trooper andreesen arrests the driver who never left the scene. >> you better drop it! get down on the ground! down on the ground! >> you think you're there for 15 minutes, but you're only there for maybe five or six heartbeats. i mean, the whole thing was over what, in what, 8, 10, 13 seconds? it seemed like you were there forever because you're always wondering, what's going on? what's next? what's going to happen? >> as the troopers wait for backup to arrive, they begin to question the driver who seems perplexed by what just happened. listen closely as he describes how he met his passenger. >> i know that his cousin asked me to give him a ride out here. seemed pretty nice to me. >> he even adds a little pleasantry to trooper goins. >> i'm glad nothing happened to you, sir. >> it turns out the passenger is sidney byrd, a career criminal who escaped prison while out on work release. >> had nothing to lose. he wasn't going back to alabama penitentiary. he wasn't going back to jail. >> backup is now on the scene and the manhunt for byrd is on. >> the county calls the hor

i think mark andreesen from anderson horrowitz has a genera investing philosophy that you should short any organization that has an innovation department. which is not you guys, which is reassuring. but it's highly innovative nonetheless. from your perspective as one who leads an organization like this, how do you believe that d.o.d. needs to change in order to allow you to innovate more effectively. >> that's a terrific question. one of the things we've tried to do in phantom works is create the culture of an agile learning organization. it's back to risk, willingness to take risk and what happens if you do fail. inform in fact, i think it was loren that said fail fast. and if you can multiply those experiences they are encouraged to take more risks and try more things. granted, this is a business. we have to return value to our shareholders and the department so it's important to risk the right things but if you're not willing to take that risk and that's part of what's happened in our business over the years is it's become very slow, very methodical, very process constrained and eve