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August 1, 2023 28 mins
Today we talked to Mike Deppe, VP of Product Development with Molex. With a background in mechanical engineering, Mike worked in several departments in his 21 years at Molex, which taught him to value knowledge sharing and talent that is curious to learn more.

With over one hundred thousand products Molex has many customers in many different markets, from automotive to medical, industrial, consumer space, and more, Mike talks about the key areas Molex focuses on prioritizing in.

Molex: https://www.molex.com/en-us/about/leadership

he views and opinions expressed within this content are solely the speaker's and do not reflect the opinions and beliefs of Supplyframe or its affiliates.
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Episode Transcript

Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
A lot of times we think ofinnovation as you have to invent something new
to the world. Doesn't have tojust be new to the world. Maybe
it's a way that we were manuallydoing it before. We want to automate
that and improve or enhance a processthat we already have. Right, that's
also a level of innovation. TodayI speak with Mike, VP of Global
Product Development for Molex. Here itseemans realized live. Our conversation covers a

(00:23):
variety of topics, ranging from howto foster innovation for a global engineering team
to the latest additive manufacturing techniques forelectronics. On this episode, we answer
the questions how do you define innovationand how does one go from being a
mechanical engineer to the vice president ofglobal product development at a company like Molex.

(00:50):
We live in a time where designand technology touch every aspect of our
lives. But where did it allcome from? Who designed it, how
is it built and brought to market? What will it look like in a
year, two years, one hundredyears. From the phones and smart watches
that help us in our day today to the cutting edge spaceships and three
D printers that are leading us intothe future. Modern design is constantly shaping
the way we work, communicate,problem solve, and play. And every

(01:12):
new design, bigger, small,starts with an idea and a bill of
materials. I'm a genta strongheart,and this is the bomb where we talk
to leading innovators in the tech worldand celebrate the transformational power of design.
You know what I feel like Molexis really known for, which is not

(01:34):
only this technical expertise, but combinedwith the customer first kind of approach in
how you all work with your yourclients to really help them innovate and really
have the best solutions for what they'redeveloping. Yeah, I mean working with
moles I've been with a company fortwenty one years today in fact, Wow,
congratulations. Yeah, and it's beenexciting because we get to work with

(01:57):
so many different customers in different markets, different applications, saying whether it's automotive,
medical, industrial, consumer space,I mean, we see you touch
every so many different aspects of it. I was really when I was trying
to think of what we're going todiscuss today, I was like, we
could go so many different directions withthis, you know. So yeah,
absolutely, the catalog obviously is extensive, and you guys cover every industry so

(02:22):
many different applications, so ye haveover one hundred thousand different products, whether
it's connectors, cable assemblies, print, circuitboard assemblies, so many different aspects.
But understanding where to prioritize or whereto focus the time could sometimes be
a challenge. Whether it's in abig company or a small company, those
are all different aspects that are verychallenging and difficult. So yeah, So

(02:44):
with such you know, extensive coverageacross the industry, across multiple verticals and
different companies that you all work withand are developing solutions for and serving.
How you know, as VP ofProduct Development at Molex, how do you
prioritize what your focus is and whatyour team's going to be working on,
you know, across all these differentsectors. Yeah, so that's what makes

(03:06):
it really excited about working at acompany like Mulliks is you touch on so
many different markets. So whether itis automotive, medical, industrial, consumer,
datacom, or hyper scalers, weget to see and involve with all
of it. Now, whether you'rea large company or a small company.
Knowing what to prioritize or what towork on. That's really what the challenge
can be. But there's really threemain areas that we try to prioritize that

(03:29):
I'm trying to lead for global productdevelopment. The first one is really around
knowledge sharing. We have talent andexpertise and so many different areas across the
organization. We're trying to pull thatback in to understand how do we leverage
that across these different markets. So, whether it's signal integrity that we have
for high speed applications for telecom ordatacom communications that's being incorporated now into automotive,

(03:53):
how do we bridge that and leverageour talent so knowledge across these different
departments. That would be huge obviouslyto help you guys be moving forward efficiently,
yeah, and not you know,doing the same thing in multiple places
right exactly. Now. The secondarea in there is around talent management.
Because you have that expertise, howdo you leverage the talent associate with it,

(04:14):
whether it's talent mobility development, careerdevelopment and putting the right resources on
the right projects. So making surethat we're working with our talent management aspects,
applying the knowledge that we have inthere. And then the third piece
is building out the capabilities to allowour teams to be able to do their
jobs more effectively. So that's oneof the reasons we're here right is to
being able to see how do wework with partners like Semens Supply for him

(04:39):
to be able to achieve that tobuild out our future capabilities around global product
development. Absolutely, it's interesting tothink about the talent piece. I was
just in one of the sessions yesterday, they're kind of discussing the shift in
what companies are looking for, especiallywhen it comes to engineering. From you,
with technology evolving changing so rapidly,it seems like there's actually a slight

(05:02):
shift from being super focused on technicalskills to a little bit more of some
of those other problem solving and almostI guess soft skills you could say,
in some ways leadership and management andall of these other things, because obviously
with the increase you know, AIand all these other technologies that are advancing,

(05:23):
there's a lot more you need tobe able to do, and you
need to be agile and flexible andkind of ready to adapt to anything,
right, Yeah, So there's definitelya level of what I would say traditional
engineering, right, mechanical engineering andelectrical engineering is still the core of what
we work on quite often, butbeing able to work in a collaborative space
and being able to have that teamworkor team collaborative experience is really important for

(05:48):
us to achieve our goals. Theother piece of it is moloks a global
company, So you can't just getfour or five six engineers in the same
room and be able to just crankthrough some of the problem solving aspects.
So being able to be flexible andagile, to work in different groups around
the world and global perspectives. It'sall around the communication and collaboration of those

(06:10):
teams that allows us to be successfulwith which is kind of a perfect segue.
I was going to say, howmuch do you all rely on Digital
Twin to kind of get some ofthese you know, some of these missions
accomplished? I would say, getthis work done obviously collaboratively remote global teams.
How are you utilizing some of thedigital Twin technology you know that people

(06:31):
are talking about, especially here atthis conference, to make that happen?
So I would say, trying toget to digital Twin as like a state
of utopia, Like if we canactually get to that state where we can
actually create our products digitally before wephysically create the molds, fixtures, the
actual product or prototyping. That's theendgame of what we want to do.

(06:54):
So we're constantly looking at ways inwhich we can leverage simulation and modeling,
and we're bringing that into our designprocess to get early on into that development.
So it's a it's a continuous loopat that point, right, So
we're designing, we're iterating, we'reapplying that, but then all those learnings
that after we test it and qualifyit and see, we're pulling that back
in to the design cycle upfront sothat we can reduce the time to market,

(07:18):
make sure that we're leveraging some ofthat knowledge and expertise that we have,
then ultimately ensure that we're achieving therequirements. Of course, now that
makes sense, So it is kindof like the fantasy. But you guys
are working there, you know,constantly, like being able to improve I
think tools and resources for like yousaid, the three D modeling, the

(07:38):
simulation, the testing even before youknow the products too far along, right,
Yeah, those feedback loops are absolutelycritical in that process. And oftentimes
those feedback loops sometimes they come fromlearning because we have to redo it.
We learn something through a test andwe realize that it didn't quite pass the
test we thought, we pull thatback in. But we're also trying to

(08:00):
incorporate that into our requirements management andleveraging something like Polaria and to see how
do we feed those requirements in earlyenough so then we can leverage that on
future designs instead of having to reinventthat or recreate that or duplicate that every
single time. And how much kindof customer feedback or really working with customers

(08:22):
gets incorporated into some of those cyclesand some of that design iteration and all
of that. Yeah, So thecloser that we can get to our customers,
the better it is, or themore successfull have of achieving those requirements
or exceeding their expectations. So we'reconstantly working with our sales teams and with
our product managers, our suppliers,supply chain partners to be able to capture

(08:46):
that voice of the customer and seewhat those requirements are and feed that into
our product development process. Additionally,we have technical experts that are looking at
the market, where are the marketfocus areas are trend where is it transforming?
And changing, and we want tobring that information back in to future
design cycles and seeing what we cando so we can anticipate our customers needs

(09:09):
before we're just reacting to what thoseare right And that brings me to I
feel like, you know, sometimeswith such a large company, as you
mentioned, you have teams spread outall over and again we're covering so much
ground as far as what kind ofapplications you're addressing and what the specific technology
you all are working on. Ishow do you foster and kind of maintain

(09:31):
a culture of innovation and like yousaid, people getting ahead of what the
customer may need and thinking a littlebit outside the box and not getting kind
of drowned in the day to daybeing a technology company. Innovation is definitely
at the forefront of what we're tryingto achieve and do. But I think
one of the first places that youhave to start with innovation is understanding what
is the definition or the what isinnovation? So what's the vision for innovation?

(09:56):
I guess the definition that we wouldhave within our company is making sure
that we're creating and capturing value innew and different ways. And there's a
couple of elements that are built intothat the new and different ways. A
lot of times we think of innovationas you have to invent something new to
the world. Doesn't have to justbe new to the world. Maybe it's
a way that we were manually doingit before. We want to automate that
and improve or enhance a process thatwe already have. That's also a level

(10:20):
of innovation. And then being ableto capture the value. We can create
the value, but if we don'tactually leverage that and incorporate that into our
commercialization efforts, if we don't improvethe employee experience or the customer experience,
and we didn't necessarily capture that value. So we want to make sure we're
creating an environment for our employees thatgives them the ability to be able to

(10:43):
experiment and be able to look atways in which they can both create and
capture the value in different ways.And I love that. I love that
definition of innovation. I feel likewe need like a T shirt that's like
that. We'll just start wrapping thoseall over. No. I think that's
really helpful to understand and such agood point that it doesn't always have to
be some magical, brand new ideato be innovative, Like so much innovation

(11:09):
obviously is built off of so muchwork that's been done before, and continuing
to improve it, not really besatisfied with it just being done right,
but keeping continuing to see how itcan how you can add value as you
mentioned, you know. So,I think that's a really great definition,
and I think a lot of ouraudience members, you know, can relate
to that, especially as engineers.We're going to take a quick break when
we return. Mike tells us abouthis journey as a mechanical engineer that found

(11:31):
himself problem solving his way into thefield of electrical engineering, his pathway within
Molex, and how, together withMolex he puts his redefinition of innovation into
work. Welcome back to the bomb. I'm a genta strongheart. I'm talking

(11:52):
to Mike Deppy, VP of molesand a global leader in electronic solutions.
Mike has played a pivotal role inshaping the company's trajectory and push the boundaries
of what is possible. So youhave a background engineering, correct? I
do? Yes? What first gotyou involved and interested in engineering? And
you know being in the electronics industry, Yeah, I would say as a

(12:16):
kid, I was always I wasone of those kids who would build with
blocks or race tracks, where Iwas constantly building and creating things. I
would say, I was also tryingto take broken things and fix them.
So an example, I remember Ihad a wagon. I had a paper
route, and I pulled my papersin a wagon. The wheels were breaking.

(12:37):
I went to the hardware store andended up buying wheels from a lawnmower
and put them on the wagon.So instead of buying a new wagon,
yeah, it's like, no,no, no, I want to fix
the wagon. I'm going to putthat. I don't know, I just
had that in my blood is beingan engineer. So totally. The question
then was mechanical engineer or electrical engineer. By the time I got to the
university I was taking my classes,it became very clear. I took two

(12:58):
class this is an electrical engineering,and I realized I can't see it.
I can't see electrons move. Idon't know if I can really do Yeah,
so mechanical I can see the gears, I can see the physical products
being made. It was it wasa no brainer at that point, like,
Okay, mechanical engineering is the wayto go. Then here you are,

(13:20):
right, So here I am.I'm fortunate enough to be able to
work in mechanical engineering but actually atan electronics company, leading and transforming in
both areas. So that's awesome.And what can you kind of describe your
journey from um, you know,mechanical engineering. You've been at Molex for
twenty years now, Yeah, it'stwenty one. Yeah, we just congratulated.

(13:43):
Be sorry, it's been a longday here, um. And so
could you tell us a little bitabout your growth at the company and kind
of because we have I think someof the benefits of this podcast for some
of our audience members is thinking aboutdifferent pathways through engineering and into the industry,
and so I think it's always reallyvaluable to hear what someone's journey was,
how did they get to where theyare today? Yeah. No,

(14:05):
absolutely. If I went back tomyself twenty one years ago and I sat
down and said here's your career plan, this is where you're going to do,
I wouldn't have believed anything that waswritten on there. Right. I
started in the company in customer serviceand technical support, handling automotive customers and
some very challenging you know, linedown situations and trying to work through those.

(14:26):
But I had this engineering background.I wanted to get into how do
I start doing design work with engineering? And I was able to move into
a role doing design engineering. Idid that for a few years before I
was tapped on the shoulder by aplant manager and said, would you be
interested in manufacturing? I see whatyou're doing in the design we could maybe
benefit from that in the manufacturing side. I thought, well, why would

(14:48):
I go to manufacturing. I wantto design the world. Why would I
go into manufacturing? But I said, well maybe for two years, three
years A good resume builder, right, Well that turned into about a dozen
years maybe, or maybe I'm angood with math. But it was a
great experience because I did planning,materials management. I was involved with procurement
operations management, was the director ofoperations leading a global team, and had

(15:11):
the interaction in a very different space. It was still problem solving, so
I was able to use the engineeringbackground, but in a different way.
It was more around the business sideand economic thinking and decision making. I
then came back into engineering as adirector of engineering of that team, did
that for a few years, implementingand bringing project management in before then I

(15:35):
was asked to lead the business unit. It did that for a few years.
That was the Printed Circuit Solutions businessunit, and then a year later
added in the RF business unit.So I led two business units at the
same time. It sounds like alot building on top of each other.
Before my current role now that I'vein charge of the global product development team,
got it quite the journey. ButI feel like every time I could

(15:56):
get out of engineering, I justget sucked right there, like I got
to go back. Well, I'minterested to if you don't mind discuss a
little bit some of your experience withmanufacturing, because obviously that's a huge part
of what's been covered and kind ofshowcased at this conference, of course,
is all of the leaps and boundsthat you know, Siemens is making in

(16:18):
manufacturing digital twin and support of course, and kind of this digital thread.
And so I'd be curious to hear, you know, kind of just in
being in this industry as long asyou have are these things? You know,
what you're seeing here, is itin line with kind of what where
you saw this technology going or isit exciting and surprising or how do you

(16:38):
kind of feel about where all thisis at today as far as the simulation
and yeah, this you know,being able to recreate a plant line and
a manufacturing line totally, virtually indifferently, so all the above. When
when you say is it exciting,exhilarating? Is it? Is it what

(16:59):
I thought? No? But isit where we think we're going? Yes?
And the reason I say that isbecause when you're designing something, you
want to see it. That's that'sone of the proud moments you have as
a design engineers to see it turninto something. But being able to produce
that isn't always the same as beingable to design it. So you might
be able to create pretty pictures andCAD and then you bring that into the

(17:22):
manufacturing world and do you actually dothis? How do you make that happen?
It works so well? So that'swhere you know, those are some
of the challenges that I think we'retrying to address and being able to create
this digital connection or digital thread fromthe requirements up front? What are the
requirements or the expectations of what youwant that product to do? Are we

(17:42):
designing for that? And then howdo we leverage our supply chain? How
do we leverage our manufacturing process,our capabilities to be able to make it
a reality. That's when you startto see all of that come together.
That's that's the exciting part totally.You know, many times it's it's fragmented
and you have engineering and then theykind of throw it over the wall to

(18:03):
manufacturing and manufacturing starts to try andproduce it and say we can't we can't
make this. How do we dothis? And then they have to throw
it back to engineering to redesign andredo it. That's those are some of
the barriers we're trying to break down, and that's that's motivating. Yeah,
it's so it's so incredible to see. I mean, I'm always amazed with
all the new capabilities of this softwareand how it's supporting manufacturing and you know,

(18:30):
and changing just so quickly. Andso I would love to hear what
kind of what are you most excitedabout as far as any new and interesting
technology that Molick is focused on rightnow? Is there anything specific you want
to tell us about? Well,new technologies, there's we're again involved in

(18:52):
so many different markets, so newtechnologies are everywhere we're seeing, whether it's
in the medical industry and you're sayingwearables and how do you do remote monitoring
automotive, You're seeing the electrification ofbringing in different types of whether it's infotainment
or just speeds, cameras, sensorsinto the vehicles. You're also seeing five

(19:15):
G and telecom, and again it'sit's that access to information and data.
You know, maybe as a societywe're addicted to data and information. We're
trying to get that an area thatwe're also seeing a lot of new technologies
and transformation take places. Also,even on additive manufacturing. With the business

(19:36):
unit that I was I was previouslyleading in print circuit solutions, we are
focused on flexible hybrid electronics as well. So take your standard printed circuit board
and incorporated into flexible technologies. Sofor wearables or even an automotive, you're
instead of using wires and cabling whichcan be heavy and difficult to maneuver as
we're putting bundles of cables in,we're using thin, lightweight, flexible materials

(20:02):
to be able to achieve the samespace. Add that to additive manufacturing and
now you're starting to see three Dprinting of different metals or resins take shape
and see how do we incorporate thatto reduce time cycle? Or maybe you're
making custom product that you can't necessarilymake easily, and are you all embedding

(20:25):
the electronics into the added manufacturing process. Yeah, so we're through layer by
layer exactly. That's the hybrid electronicpart of it, right. So it's
taking your traditional components, your chipsthat you might have on a print circuit
board, and incorporating that into flexiblesubstrates or flexible materials. Wow, that's
incredible, that's very exciting. Easiersaid than done, yeah, for sure.

(20:48):
But it's you know, this goesback to it's the manufacturing techniques,
it's the capabilities, but it's alsoimplementing the design criteria. How do we
make sure we have the right materials, how do we have the right equipment.
All of that comes back to theproduct development process. It's the people
and the process that requires all thatto happen. The technology and the tools
they're there to help leverage and facilitatethat, right, But it's really the

(21:11):
people in the process up front thatcan help you make the difference on there.
Yeah, I really appreciate that.I loved that. In one of
the keynote talks yesterday at the startof the conference, there was a big
screen across you know, where aslide you know that they were presenting that
was saying, you know, allthis technology is great, of course,

(21:32):
but it ended with the people.You know, you still need to have
the people to enable it and viceversa. Have the technology enable the people,
the people enable the technology. SoI really appreciate you know, you
kind of bring it back home tothat because I do think that's important and
something that scares a lot of peoplesometimes when we talk about technology that are
the people just going to get erased? And it's like, no, they're
actually integral to all of this workingand continuing to progress. They enable all

(21:56):
of it to take place. Right, the technology is helping you accelerate that,
but the people that's where it reallystarts. And having the right talent
and what's the vision, What areyou trying to achieve, what are you
trying to accomplish. How does itcreate mutual benefit for both the employees and
the customers. That's what's really specialabout it. Now. The business practice
and the processes that you do,that's where you need tools to help you

(22:18):
automate and eliminate the waste and dosome of those aspects to help you get
it to products and get it tomarket faster. Definitely couldn't agree more.
So we're going to wrap it upwith just a few kind of rapid fire
questions here. I want to berespectful of your time. I know we
got a lot going on today.So the last few questions here, what
is your favorite part of your job? Wow? Well, because it seems

(22:42):
like there's a lot you do anda lot you cover. There's a lot
that I cover. But I'm oneof the rare breed. I love what
I do. I mean, Iwake up every day motivated excited to go
in and work on global product development. But the main reason is because I
get to work at a company withsuch talented individuals and employees working on new

(23:03):
technologies, new areas of the market, and legacy items as well. But
I think what's most rewarding from allof that is seeing the transformation of inspiring,
engaging enable the employees to hit theirpotential. When you get to see
that you're providing, whether it's toolsor process improvements or ways to allow them

(23:25):
to do their job better or maximizetheir potential, that to me is the
most rewarding part of the role.Definitely. I think a lot of people
can agree that the people you workwith make such a difference in your day
to day of course, and howyou end up feeling about your job,
for sure. And I couldn't agreemore like, I'm so grateful to be
here with my team, and wehave such a good time when we go

(23:47):
places together and are able to tellour story and support one another through that.
So it does make a difference justhaving the right the right folks on
your team, definitely, all right, And so the last two questions here,
what is something outside of technology that'sinspiring you? My family? Yeah,
my wife and my kids are definitelymy inspiration. We spend a lot

(24:11):
of time they're all active in sports, UM, so I spent a lot
of time on the sidelines, cheeringon and working. But we're also UM
very much an outdoor active UM family. So whether it's traveling the world or
we're in outdoor activities, we're tryingto explore and do new things. UM.
That that's the excitement and seeing themgrow up and in UM learn new

(24:34):
ways and have that curiosity for learning, that's that's in the secret engineer inside
of me. That's like, Oh, that's great, that curiosity for learning
is it's fantastic to see. Definitely. Is there anything you think about when
you think like, how is theworld going to be? You know,
when they're older. Is there anythingyou thought, Oh, I can't imagine,

(24:55):
or I wonder if it's going tobe like this, or you know,
do have you thought how different itmight be or what kind of technology
is going to exist? Yeah,so I'm always amazed. I always felt
that, Okay, when I getto the point where I'm having the younger
generations teach me about the technology,what does that mean for the future.
Well, I'm at that point whereI'm seeing what they're doing on their cell

(25:18):
phones or what they're doing. Theydon't watch television. It's all recordings or
YouTube or it's very different. Andthat's also the way that they're learning,
right, So they're learning in differentvideo content or things that they're finding on
the internet streaming, which is verydifferent than what we would have tradition.
Definitely, So you think, ifthey're doing that now at this age,
what is that going to look likewhen they're in the middle of their careers

(25:41):
and there's additional generations coming through theway that we learn and consume information is
absolutely going to transform, and that'sexciting and scary at the same time.
Definitely, Definitely, I'm really curiousto see kind of where education goes in
the next ten years. I thinkit's going to change dramatically, be very
different. And last, but notleast, our finale question that we ask

(26:03):
all of our guests is what's onyour personal bill of materials? Personal bill
of materials? I haven't heard itdescribed in that way before, so it's
kind of an abstract question and welike to like see how different folks interpret
it. So I would say,if there's a line item on my personal
bill of materials, it would saymusic. Okay, Music for me is
so powerful. It can change yourmood, your emotion, your feelings.

(26:27):
If you're needing a little bit ofenergy, you can listen to something that'll
pump you up a little bit.If you're already thinking things are chaotic and
swirling and crazy, you can havedifferent music to be able to calm you
down. Definitely, how are youfeeling about the Earth, Wind and Fire
performance is going to I'm super excitedfor that. I think it's fantastic.

(26:48):
Yeah, awesome, it'll be agreat finale to the event. I'm excited
as well. Absolutely awesome. Well, thank you so much for taking the
time today, Mike, and Ireally appreciate your insights into the you know,
the work that you do. Ithink a lot of us might not
be able to wrap our heads aroundwhat you know, what goes into being
a VP of global product development.It sounds like you cover so much ground,
but to hear just you really humanizedit for us today. So thank

(27:11):
you so much. Yeah, thankyou so much for the opportunity. I
really appreciate you have a good rescuechew all right, appreciate it YouTube.
That was my discussion with Mike Deppie, VP of Product Development at Molex today.
We talked about Homolex uses knowledge sharing, talent management, and effective resources

(27:33):
to maintain innovation in over one hundredthousand different products, and the challenge of
prioritizing projects. We discussed the shiftin focus towards agility and flexibility with the
rise of AI, how it's reallythe people in the process up front that
make the difference, and the importanceof team collaboration domestically and globally, and
of course, the power of music. If you like the Bomb, don't

(28:00):
forget to subscribe, rate and sharethe show. Wherever you get your podcasts.
You can follow supply Frame and Hackadayon Instagram, Twitter, LinkedIn YouTube,
and design Lab at supply Frame DesignLab on Instagram and Twitter. The
Bomb is a supply Frame podcast producedby Me Magenta's Strongheart and Ryan Tillotson,
written by Maggie Bulls and edited byDaniel Ferrara. Theme music is by Anna
Hagman. Show art by Thomas Schneider. Special thanks to Giovanni Selena's, Bruce

(28:23):
Domingue's, Thomas Woodward, Jin Kumar, Jordan Clark, the entire supply Frame
team and you are wonderful listeners.I'm your host, Magenta's Strongheart. See
you next week.
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NFL Daily with Gregg Rosenthal

NFL Daily with Gregg Rosenthal

Gregg Rosenthal and a rotating crew of elite NFL Media co-hosts, including Patrick Claybon, Colleen Wolfe, Steve Wyche, Nick Shook and Jourdan Rodrigue of The Athletic get you caught up daily on all the NFL news and analysis you need to be smarter and funnier than your friends.

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