July 17, 2019

The Right Displays for Challenging Tasks: XR on Oil Rigs, with Shell’s Michael Kaldenbach

32 minutes

Many scenarios that might be improved by an augmented reality heads-up display shouldn’t require an overly arduous selection process; most gizmos will do if you’re checking a weather app while jogging. The same can’t be said for picking out a device to help oil rig workers work safely and efficiently in the middle of the Permian Basin. Shell’s VR incubator lead Michael Kaldenbach talks with Alan about the things his team had to consider when selecting the right device for the job.

Alan:

Today’s guest — Michael

Kaldenbach – is an augmented, mixed, and virtual reality incubation

lead at Shell, the global oil company. He is a driven, goal-oriented,

resourceful, and creative person, who really understands the

usefulness of this technology, and bringing how to bring it to the

market. He’s chosen the family motto of Arctic explorer Sir Ernest

Shackleton, as it accurately reflects how he approaches any challenge

or goal: “victory through perseverance,” or “Fortitudine

Vincimus.” He strives

to apply entrepreneurial mindsets and thinking up out-of-the-box

solutions and approaches when working in this technology. If you want

to learn more about his work, you can visit Shell.com.

want to welcome to the show, Michael Kaldenbach. Welcome to the show,

Michael.

Michael:

Hi, Alan. Thank you very

much for having me on.

Alan:

It’s my absolute

pleasure. I’m really excited. I want to dig right in here, because I

know you guys at Shell have been doing a ton of work in everything

from kind of marketing and trade shows, right through to oil wells

previsualization. So let’s talk about some of the ways that you and

your team are using virtual/augmented reality right now.

Michael:

So I think One of the

better case studies we have is around augmented reality remote

assistance, and I’m sure you’ve seen examples in the wider industry

for that one. But for us at Shell, that means that we utilize a

head-mounted display — in this case specifically, the Realwear —

and it is used for our operators; for quick resolution, and to get

remote expertise to be brought in.

think it always helps if I provide a little story to set the scene;

think of an offshore oil platform out there in the ocean. Typically,

the most senior person is the control room operator, and there are

more junior operators that are assisting the running and maintaining

of these kind of assets. If in the control room, they see a deviation

on one of the many dashboards they have, they send out a more junior

operator to investigate — normally with a radio phone or walkie

talkie — and then they guide them through, they get back to “what

is the situation; what’s the sound the machine is making?” But

where we really revolutionize that process is with a head-mounted

display. It is as if the experienced operator has immediate eyes on

the situation. So think about [it] — you see (or I see) what the

junior operator is seeing, and thereby, I can use my years of

expertise to resolve the issue, and get back to safe operations.

In a

case where my expertise set is also not sufficient, we can quickly be

joined by a remote expert who can be onshore — can be anywhere in

the world — to join that same virtual room, so that a three-way

conversation happens. Not only that: instead of having those

conversations like, “I recognize the problem; you need to switch

off the third button from the left, it’s kind of greenish on the left

side, bottom side of the machine,” instead, we use something called

“telestration,” and that’s the benefit of having a head-mounted

display, whereby I — as the remote expert — can draw on my screen

and the same visual is replicated to the junior operator, so in his

line of sight, he gets an annotation — a circle or an arrow,

whatever is helpful; it could also be a video — to resolve the

situation. Thereby, we quickly resolve issues that might end on

production deferment, or something even more serious. It is really

helping to revolutionize our operations.

Alan:

Just to kind of recap:

for people the junior operator’s got a pair of glasses on. He goes on

site, or she goes on site. The senior operator is sitting at a desk,

being able to monitor multiple junior operators, I would expect.

Michael:

Correct.

Alan:

And that person is now able to remote see exactly what the junior

operator is seeing, and not only that, but annotize on top of their

vision. Is that correct?

Michael:

Correct. And as you can

imagine, the environments that we as an energy business operate in,

they can be far-flung. They they can potentially be dangerous. So,

you really want to have the knowledge with everyone out there in the

field. This world is changing so fast, and it’s really difficult for

everyone to keep up with all these changes. By having the ability to

pool your resources — bring them via virtual reality into the

situation — that is really helping us.

Alan:

So this is real-time. So

This isn’t like virtual reality, where you know you’re training in

something — and then obviously, you can use that as well — But this

is real-time. See-What-I-See interactions. Now, what about some of

the lag issues? Or are you guys experimenting with 5G technologies to

eliminate the lag?

Michael:

you can understand, connectivity is a struggle, whether it’s 3G, 4G,

and the signal range when you’re out there in the Permian Basin, or

out there in the North Sea — it’s difficult to get that signal.

Wi-Fi is also very difficult. We tend to have a lot of steel

environments, and line of sight obstructions. And in general, if you

think about telecommunications – 3G, 4G – that’s pretty much

centered around populated environments. So definitely, we struggle,

and we look to all sorts of possible solutions for connectivity —

whether that is low-part/wide-area network, whether that’s 5G,

whether it’s low-orbit satellites — it’s always dependent on the

actual business case, and what makes sense in that situation.

Alan:

I always find it interesting: when we’re talking about connectivity,

and you actually cut out right when you’re talking about 5G.

Michael:

[both

laugh] I

mean that’s why we need 5G.

Alan:

It always happens right

around the connectivity conversation. “How do we get connectivity

stable?” And you’re like, “oh-ah-erk-uhh.” Okay! [If] we can’t

make a podcast recording work, what are we supposed to do in an oil

site in the middle of the Congo?

Michael:

Exactly. Exactly.

Alan:

You guys are really

solving massive problems, using this technology. You mentioned

Realwear; maybe you can walk listeners through what the Realwear

glasses are, and why you chose them over other pairs of glasses?

Michael:

Well, again – it’s

about the environments that we are in. (And let me know when I start

cutting out again).

are predominantly in something we call ATEX zones, which means that

it’s specific safety regulations due to the substances we use in our

production environments; they require our devices to be intrinsically

safe. For that reason, we look towards the market. The hardware

market, and identify the pieces of equipment that are licensed to

operate in that environment.

When

we started looking at these head-mounted displays about two years

ago, we did try pretty much everything that’s out there in the

market, ranging from the old-but-true Google Glass, to an ODG or

Realwear. There used to be a fair number of opportunities for us, but

again, we were sort of restricted by that ATEX certification

requirement. We went through quite a rigorous phase of proof of

concept. We tested connectivity – is this even going to work at our

sites? We looked at ruggedization – if we drop it, does it

immediately get damaged? And for us, the Realwear — which markets

itself as a head-mounted tablet, which… uh, fair enough – it’s a

seven inch screen. I don’t know if you want to call it a tablet, or

just a phone-sized screen, but it came out on top. It’s very

ruggedized, it comes with an ATEX certification, and it has all the

essentials we need; a good camera, a good microphone, and a good

screen, for us to look at the information that we need.

Alan:

You mentioned good

camera good microphone. I think these are essentials, and one of the

things that I saw recently at CES was a company called Kopin, and

they make the micro displays – I think they even make the one for

Realwear – they make the actual micro displays. Something that they

introduced me to was their Whisper technology, where you could – in

very loud environments – you could talk to your device, and it

would understand it, and it got rid of all of the external noise

altogether. It was really quite amazing; somebody who is standing

right next to me was trying to tell it the instructions, and it would

only respond to my voice, which I think – as we move into these

headsets that do more than just be able to bring them information,

but they’re actually bringing up information using AI algorithms and

stuff to give us real-time information – I think having a system

that allows you to whisper or talk in really loud environments is

key.

When

you chose to go with Realwear, how do you then start developing for

that? Are there off-the-shelf products? Are you looking to startups

to to help develop these things? Are you building things in-house?

Michael:

Well… if you don’t

mind, let me get back to what you said, because you did trigger me a

little bit. The reason why I’m passionate about this technology, and

I’m passionate about the team within Shell, is because I firmly

believe that we’re on the cusp of a paradigm shift. We went from

using your mouse and keyboard to get information, to using the speed

of your thumb, whereby we use our thumb to operate a mobile phone and

tablet. And now we’re at the cusp of changing that technology to

voice-driven.

So,

you are absolutely right in saying it becomes exceedingly important

for these kinds of voice recognition algorithms to not only work in

noisy environments, but to then also accurately translate what you

need, whether you have an accent or not. This journey started a

couple years ago with the likes of Alexa coming to the market. We

have other players like Cortana and Google Allo. But really, I’m so

excited. I also don’t think that we should separate voice and natural

language processing from the idea of the extended realities, whether

it’s virtual or augmented reality. For me, they represents the

foundational blocks upon which we build everything.

So,

sorry. I wanted to leave that with you, because I feel so passionate

about that.

Alan:

I think that’s a really

good point, and I think we should just dig into this a little. On my

last interview, I interviewed Rori DuBoff from Accenture, and she

mentioned XR – or extended realities – you’ve got virtual and

augmented reality, mixed reality. So, virtual reality; you put on a

headset, and you can change the whole environment you’re in for

training and stuff like that. Augmented reality; overlays data. And

then mixed reality; overlays data in context to the real world –

when you’re looking at a machine, it can give you very specific data

around how to turn the knobs and stuff like that. As an extension of

that, you’ve got voice recognition, or human language processing

(which I guess falls under the category of artificial intelligence),

but then you also have computer vision, and machine learning, and big

data analytics, and no one of these technologies on their own is a

useful solution.

People

need to understand that this is a continuum of a number of

technologies coalescing together, and I think this – as somebody

who studies the future of humanity – we’re reaching this

exponential growth point, where 5G connects with artificial

intelligence/computer vision/machine learning/human language

processing/virtual and augmented reality, and all running on a block

chain. If you take all that technology separately, they’re amazing;

put them together, and now we’re really revolutionizing businesses.

Michael:

I think that’s, for me

also, what’s exciting about working for a larger enterprise. Because

we do have all those individual components. We have dedicated teams

working towards that, which allows the digital realites team that

we’re leading – I’m just gonna put it out there; it’s going to

stretch the mind a little bit – but we believe in this thing called

“Digital First,” whereby sort of the digital twins and the

various digital realities become a fundamental component of

operations.

The

idea there is that any action or operation is initiated through these

kind of digital methods, with the physical reality only being an

outcome of that digital reality. Whether it’s like collaboration in

virtual reality in order to prepare for a complicated task with

colleagues across the globe, or it’s about simulating the outcome of

like a task with a digital twin, where you run through all the

permutations. Or – one of my favorites – step-by-step guidance in

augmented reality to really perfectly execute difficult procedures,

so that we are much safer and much more efficient. That sort of

digital-first mindset builds upon all those capabilities – and some

people call it the “metaverse,” I like to term “the

digitalverse” – but honestly, it’s an exciting time, and I hope

everyone joins us.

Alan:

“Metaverse,” for the

people that are listening, the term was coined in a book called Snow

Crash about, oh, maybe 15 years ago? The term refers to the world

you’re in when you’re in virtual and augmented reality – you’re in

the “metaverse” – and it’s kind of got this worldwide thought

to it.

But I

am a little partial to that word. [laughs]

Michael:

No, no; fair. But, as I

was sort of ranting on, I am reminded that what we’re doing, it’s

more than just technology. It really is about people, and creating

more agile ways of working, and for safety. And I don’t want people

to forget that; all the amazing things that we can do, it is for the

benefit of people. Just wanted to put that out there.

Alan:

Let’s unpack this one by

one, here; you talked about collaboration and VR. Whether that’s

training or previsualization for something, what does that mean to

people? What is the benefit to the people in your organization, being

able to collaborate in VR?

Michael:

Well, I think it comes,

first, from a mindset that we recognize that we don’t know

everything. They always said – I don’t know if I have this saying

correctly – it takes a village to raise a child. In this case, it

takes a large organization to tackle some of these big problems worth

solving. In that sense, we really need to work together. But we’re in

all places in the world. In order to really utilize the diversity

that we have within the company, you want to bring them together, but

at the same time, not be a burden to the earth, in terms of having

everyone fly in from all over the world. Where virtual reality is

definitely changing the game here is: it’s as simple as putting one

of these headsets on, and then you meet your co-workers wherever they

are.

Alan:

What platform are you using for that type of thing in virtual

reality? Did you build your own, or are you experimenting still?

Michael:

For that, we are very much in the experimentation phase. The idea’s

there – and I mean when I say that the idea’s there, the core idea

has been around for ages – and when we first started this journey

two years ago, we saw maybe three players out there in the market. In

the last year, they have popped up like mushrooms.

Alan:

Probably

three coming every month now.

Michael:

[Laughs] Exactly!

So that makes it a

little bit–

Alan:

The ones we’ve tried are Roomi, Alt Space – obviously, is not

really one for professional – but Alt Space, Roomi, VR Chat, High

Fidelity. There’s one called Glu out of Finland. There’s a bunch that

have come up. I tried the Glu one; I was really impressed with that

one, actually. It was really good.

Michael:

Well, it sort of reminds

me – I might be betraying my age, now – but it reminds me of

Second Life, and when they started, how amazed people were, and how

it brought people together – not in the sense of a game, but in the

sense of a community. You saw the community efforts build beautiful

things, and functional things as well. We saw companies go to Second

Life and open up their branch there, for customer support.

when I say that, I see this sort of same moving happen out there in

the market right now. But we’ve learned from Second Life, and these

kind of relatively uncontrolled environments are difficult to manage

for an enterprise such as ours – never mind the plethora of legacy

systems that we have in operation that you would like to tie into

these kind of environments. The current market, with the many, many

players out there, is not conducive for us to select one. Right now,

we’re very much testing the waters; finding what works for us, and

what not does not work for us. In honesty, I think we’re going to

have to go with one partner, and then help them achieve what we need

them to achieve.

Alan:

Yeah, I think that’s

what other people are doing, as well. They find the solution that’s

closest to what you need, and everybody rolls up their sleeves to

just make it what you needed to be.

This

is a great example – and it’s a great segue – because something

that we’re about to announce… I’m not going to talk about it on the

show right now, but something we’re going to announce is that

collaboration between enterprises, like Shell, and startups that are

building these technologies. Because you guys could probably build it

in-house, but you’d have to find the people to do it; find people

that are passionate. It’s better just to partner with a startup, give

them some funding, and say, “here’s some funding so you don’t have

to worry about paying your bills, and we’re going to be your client,

and we’re going to tell you what we need, and help you build it for

us. Then you can have it as a product after that.”

Michael:

Correct. And in that

sense, companies like Shell, we’re not – I have to be careful when

they say it is a little bit – we’re not an IT company. We have a

lot of IT components, and we spend a lot of money on IT systems; but

in our nature, we are not a company that’re going to build these kind

of platforms, and then sustain them, make sure that you evolve into

the market. In that sense, we’ve adopted a platform as a service;

software as a service preference. So, market standard, unless we have

a severe gap in what the market is doing. In that way, we prefer

working with startups. We prefer working with the market, so that the

products that we use get also used by other parties, and that then

evolves the ecosystem in ways that we could not have imagined if we

were to come in heavy-handed and build it ourselves.

For

the people out there: don’t be afraid of the larger corporations. I

can only speak for Shell, of course, but we’re definitely open to

these kind of collaborations, and sometimes, it’s only a five-man

team that comes up with something brilliant. We definitely keep our

eyes and ears open to the whole market.

Alan:

Some of the best things

that we’ve seen recently have been… it’s – again – that three-,

four-, five-person team, because here’s the thing: with digital, as

long as you have some talented people, and you have a vision, you can

build something – pretty much anything! If you have a vision, and

you have a strong team that can build it; it won’t take that long. A

lot of these platforms have been built over the course of six months

to a year, maybe a year and a half. And these are really robust

systems.

think one of the challenges that you mentioned is integrating with

legacy systems. I think this is going to be the biggest challenge for

any startup, building something; how do you build it to work with all

the different, weird legacy systems that companies are using? That’s

going to be a challenge, I know.

Michael:

Oh definitely,

definitely. But not insurmountable.

Alan:

No, definitely not! And

I think working with partners like yourself, that understand that

working together is beneficial for everyone, is the key. For the

businesses listening: it’s really vital that you… there’s some

companies that I’ve heard, they’ll invite startups in, they sit down

with them, they get as many ideas as possible, and then they build

their own team and try to cut the startup out of it. I’ve seen it

happen over and over again, and it’s not a good way of doing business

in the long run. You’re going to miss out on opportunities by doing

that. It may save some money in the short run, but by embracing these

startups and really working with them, I think it’s really beneficial

for everybody in the entire ecosystem as well. And it gives you the

first foot in the door to acquire them, should you find that this is

something you really want to have.

The

second thing you mentioned was simulating outcomes using digital

twins. Can you maybe unpack that a bit for people? What do you mean

by simulating outcomes using digital twins?

Michael:

Well, let me start by

perhaps explaining what we mean with a “digital twin.” For us,

the definition of a digital twin is “a digital representation of

something physical,” and the reason why I say that “for us,” a

digital twin can be as small as a screw that is critical to a

process, but it can also be the size of a full-blown asset, or

offshore plant. It takes a lot of these digital twins to work

together to have logic behind them.

That then allows us to simulate certain scenarios. If you can imagine a situation where you want to perform a certain type of maintenance – whereby we have to take a compressor offline – a piece of equipment in the whole process. Then, the rest of the process usually continues, but everyone has to take a step up and run at 120-130 percent efficiency. Now, when you have these digital twins, you can perform the operation in – typically, we use virtual reality for these kinds of scenarios – whereby you simulate, “okay, if I take this compressor offline, then the other compressor is going to have to work at 130 percent. However, we also have quite detailed maintenance logs.” So, using very advanced analytics – and honestly, that’s not my field, so I won’t comment further on that – we are able to make probability statements around potential failures, what the probability of those failures are, and then, how do we visualize the impact of that failure? Does that result into a spill? Does that result into something more serious? All these variables allow us to be more prepared, before we do the actual operation. It’s all with the preparedness mindset where we use – again, usually virtual reality – but you can also use augmented reality to simulate, before you do something, “what am I going to expect in the future?”

Alan:

Can you give an example?

Like, a specific example.

Michael:

Well,

I mean, I just gave the

example of the compressors.

Alan:

When you’re talking

about the compressors, though, what you mean? So, you watching a

compressor, and then… what would that look like, when when you guys

were doing it?

Michael:

A good example is we had

to update a piece of equipment in an asset recently, and it needed to

be lifted out of the asset for the new one to be placed back in. What

we did is, we had the digital twin in virtual reality, and by the

power of being in a virtual reality where everything is rendered by

computer, we were able to lift that piece of component up way into

the sky, to detect whether it would hit any cross beams, or any other

pipes that were still in the vicinity. And we lifted it up, no

problem. It cleared everything. So that means that, if we were to use

a crane, we could just lift it straight up and we could go ahead.

However,

the new piece of equipment actually had a protrusion. The base was

still the same, so the technical drawings, they looked to be okay,

but one of the protrusions was about a meter out to the side, which –

when we lowered it back in – we had a collision detection on the

digital twin over our environment, with the new digital twin of the

component. That allowed us to preemptively say, “okay, well, in

this case, we’re gonna have to reroute certain pipelines, in order to

get the new piece of equipment in.”

That

kind of simulation is very powerful, because if you were to

experience this in the real

reality, you would have manpower there; it would constitute a

potentially unsafe situation. And, when lowering the piece of

machine, you would actually detect, “we can’t do this. You have to

lift it back up.” Then you have to take action. So, these kind of

processes get delayed, and we are working on the clock, with very

specific permits there. So it’s a very costly affair. By having these

digital twins available, you save a lot of cost and time.

Alan:

Okay. Let’s just take

that one specific example. What kind of cost savings do you think

that created? Just a ballpark, I mean; like, is it in the tens of

thousands or hundreds of thousands?

Michael:

Yeah, I don’t like to go

into specifics on that one.

Alan:

But it far outweighs the

costs of creating the digital twins, would be my… that’s what

I’m…

Michael:

Definitely, by far.

Alan:

People

think, “it’s expensive to create these scenarios,” or whatever,

but the consequence of not

creating the scenarios is exponentially more expensive.

Michael:

Correct. I’ll subscribe

to that statement, yes.

Alan:

Perfect. And the last

one you talked about – and we’ve kind of dug into this a bit more –

is remote collaboration. Are there examples of how this has

benefited… have you seen a time where remote collaboration has

averted a downtime that would have costs millions of dollars to have

downtime? Because I would assume for every hour of downtime of an

oil-producing facility is going to be in the millions of dollars of

lost revenues – or lost production, anyway. Do you a specific

example of when remote collaboration saved the day?

Michael:

I do not have, at the

top of my mind, an example where we save the day. But we had a

collaborative session last week, which is why it’s sort of at the

front-and-center of my mind, where we were gearing up for a workshop

to tackle a very difficult challenge.

got into the virtual space, and we did a little bit of an intro, and

one of the gentlemen who were joining us from… I believe he was

somewhere in the Americas region, he explained his background and

experience, and he mentioned offhand that it felt very similar to

something he experienced before. So – by the power of being in

these kind of virtual realities – we conjured up the documents,

which were stored on a server somewhere, and we found out it’s

actually quite similar and (what I was not looking forward to) what

was going to be a three-day workshop turned into a 30-minute

exercise, whereby we had a clear idea of how we were going to resolve

and tackle the serious challenge.

For

me, that’s also the power of this collaboration. It is utilizing the

knowledge that might not be readily available – might not even be

documented – but because this person was willing to join us in this

virtual space, and we were able to connect – and not not via chat,

but he was talking, we got to know each other – thereby, we linked

on something that’s – well, again – not saving the day, but

certainly saved a lot of time and money.

Alan:

Well, yeah. I mean, if

you take – I don’t know how many people were there – but let’s

say five people, and you took something that would have taken three

days to 30 minutes; that’s an enormous savings for any company, and

just that one simple use case probably paid for all the technology

investment that you made in those VR headsets. It’s crazy. The

exponential savings and profitability from using these technologies

cannot be ignored anymore.

Michael:

Agreed. Yep.

Alan:

What is the most

important thing businesses can do to leverage the power of XR

technologies right now? What is the thing that you would say – for

a company that’s listening now that maybe hasn’t even experimented,

doesn’t know really anything [about XR] – what’s the first step?

What’s the most important thing that they can start to do?

Michael:

This

is a little bit going back to university for me, but honestly, ask

the question “why” first. I’m very passionate about all the

digital realities, but you have to take it into account; is it worth

it for the business? Why are you doing it? And what is the

differentiator?

Just

to reflect back on the example I gave around collaboration; could we

have done the same with a Skype call, rather than a virtual room that

we were in? Make sure that you tell the story of why

something is differentiating from a current capability. It might not

always be down to, “you’re gonna save X

amount,” but it is about the intangible aspects; you’re going to

save time, or this is allows you to operate safer. But in a lot of

cases, you really need to have the “why” clear, then the “how”

sort of follows up on that. And the “how” typically describes

which of the digital realities you would want to use, because the

situation will lean towards one or the other. Again: preparedness is

more virtual reality, when you’re out there in the field; augmented

reality is preferred because… well, if you’re out there, you’re not

going to put up a headset, and thereby lose your complete line of

sight by doing virtual reality when you’re out there.

So,

focus on the “why,” and then the others – the “hows,” and

especially the “how much”

– will tell itself.

Alan:

My last question for

you, Michael – and this is more of a personal one – what problem

in the world do you want to see solved using XR technologies?

Michael:

For me, I’m going to

throw some jargon at this: it’s the idea of instant upskilling. Now,

I’m going to explain that one a little bit, “instant upskilling.”

What that means is – again, it’s a little bit of a jargon – but

when we started this conversation, I told you that right now, the

world is changing so fast, that you can learn everyday. You can learn

every hour,

and still something new will pop up. So there is a competency gap

that is growing.

I see

these kind of extended realities – whatever you want to call it –

fill that void, where we have much more immediate access to expert

knowledge, allowing us to go much broader and – when necessary –

that you have it available to you. I don’t want to go too far into

the future. I don’t want to go Matrix style, where we inject it into

your brain, so you have it immediately. But think about augmented

reality. You’re out there, you have to change some wiring. You may

have done that specific wiring course three years ago – again, I’m

just painting a picture. Then you can conjure up the step-by-step

instructions of how you actually need to change that wire. Then, you

can continue doing what you need to be doing, so that… I want to

say “at your fingertips,” but that’s outdated – by talking to

your voice-driven device, you can have that information available to

you. That’s, for me, the big idea.

Alan:

Amazing. I love the fact

that you [said, “have all the information at your fingertips…

wait a second – that is outdated!” That’s a crazy statement, that

having all the information “at your fingertips” is now an

outdated statement.

Michael:

[Laughs] Exactly.

Alan:

That was the catch

that’s going to get people hooked on this podcast, for sure.

Well

Michael, I want to thank you so much for your insights and your

input; it’s been very valuable. I’m sure listeners – if they want

to reach out to you – how can they find you?

Michael:

The best ways to find me

on LinkedIn. Again, I am very eager to connect to the wider market.

really respect, Alan, what you’re trying to do. As a whole, it is

about raising awareness about the potential, and then following

through with it. So everyone, please reach out; follow us on

LinkedIn. We tend to share what we do there, via press releases and

blog posts, et cetera. So, happy to connect.

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By Alan Smithson from MetaVRse

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