![](media/image1.png){width="2.2083333333333335in"
height="1.2604166666666667in"}Dr. Victor Pinks II, Director\
FastForce Optimization Project\
The Institute of Liquid Dynamics Simulation (ILDS)\
2610 Laurel Lane\
Sycamore, Illinois 60178\
Phone (815) 739-6785\
vpinks@ildsimulation.com\
www.ildsimulation.com

Fax

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  To:      Geoff Grant                   From:    Dr. Victor Pinks II

  Fax:     202-720-9088                  Pages:   2

  Phone:   n/a                           Date:    11/14/2023

  Re:      Public Comments: RBM SC       CC:      
           Meeting                                
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 Urgent  For Review  Please Comment  Please Reply  Please Recycle

 Comments:

***Please read these Public Comments during the 11:00AM opportunity on
Dec 10^th^ -- "Opportunities, Barriers, and Advice to the Subcommittee"
:***

Thank you for taking these comments. My special thanks to Dr. Holland
for being a good listener.

I have been following the RBM Subcommittee meeting via web and
satellite. In the spirit of helpfulness, I would like to offer my
observations, some feedback, and points-of-view as an independent
innovator.

I have no federal budget dependencies because I have no federal
assistance to date. What I have built has been out-of-pocket and now
deserving of a fair application opportunity for SBIR funding. I can say
that it is truly the love of science, thrill of accomplishment and the
American Dream that motivate me. I have been empowered by the Internet
and low cost cluster supercomputing to compete globally. My projects are
being given serious consideration because I have responded quickly to
need where it is greatest.

In my opinion, Dr. Olsen has identified the central issue -- managing
change -- change is the conduct of innovation.

Other than the NIH, I heard representatives of federal institutions and
universities proposing more programs to address only the symptoms of a
breaking system. Yes, the need for increased funding, Innovation
programs, and new partnerships are emerging - but they are not the core
problem. They are 'symptoms' of change left unattended. Well-managed
change would have proactively included these programs in a more dynamic
business model. It's really a matter of being vigilant and keeping your
hand on the pulse of changing technology. Let's take some responsibility
here.

Today technological advances occur so rapidly that institutions won't be
able to continue with business-as-usual much longer. It is a bitter pill
for some, however, institutions have a social responsibility to be
responsive to change. The question for them becomes, 'will they be able
to integrate change management before the scientific world passes them
by?'

I believe in the university as a social instrument of knowledge
discovery, however, the paradigm is changing for the institution while
the individual scientist still remains the foundation of the discovery
process. Universities should be careful not to read the weathervane of
any federal institution that is unable to manage change. It is best to
be proactive. Research is being dispersed from the institutional centers
into the global community. Universities can still exist with less brick
and mortar in these global communities.

By definition, innovation is not solicited and unsolicited research is
more innovative. Some federal institutions say they have addressed
change through better management of their large solicitation portfolios.
Managing solicitations is not managing change or innovation. Unsolicited
research is not unwanted research. It is unmanaged innovative research
that needs immediate attention.

We should be careful not to over-excuse ourselves saying, "If it isn't
broken -- don't fix it." This is the 21^st^ century, not the 1940's. We
have cyber wars, terrorists, and genetic cures. We must make sure that
our mission statements are contemporary. Rapid advances in technology
are exponential and won't allow lethargic research business paradigms to
survive intact. Today it is more truthful to say, "It's breaking -
because we don't fix it." - because we don't manage the universal
constant of change.

'The stars are aligned' as Dr. Olsen has figuratively described the
changing world around us. Our freedom of speech and ability to
vigorously self-examine will carry us through. These are strengths that
we, as Americans, can feel proud of. I am grateful that you have allowed
me to indulge my concerns with you.

Sincerely,

Dr. Victor Pinks II, Director\
FastForce Optimization Project\
The Institute of Liquid Dynamics Simulation (ILDS)