, like concrete saws — which would be extremelydangerous for a new entrant to use in real life. Alan: I actually know all aboutthat, cement saws. When I was a kid, my dad was grinding some brickswith a grinding wheel and the wheel shattered and cut both his legswide open. And I remember as a kid, taking him to the hospital andthem having to sew up right down to the bone. I mean, this was a realproblem. I know this firsthand. This is a very, very unsafe tool ifused incorrectly. Daniel: Yeah. And the worst partof building these applications are the shock value photos that myclients will send me. I’ll wake up in the morning and they’ll say,“hey, this is a good example of why to learn about the safeoperation of these tools.” And they’ll send me a photo ofsomething similar to what happened to your dad, which is superunfortunate. And additionally to that, we’ve done a lot of work inthe welding space, and on the more promotional side, our most recentdeployment is called Level Up VR, which we developed with the USAFWorkers of Tomorrow, an organization that promotes safe work sitesand safe work practices for both employers and employees for youth.And that tool actually won an Impact Marketing Award for the use ofthe virtual reality tool in the campaign that was created to raiseawareness. So we see both the marketing side and the education side. Alan: That’s amazing. Safeworking is something that we need to market to. Training andeducation and learning is really competing with Hollywood movies,triple-A games and social media. And you guys are finding a way tokind of take the best of those and bring them together. So what areyou guys doing in terms of gamification, and what are what are youseeing resonate with people? Daniel: So a lot of what we dogets integrated into classroom experiences, and the engagement ratesand the actual enjoyment — because I would consider both enjoyingsomething and being engaged in something slightly different — wefound that in our measurement that it is definitely increasing theawareness and the engagement side, through the use of virtualreality. So one of our most recent excursions was into the north, foran application that we call Try the Trades, which was with ourpartner, Manitoba Construction Sector Council and Trade Up Manitoba,which is our provincial sector council for the construction industryand their awareness organization. So they’re technically the samecompany, but they have different teams. And what we did is we took acouple pelican cases full of Pico Goblin headsets and some virtualreality learning experiences into the classrooms in northern Manitobacommunities — and to put it into perspective, just how far awaythese communities are for listeners in different parts of the world;to drive from Winnipeg to one of the closest major cities up north,which is called Thompson, is eight hours of straight driving on abasically straight road — so these communities are quite far apart.And we visited about 40 different communities and surveyed the kidsas they were actually taking these experiences, because these arekids in grades five, six, seven, eight, all the way up to grade 12.And kids tend to not be super-engaged in classroom activities and thewhole educational aspect of learning about the skilled trades. Andwhen we expose them to these trades in virtual reality, we found that98 percent of them were engaged in this, and enjoying the experience. Alan: What was that, 98 percent? Daniel: Yeah, that was 98percent. Alan: How are you testing thatagainst baseline? Daniel: The company that we’reworking with, they do classroom activities, and so they’re alreadyasking the kids, they’re already measuring the engagement; alreadyactually looking into these metrics. How are these kids engaged inthe workshops? And usually it’ll be more of a hands-on activity or avideo or slideshow presentation, stuff like that. The introduction ofvirtual reality into this increased it from basically non-engagementall the way up to 98 percent. Alan: That’s incredible. Thatalone, having learners engaged in learning, is one of the mainreasons why VR is the tool that is going to revolutionize educationand training. Daniel: Yeah, well, especiallywhen the metric that they’re using to actually find out if it’sperforming as well as it should be is the engagement. And we can showdefinitively that the technology has increased its engagement. Thatshows that the actual use of the technology is more than beneficial— it’s solving multiple problems for them. It’s not just making itmore engaging. It is exposing these kids to potential careers. It’sbasically ticking off all the boxes that they look for in anengagement, but also increasing the actual enjoyment of the kids inthat experience. Alan: Incredible. So what otherthings have you doing? Because I know you did some stuff inenterprise training and stuff like that. What have you done in thatspace? Daniel: Yes. On our enterpriseside, a lot of our clients are really focused around siteorientations and site-specific training. We do a lot of work withsteel mills. There’s a local one here that’s quite large, that hasfacilities across North America. And we recently deployed a pilotinto their melt shop to give new workers, contractors, etc., an ideaof what to be aware of on that job site. And I personally had been ina steel mill before, but when they took me through the mill, I wasquite blown away by how super dangerous everything actually is. Alan: Steel is not that safe. Daniel: Yeah, obviously. But it’s like, once you go in there, you’re like, “man. This is like a gigantic furnace that’s just melting metal all day long. And they they turned on with explosives.” So like everything about that space — like, everything — is a sharp metal object. Everything around it could probably give you tetanus. I find that, like, when I enter some of these sites, as I’ve been doing this for so many years now, I find that I’m maybe less shocked by this. But it’s kind of crazy that when you think about how I develop basically video games for a living, and yet here I am standing on top of this gigantic building, or in a crane, or in a steel mill taking 360 photos or 360 video or even just scanning the space to create a job site content. But, you know, I get put on these sites. I totally understand why the tool is going to be effective. So the steel mill application, as soon as I saw that thing getting turned on, is like, “all right, I understand why we need to put people in here, virtually.” There’s no way that you can really mentally prepare someone for the whole process. I mean, there’s literally buckets of molten steel being poured into the molds and stuff like that all over the place there. And that’s just one building. These facilities have up to six buildings on their compounds. Additionally, in the enterprise side, one of our longest clients is the Manitoba Heavy Construction Association, and with heavy construction, we’ve spent a lot of time developing out a course called Road Builder Safety Training Systems — RSTS — and that is a full certificate-level course delivered by Manitoba Heavy Construction that is completely delivered through virtual reality. There are 16 modules to that course with an in-app assessment. There are electives, there are requirement courses, but that entire thing is both deployed and delivered through virtual reality. So that is taken into communities, that’s run out of their facility. People working in the heavy construction industry, you get to see all kinds of job sites and learn about the content as opposed to just absorbing that content through a textbook. But they are placed on the job sites. Alan: Incredible. How manypeople would you say have gone through that experience, and what kindof data are you collecting about each learner? Daniel: So and that’s that’sactually a really good segue into one of the things I’ve reallywanted to talk about, which is the key performance indicators. Sowhen I talk about the road builder safety training systems course,that’s one of the ones that we developed early on in the years at BitSpace. And although it has been very effective and lots and lots ofpeople have gone through it — thousands of people have been trainedin it — we don’t actually collect enough data to know if, like, howthat one is being successful. When I talk about 98 percent increasedengagement in our Try of the Trades northern expeditions, that’s agood example of where we’ve started to collect proper data. Bit Spacewas founded five years ago, and our first projects were developedusing Google Cardboard or the DKII. We didn’t have the luxury of thesix degrees of freedom. We didn’t even have the luxury of deliverymethods to send — with a new Oculus ISV program — the ability tosend APKs to a client’s device. We weren’t able to do that. We had tomanually install all of this onto devices. And one of the biggestchallenges is when clients wanted to deploy these solutions to theirjob sites. They often have network connectivity issues. And you and Ihave been through all kinds of network connectivity issues over thelast couple attempts at recording. Alan: It’s never a problem ofnetwork connectivity, it’s just a problem of -no- connectivity. Justgetting us on this podcast was a challenge. We’re talking aboutaudio. Daniel: Yeah, and I’m in thecapital city of my province. There’s around a million people livingaround here. So we have good enough Internet. But when you get upnorth, there is basically no Internet. Depending on the town thatyou’re in. There are some towns where they’ve got fair enoughInternet, but because we don’t have that network connectivity, wearen’t able to collect real-time analytics. And because our clientsaren’t regularly connecting the headsets to a network connection,it’s also difficult for us to get a data dump. So we rely off of themetrics that are supplied to us by the client, how many people tookit? How many people passed? Etc. But I don’t feel that what weactually planned out in that one was… I mean, although theapplication solved the problem and it has been quite successful, wedon’t have, like, granular metrics to see how can it grow? How can itimprove? So one of the next steps on that project would be to figureout, how do we actually measure that? So when we deploy theseapplications, we look for all kinds of stuff. We look for, did theuser look in the right direction? Did they activate all the hotspots?How fast did they get through the experience? Because if you getthrough too fast, there’s a chance that they weren’t actually readingthe content. Did they activate the hotspot? Do they open up a hotspotand then close it right away to activate it? Or do they actually keepit open a long enough to read the content that’s in there? How manyfailed attempts were there in the embedded quizzes? All of thosethings are good metrics for checking whether the user is actuallyprogressing and hopefully retaining and absorbing the knowledgewithin the course content, but that only addresses the learningexperiences. When we are doing deployment and we’relooking at actually doing a marketing engagement, I kind of break itout to a few different segments. So for marketing engagements, welook at metrics like, how can we possibly increase your sales? Aremore people going to your page or more people go into yourorganization? And sometimes organizations that we’re working witharen’t necessarily selling something, but they’re trying to marketthemselves to promote the organization as a whole. So for SafeWorkers of Tomorrow, for example, when we were promoting safe workthrough Level Up, really the biggest metric is, how many people arechecking out this game? How many people are coming to the event? Howmany people are signing up for the contest, etc? That’s an easymetric for a short-term campaign, but you’ve got to understand thatnot everyone wants to play in VR, and not everybody is going to playit all the way through, and not everyone’s gonna see every level. Andso it is, at its bare minimum, we are looking at, can we get morepeople to come over to the booth? On the tool side, that’s where thingsare starting to get really interesting. With the commercial andenterprise adoption of virtual reality increasing — and I’m sure noone could possibly stand against that statement — over the last fiveyears, the actual pickup of the technology by commercial enterpriseorganizations, I’m finding, is just dwarfing the year before eachyear. And what I’m finding is that there’s more and more interest intools and workflow augmentation. You want to create something andmake it the flattest possible. So how do you do that? You want tocreate a piece of software that visualizes this and it has to be asperfect as possible. How do we run the algorithms on the actualinfrastructure that’s being put up and see that through a Hololens orsee that in VR? And I’m finding that that’s where the real adoptionis at the moment. It isn’t difficult to sell a company on the idea ofusing virtual reality training at this point, and we have the metricsto be able to track that. But when when a client comes to us and theystart telling us of their problems… I kind of break it into a fewdifferent categories. There’s three that I look at and there’s asecret fourth one. The main category is learning experiences. So theywant to train someone for something. One of the categories is toolsand augmentation. They want to build something that’s going to maketheir workflow easier; they want to streamline something. They wantto promote themselves; they want to create a marketing experience.And then the fourth secret category is just, they want to make agame. And I find that that doesn’t happen much with us, because weare in the B2B space. I don’t get a lot of people that come to me andsay, “I want to build a cool game,” although I wouldn’tturn someone away. It doesn’t generally fit within our target marketat the moment. The metrics for each of those are goingto be very specific. I’m not going to track how many people arecoming out to an event, or how well is this thing promoting you ifit’s an educational experience, and I’m not going to necessarilytrack how many people are learning something. It’s an internal toolbecause there’s probably nothing to actually learn. But the mostdifficult category to actually track the performance on is the tools,because we need to know what is the problem that that company isactually trying to solve and that seems to be the biggest challengeright now, is that companies don’t actually necessarily understandthe problem they’re trying to solve. And then once we’ve identifiedthat problem, there’s often resistance from the people that currentlywork there into implementing new technologies. Alan: Maybe expand on that.Because I’ve heard this before on other podcasts, interviews wherethe problem isn’t so much that you’re getting corporate buy in. Maybethe CEO says, “hey, we’re gonna do this.” The trainingmanager is like, “yeah, we want this.” And then when itgets down to boots on the ground, there’s a bit of trepidation andmore pushback. Daniel: Yeah. So that couldalmost be considered one of your metrics of success. Your actualinternal adoption. I find that it isn’t necessarily difficult to sellat the corporate level. You can get the buy in from the C levelemployees. You can get buy in from the business owner. That’s notusually challenging because they’re usually trying to innovate fortheir company. They want the latest and greatest in the company. WhatI do find is moderately challenging is getting people that do thejob. So the types of companies that we work with, generally there’sthe C level, there is the training manager, etc. etc. And we can getthrough that process and build the advisory committee and actuallyfigure out what problem is that we’re going to solve. And by the timewe get to that point, we look at, all right, well, how do weimplement this? Usually it is at the actual worker level that thereis the resistance. Either people perceive it as new work orunnecessary work and they don’t necessarily understand the value ofspatial computing — which, I don’t blame them. I think that if myjob was to do a certain task at a company and I did it for 45 yearsand it’s just always been the way it is, it might be daunting toimplement new technology. Now, I’m also the founder of a virtualreality company, so I’m a little bit biased towards the the wholeaspect of spatial computing. And clearly I am also biased towardsadopting new technologies. But I find that definitely the frictioncomes from the actual workers. And you can usually get past it if youstart to actually speak their language and you show them how itactually enhances the experience. A good example for that: we have apiece of software that it’s actually internal piece of software. Wedidn’t build it for a client. It was started out as a prototype. Andit now is something that we’re polishing up and that is calledFlagger Safety. And a flagger is the gatekeeper to a constructionsite. They’re the people that stand out in front of the constructionon the road and they usually have a sign or some sort ofhigh-visibility vest or jumpsuit, and they’ll stop and releasetraffic when the trucks need to drive out onto the road. And one ofthe first games that we ever built was for flagger training. But itwasn’t a VR game. It was just a mobile game. And I hated it. It wasone of the first things that we were ever actually contracted tobuild. And I’m just critical of my old work. So I went back to it andI decided I hated it and thought it would be cooler in VR. And Imean, I’m not wrong. It is much cooler in VR. But now we have peopletalking about actually adopting that technology. So how do we rollthat out to those companies? And what I find right now — and this isa very relevant example — is the trainers, the people are actuallyrunning those classes, they’re used to doing the classroom portionand then going out into the parking lot and doing that hands-onpiece. But it’s not a real hands-on piece. It’s just them in a carbeing stopped and released in a parking lot by the class that theyjust taught. And so what this technology allows us to do is it allowsus to emulate an actual road. So we have emergency vehicles and AIbehind the cars that allows different generation of the road anddifferent situations to arise that couldn’t happen in a parking lotor on a job site. And the trainer in this particular pilot spent alot of time talking about, “oh, well, now we have to describethis and that.” It wasn’t until I started describing it more as,“no, I don’t want to add anymore instruction to the experience.I want it to be as true to what you just taught.” Sounderstanding that from the adoption side, that we don’t have toincrease the workload of the people actually delivering the trainingor actually implementing the technology, if we show how it justpurely augments the work that they’re already doing. And on thetraining side, they don’t have to teach more. They just have to makesure that the experience that they’re implementing is true to whatthey’re teaching, in regards to the the legislation and the processand all that kind of stuff. So once we actually like crack throughthat surface of resistance, it generally gets past it. But then youhave to prove yourself and you can only prove yourself if youunderstand the metrics that you are trying to collect. So for this sort of situation, we wouldbe tracking retention and we would be tracking. Are you actuallyabsorbing that content and how good are you doing it at the flaggertraining? We track your hand signals, etc., so we’ll be looking atonce you’ve been doing it a few times in practice mode, how quicklyare you picking up these proper signals and how effective are you atstopping and releasing traffic? And that would be a pretty goodmetric to get back to that student. And that also shows that thesoftware is working. You’re retaining that that information.Sometimes it’s difficult to get to the point of data collectionbecause of the whole resistance side of things. Alan: So here’s a questionthat’s come up quite a bit, including at MetaVRse here. And one ofthe questions that that we struggle with and everybody seems to bestruggling with, is how do you, when you meet a client, and they saywe want to train for X position or role; how do you then elicit theright content? Because some of them just have a training manual.They’re like, “here, here’s our training manual: go.” Andsome of them have all of their information in different parts. How doyou capture all the information that goes into this, and how longdoes that take? Daniel: I’ve had it both sidesof the spectrum on that. I’ve had clients where they just give us theorientation manuals and say, “turn this into VR.” And I’vehad clients who are super engaged, have all kinds of content and aretotally willing to supply everything you need and help you interpretit, because I am not an expert on pretty much any of this stuff.Basically, any of the stuff that I am creating the experiences for,my expertise lies in spatial computing and interactive digital media.I’m not a a real Lyft driver. I am not a flagger. I’m not a confinedspace technician, whatever. I find that the most successful projectsthat we’ve been on — both in regards to figuring out what are thosemetrics and also to actually gathering the content and understandingit — have what we like to put together; an industry committee. Thatcommittee is usually built up of… if it’s an industry associationthat’s putting on the project through a research initiative orsomething, usually it’s built up of of relevant parties. So companieswithin the industry that would be working with us on this. If it’s ofan application for a single company, usually that committee is builtup of internal entities; so, trainers, etc. Human resources know thepeople that would be responsible for the content. And on the mostsuccessful projects, usually what we do — and we’ve got someprocesses internally in regards to what spreadsheets we use and stuffto gather that content — we have an entire phase built into theproject that is just for resource-gathering, requirement-gathering,processing the content that’s sent to us. Now, we have had successful projectswhere they just gave us the orientation. But that only is going to besuccessful if the scope of that project is to create an orientation.I don’t think that it is reasonable for a client to expect thatthey’re going to send over just a manual for a piece of machinery andthat they’ll just suddenly have a virtual reality simulator. And ifpeople are finding that clients are coming along that are like that,those are probably not going to be good success stories in the end. Alan: *Run away!* Daniel: Yeah, I don’tnecessarily recommend that. I mean, again, everyone will have theirown experiences and other people have their own preferences. Now, themost success that we’ve had on projects are projects where theclients have allowed us to come and experience the training that theyoffer. So I have been trained on flagging, working in confinedspaces, driving aerial lifts. In fact, just last Friday, a couple ofmy team members were up 40 feet in the air on aerial lifts for aproject that we have in the works at the moment. It is important thatthe project management level, the business development level, theproject lead level at -least- that you are able to actuallyexperience the training that they’re currently offering. So that wayyou actually understand, at least at a basic level, what you’recreating the experience about. But also so you see how they’reimplementing that at the moment. Again, this is more for liketraining and the educational side in regards to user requirementsgathering for tools. That’s a longer process, a little bit moreintegrated with the knowledge experts in the organization, and it’smore of an ongoing process. But regarding the training side ofthings, we we like to build out that committee simply because we areable to actually iterate on ideas with them. We’re able to gather thecontent from them, layout a bit of a plan, and then make adjustmentsbased off of what they are recommending. And it took us a few timesto fail at a couple of projects to understand what was really givingus success. But the number one key we found is by actually engagingthe knowledge experts in the organization — which also in turnsometimes has a positive effect on the actual engagement with theresistance from the people on the ground actually doing the job — ifyou’re engaging those people from the beginning, so they’re able tohave a voice in what you’re building? That seems to really help withadoption within the organization. Alan: So I have a bunch ofquestions. My brain is just like -poof-. When you make theseexperiences, let’s say, for a company, do they ever want to offsetthe costs through licensing this to other companies? How does thatwork? Who owns the content? And do they want to make that available? Daniel: Yeah. So that’s acomplicated question/answer. A lot of our clients come to us becausewe’ve developed frameworks which allow them to have that cost-saving.So our number one products, we have a 360 photo/video tool called VRSafety that allows us to rapidly build and deploy the360-degree-based applications. And that allows us to really keep thecosts down. They’re really just paying for the photography contentinsertion, none of the actual development. And in that kind ofsituation, I always allow them to own their content because we ownthe framework. On the room-scale side, that’s where it gets a littlebit more complicated because we do have frameworks — we have aframework called CSS — and CSS handles a lot of the stuff like LMSintegration, and we have our own physics, our own tooling to actuallylike use the tools. I mean, there are situations where a client maywant to create content, but often we are doing the R&D upfrontfor the tools development. So most of the room-scale experiences thatwe create are built off of our own technology and just customized forour clients. So we do have the ability to resell; to reskin andre-use. Which generally is not a problem for our clients. If a clientis bringing us on to build a simulator for something ultra-specific— like, their technology — in that situation, they would likely ownit. Let’s say they built a tractor and they want us to create asimulator for that tractor. We’re not going to relicense theirtractor as a simulator. That would be definitely negotiated at thesales level. Alan: Tractor Crusher VR! Daniel: We spend a lot of timebuilding out asset packs that are modular and easy to deploy. So likewe have our own warehouse, our own farm, for example, because we havea lot of agriculture, a lot of manufacturing, a lot of constructionclients. So we have parks like 3D Worlds that our clients can use fortheir experiences that are pre-made, which definitely offsets thecost. But because we have those scenes, we do do a lot of fun playingaround. So we have been playing with the whole idea of like, can Ishoot zombies in this barn? because sometimes– Alan: Tractor crusher! Daniel: Yeah, exactly. I gotinto this because I enjoy the technology and I like making videogames. So often, we look at the content and we see if there’ssomething fun that can be done with that. And it usually is aninternal game jam-style thing. But we have released a few fun things. Alan: but, the question is, Dan;do you guys make a bonus level in the training that’s hidden, if youhit a certain point level, it unlocks a zombie shooter from whereveryou are? Daniel: That’s a good idea. Wehaven’t done that yet, but we’ve we’ve definitely talked about it. Alan: If you if you happen tohit this one button combination of button, zombies come at you. Daniel: Yeah, well, it’s like avery specific situation. You’re in the barn and you grab this pieceand you put it in the bucket over there and then, yeah,. Alan: And all of a sudden, yourhands turn into guns and there are zombies everywhere. Daniel: Exactly. Yeah. You openthe tool box, and there was a gun and in there; now you have todefend yourself. Yeah. We haven’t done that yet. I am actually a bigproponent to actually being able to hurt yourself in VR. Alan: I agree. Daniel: With our power toolssimulators one of– Alan: Have you tried the hapticgloves yet? Daniel: I’ve tried a fewdifferent haptic gloves. I’m not a huge fan of most of them, but– Alan: I’ve tried the HaptXgloves and they were– Daniel: Those are the ones thatI’ve tried. Alan: They were great except forthe form factor. Daniel: Yeah. That’s wherethey’ve started to become good. Now I don’t think any of them havethe gloves emulate pain, which is probably a good thing. Alan: Shock more than pain. Daniel: But like, one of thethings that my clients often talk to me about is that they like tohave the idea of shock value in the experience. People learn fromthat. They see this pipe fall off the roof, and the guy wasn’twearing his hard hat. Look at him! And it’s a little gruesome, butit’s super common in the construction manufacturing industries.People learn from other people’s injuries. And the whole idea ofallowing you to, say, put your hand under the circular saw. And Ilike the idea of you try to cut off your hand in VR, and sure, wecould disable that controller. Now, you only have one hand. Becausethat would be a situation that you could do in real life. I like theidea of being able to do all the things in a real experience that Ican in the VR experience. So if there’s a thing on the table, Ibetter be able to pick it up. I should be able to throw it across theroom. I should be able to hurt myself with it. Because sure, if youput a young crowd in an experience, they probably gonna be distractedby that and then probably take it kind of funny. But like in anactual training environment, what better way to teach someone to weartheir hardhat than by having a pipe fall off the roof on them? Alan: Well, Daniel, this hasbeen really enlightening. I could just talk about this stuff forever.Where can people find more information about Bit Space? Daniel: So the best place to find us is on our website, bitspacedevelopment.com. Or BSDEV.ca for short. You can also find us on Twitter at Bit Space Develop. Alan: Amazing. Well, I thank youso much. I ask one last question, and I would love your answer onthis. What problem in the world do you want to see solved using XRTechnologies? Daniel: So my answer to that —and you’re actually aware of my answer — my biggest problem that Iwant to see solved in the world is the democratization of the contentthat is being developed and delivered to everyone. So I want forchildren in remote communities, rural communities — whether that’snorthern Canada or anywhere — to be able to access high-qualityeducational experiences using the technology that we have availableto us. I’m working towards that already, through deploying headsetswith my partner organizations into northern communities and ruralcommunities. But one of the infrastructure problems is the Internet.But that’s going to get better. And I want to see that, through XRtechnologies, that the quality and quantity of educationalexperiences and content to be greatly increased to these communities. Alan: That is, as you know, alsoour mission to democratize education globally by 2040 using XR andspatial computing. And that’s one of the reasons why I asked youabout the licensing, because building these scenarios, these trainingsystems are for now very expensive and they will get lower in costand then more people will be able to make them. But for now, whenpeople are investing hundreds of thousands of dollars to build asimulator or training exercise in virtual and augmented reality,being able to relicense it and kind of scale that to other componentsis really kind of the backbone of the MetaVRse platform that we’rebuilding. So, you know, that’s one of the questions I wanted to ask.And you answered it perfectly. Daniel: I mean, that’s why we’reso aligned and why we’re good friends.
Former professional SX/MX/AX racer Daniel Blair has found his calling in motocross media, partly because of the lessons learned from racing—and not just expert analysis. In this hourlong chat with Jason Weigandt, Blair laments not working harder in his twenties to improve his results and explains why that has motivated him to try harder than ever with his current jobs. Today, Blair hosts Race Day Live, the Monster Energy Supercross pre-race and qualifying show, and is sideline reporter for NBCSN's supercross TV broadcasts. He also hosts his own weekly podcast, Main Event Moto, which moves under the Racer X Podcast Network umbrella next week. Be sure to subscribe to the network to get the latest from Blair (and Weege and much more). The Racer X Exhaust podcast is presented by Yoshimura.
Former Arenacross champion, Monster Energy Supercross Race Day Live host and NBC Sports Supercross commentator & track analyst Daniel Blair joins us this week. Daniel gives us a little behind the scenes look at the TV production, how he got the gig, and gave us the inside scoop about the TV broadcast that we've always wondered about. Then we go super in depth with track analysis and the Round 9: Atlanta race breakdown. Enjoy!
In this episode I talk with Daniel Blair. Daniel is a collegiate baseball pitcher. We talk about how strength has helped him with his throwing velocity, and we dispel some myths about the weight room and its relation to pitching.