Gary McCoy discusses Peak AI and its ability to track personality traits and emotional welfare.
A Data & Innovation article brought to you by
That was the question longtime performance coach Gary McCoy would ask his players each day, listening to the answers but also reading body language for subtle cues.
McCoy had success blending those daily check-ins with objective monitoring data from a series of tracking technologies, overseeing what’s likely the only injury-free professional baseball season with Taiwan’s Chinatrust Brothers in 2019.
In his latest venture, however, McCoy is the CEO of the previously stealth startup Peak AI that asks that same question, or a similar variation, and then leverages psycholinguistics and natural language processing to gain objective data for cognitive load — the amount of information that working memory can hold at one time — and emotional welfare.
Put simply, Peak AI seeks to identify traits and states — that is, to understand a user’s ingrained personality traits, which are largely invariable, and his or her daily state of mind, as influenced by physical and mental stresses.
“Psychology leads physiology,” McCoy said, outlining his assessment model that begins with psychological-emotional well-being before addressing physical systems, technical ability and then tactical use of the athlete. “It starts there, but I never had anything to measure it.”
For ongoing monitoring, users upload a video recording of about 30 seconds, and then Peak AI analyzes both the word choice and manner of speaking to determine one’s frame of mind. For more static attributes, such as a person’s need for group affiliation or attitude toward risk, any audio sample will work, even publicly available interviews. The AI is able to account for varying languages and accents, as well as identify attempts to trick it, such as reading a script.
McCoy, who lives in Arizona, eight time zones away from Chief Innovation Officer Walter Farfan, completed daily assessments through London-based Peak AI. One day, after saying what he thought was the usual response, McCoy received a call from a worried Farfan asking what was wrong. McCoy hadn’t said anything about it, but the intonation and timbre of his words triggered an alert. Turns out McCoy’s dog of 19 years had died the day before.
Mental wellness is the overarching mission, Farfan said, who was invited to give a talk on the subject at Buckingham Palace. Some early applications in the sports realm include individualized coaching, helping athletes reach their potential by appealing to their intrinsic motivation, rearranging clubhouse locker assignments to improve team culture, and scouting prospects to evaluate if they are a roster fit. It’s then easy to extrapolate its use from performance to other business operations, such as the mental health and culture of executive teams.
Peak AI completed seed funding rounds in July and now has a staff of six full-time employees and about a dozen contractors. The company charges $99 per month per athlete for the product. The plan is a limited rollout this year, followed by a broad deployment to teams in 2024.
Among the pro teams to have trialed or adopted the product from Peak AI include EFL Championship and Premier League sides Southampton and Brentford, Ligue 1 power Paris Saint-Germain, Formula One teams Red Bull and Aston Martin, and the NHL’s New Jersey Devils, who are the first to do so in North America.
After an assessment, Farfan said, “I’m going to speak to you about utilizing what you have internally, what you’re born with, what you’ve inherited — these unbelievable skill sets within your personality — to bring the best out of you, rather than trying to make something you’re not. And I can’t change your personality. But if I knew [what it was], I can use verbalization to say, ‘Well, I now see how you see the world.’”
Personality is roughly 70% inherited and 30% shaped by experience, Farfan estimated. And metadata analyses of large cohorts are helping unlock characteristics that underpin certain achievements, which could range from hitting home runs in baseball to excelling as an outdoor athlete in the cold climates of Scandinavia.
“We allow our clients to port in different youth players — and whatever they deem success looks like — and that builds a dataset for them to go and build a lens to shine on a group of youngsters to see which one of you 100 people have this specific trait,” he said.
Farfan and his longtime business partner, CTO Mike Blaster, have been collaborating for a decade on the study and automated analysis of language. They applied those techniques to sentiment analysis of social media posts and the development of marketing campaigns. They launched Trace Data Science in 2017 to parse ingrained human behavior from milder interests and to map cognitive load. The company worked out of Google’s London office from 2018 to 2020 as part of an incubator program.
Peak AI is a rebrand to reflect a change in mission. Farfan said external validation work is ongoing at the University of Georgia and Portsmouth University. Some prior studies have indicated the system’s ability to predict intrinsic motivation, cognitive load and personality traits at rates of 90% or higher.
McCoy said this sensitive personal information will be protected with military-grade security and be in accordance with HIPAA and all similar international medical privacy laws. A seasoned sports tech executive, McCoy was an early employee at Catapult whose signature GPS devices tracked stress on the body, at Whoop whose wearables assessed the body’s response to and recovery from that stress, and at Zone7, whose AI algorithms sought to predict injury risk.
The one piece missing was cognitive evaluation, especially not something that could be administered with so little friction. One persistent conundrum, McCoy said, was that “physically in an athlete, exhaustion and boredom present the same way. How do you know what to do?”
“We think sports psychologists will be the ones who have now a very accurate and effective tool, but they can prioritize, ‘OK, I need to attend to this person,’” he said.
“We’re teaching them how to be chameleons and how to interact with [every player]. It’s team culture. You hear that word all the time in sports clubs, right? But no one’s got a measurement tool for it. This, I think, will be the first measurement tool for culture.”
Dr Daniel Laby is talking to John Portch and Joe Lemire about his vision training with Liverpool and England star Trent Alexander-Arnold in 2021.
A Data & Innovation podcast brought to you in collaboration with
He says: “If the question is: ‘are you worse than you should be for your sport?’ And knowing what each sport needs, if you have that information you can say how someone needs to train.”
Red Bull commissioned the project having been impressed by Dr Laby’s consultancy work in the NFL and his burgeoning collection of World Series rings having worked for three decades in MLB.
“So if Trent did well, which he did in certain areas [I would say], ‘Trent, you did great. We don’t have to give you glasses’ but if [instead I said] ‘Trent, your ability to monitor multiple targets at the same time isn’t what it needs to be compared to what it should be for someone on average of your level, we have to train that’; and that’s what we did with Trent.”
Dr Laby tells The People Behind the Tech podcast that the first goal is to help athletes to correct to the required level for their sport, which will differ depending on the discipline.
This was just one aspect touched upon during the conversation. Others include:
Listen above and subscribe today on iTunes, Spotify, Stitcher and Overcast, or your chosen podcast platform.
Crystal Palace and Royal Antwerp have developed data storage and visualisation systems that increase athlete availability, enable smarter recruitment, and ensure more efficient workflows.
An article brought to you by our Partners
Dr Cedric Leduc, a sports scientist at English Premier League club Crystal Palace FC, is sharing his experience with practitioners working in athlete monitoring.
It is a natural enough recommendation for a sports scientist to make but the case Leduc makes to the Leaders Performance Institute is compelling. “If you aim to work in a sports club as a practitioner,” he continues, “one of the key things when considering your own learning and development journey is to integrate some of those data skills that will help you to understand what is actually required by an organisation when it comes to data and technology.”
Why a data infrastructure is important
Leduc, who has been at Crystal Palace for almost two years, addresses that question on a daily basis. “How can I refine a thousand possible metrics on the market into a presentation or construct of what I am seeking to present?” As he sees it, there are two viable approaches; firstly, by calling upon his own experience and relationships with colleagues, coaches and athletes; and secondly, by running statistical analyses that enable those selections to be made in an objective way.
Crystal Palace and Royal Antwerp track Player Availability using Smartabase, which enables performance staff and coaches to make informed training and performance decisions. Image: Smartabase
“A combination of both works,” he says. “When you have to turn things around quickly, you might actually use your experience, but when you have time and access to a good historical database, you might be able to run those analyses. There’s a trade-off between short-term actionable points and more long-term objective decisions.”
Leduc and Crystal Palace use human performance optimisation platform Smartabase as a data storage and visualisation solution for all players and staff, from the academy to the first team.
“In a way, building the system from nothing was an advantage because you can build it the way you like and set up the structure” – Peter Catteeuw
To operate without such a system puts a club at a disadvantage, as Dr Peter Catteeuw, the Head of Performance at Belgian Pro League champions Royal Antwerp FC, explains.
“When I arrived at Antwerp in 2017 there were no records of injuries, records of tests with the players, no records of training sessions and so on,” he tells the Leaders Performance Institute. Mindful of how well Smartabase had served him in his previous role at Racing Genk, he began to use their technology at his new club, building a monitoring system for a second time with the help of Smartabase’s agile customer success team.
“In a way, building the system from nothing was an advantage because you can build it the way you like and set up the structure,” he says. “It’s still changing every day and getting better, helping players from the academy to the first team. The team’s management and administration is also coming onboard.”
It is a product of the latitude afforded to Catteeuw and his ability to scale the system. “We needed time to build the system to our own needs and it continues to develop. On the other hand, we can implement changes immediately.”
Smartabase enables the collection of both objective and subjective sources of data relating to athlete wellness. Image: Smartabase
Of advice he would give a team who are starting from scratch, Catteeuw says, “You can easily start with a smaller group within the club, say the academy, and then progress through the organisation as you build the system.”
How accessible and actionable data can improve workflows
Alignment and accessibility are critical for new members of staff. When Leduc arrived at Crystal Palace, his first question was: where is the data and can I access it easily? “Then you start to realise that you have multiple data sources like in any sports organisation,” he says. “What’s important, if you want to make practical use of that data, is to first make sure they are stored in one secured place so that it can be easily accessed – then you can turn that into something actionable.”
“We have a holistic view of the players; what they did in training, what they are doing outside of training, how well they are recovering every day and if they are ready to train or take on more load or not, and if they are ready to play games or not” – Peter Catteeuw
At Royal Antwerp, Catteeuw welcomes the ability to tailor the club’s data management platform to his wishes thanks to Smartabase’s hands-on approach to customer success. A response within hours is the norm. A solution often follows in a day or two. “Most systems are fixed but Smartabase gives you the tools to create your own club system to enable you to work the way you like with physios, strength & conditioning staff, the technical coaches and management. Most companies only make it if it’s interesting for other teams.”
Injury Risk Profiling is an essential area of Catteeuw’s work at Royal Antwerp. Image: Peter Catteeuw / Royal Antwerp FC
Leduc has witnessed the benefit first-hand at Crystal Palace. “A new player signed this summer and the head physio asked me if he can integrate the profile of that new player so that he can start adding notes,” he says. “Another example from pre-season was the request to implement a new technology, integrating its data with their Smartabase storage system.” The organisation was able to facilitate the club’s request. “They are very reactive in trying to understand your needs and not simply relying on what already exists.”
At Royal Antwerp, Catteeuw was able to make the API work in linking the sleep tracker Whoop and Smartabase. “Now it’s up to me to pick the right data, the data we want to see, and make clarifications if necessary,” he says. “I will make the first simple dashboards for ourselves, the medical staff or the coaches to have a quick view every day. In the next days, I will try to combine data we have now from Whoop with the players’ wellness questionnaires and with all the training and game data we collect so that we have a holistic view of the players; what they did in training, what they are doing outside of training, how well they are recovering every day and if they are ready to train or take on more load or not, and if they are ready to play games or not.”
Agility is critical to data-informed decision making
There is the imminent possibility that this process will lead to red flags with some of the players. Perhaps they have not slept well on a consistent basis. This will, however, not lead to an overreaction from Catteeuw and his colleagues.
“We don’t have to take drastic action right away. These alarms just let us say ‘let’s first talk to the player and see what’s going on’ and then maybe check with the physios. Is there something else from the medical staff? Is there something from the training pitch that also raises an alarm?”
Catteeuw recalls an illustrative example from last season when Royal Antwerp used NordBord, ForceFrame and ForceDecks in strength testing. “In every first training session after a match, we ran tests. The data gives us a signal i.e. it’s too slow for these players, the difference between left and right is too large. We won’t pull them out of training immediately but we’ll check the player and see if there’s anything too serious to let them train. But most of the time it means we maybe have to adapt a little bit of training or we need to get an additional session in the gym.”
Access to the initial sources of raw data has enabled Leduc at Crystal Palace to streamline some of his processes. “The initial data collection with a given technology can be pushed into Smartabase in the right format,” he says. “I can then push it to get the right visualisation or run some analysis on it in a very straightforward way. You limit human interaction, which decreases the risk of errors. Having access to the original data enables you to be very agile with the data you’re collecting.”
However you use your databases, the important thing is to understand the needs of your organisation. As Leduc says: “Do you need a storage or visualisation solution? That will depend on your organisation.”
Crystal Palace and Royal Antwerp use Smartabase to track player soreness on a daily basis. Image: Smartabase.
The data landscape is changing and the days of teams failing to track even basic performance metrics are largely consigned to the past. In addition to Crystal Palace and Royal Antwerp, Smartabase clients include both Arsenal and Nottingham Forest in the Premier League, Stoke City in the English Championship, to AS Monaco in the French Ligue 1, Ajax in the Dutch Eredivisie and SL Benfica in the Portuguese Primeira Liga – all clubs looking to make a real difference both in training and in competition by developing a data infrastructure that enables coaches, practitioners and the players themselves to make faster, smarter and better informed decisions.
The world soccer union wants greater education and regulation around data that can help to prevent injury and improve performance.
A Data & Innovation article brought to you by
Such a statement reflects data’s evaluated status in modern sports. Yet while name, image and likeness rights have been commercialized extensively in professional sports, data rights are a nascent field, evolving at varying speeds based on club cooperation, league and union maturity and legal jurisdiction. There’s a wide range of data collected, too, inclusive of GPS vests, optical tracking cameras, force plates, heart rate monitors and more.
FIFPRO, the consortium representing 66 global professional soccer unions, recently announced its grand ambition to tackle the issue itself, serving as an accelerant of a universal solution across soccer. The idea, Baer-Hoffmann said, is to “translate the highest standard of data protection legislation” into a centralized platform whose development is led by FIFPRO with the athletes’ interests at the center.
The Netherlands-headquartered FIFPRO started exploring rights and protections of athlete data about five years ago. A survey it conducted during the 2020-21 season reported that 80% of pro players rated their interest in using data as at least an 8 on a 1-to-10 scale. Only about half, however, had full access to it or even understood why and how it was collected.
This led to the Charter of Player Data Rights that FIFPRO created in collaboration with FIFA and published in September 2022. Athletes’ three primary expectations for data was codified in that document — access, portability and control — and followed the framework of stringent privacy protections instituted by the European Union’s GDPR and others.
FIFPRO’s work is independent of the Project Red Card lawsuit — through which 1,400 cricket, football and rugby players are seeking compensation for what they consider unlawful use of athlete data — but it espouses the same underlying legal reasoning.
The first test case of this plan was the FIFA player app made available to all participants in the men’s World Cup 2022 in Qatar last December and again in July and August this year for the Women’s World Cup 2023 in Australia and New Zealand.
“We obviously have much higher ambitions and ambitions that go well beyond a World Cup environment but really go throughout the entire career parameters of any of the professional players around the world,” Baer-Hoffmann said, “whether it’s club, whether it’s country, whether that’s commercial partners, whether that is high performance coaching, etc., with all the different applications, risks and opportunities that come with it.”
FIFPRO has not announced any technology partners, but the expectation is that one or more third-party vendors will help build the product, which Baer-Hoffmann estimated will take six to nine months. Educating and onboarding athletes across so many leagues and countries will take considerable time as well.
The scope of global soccer makes FIFPRO’s task daunting while some individual unions have begun seeking their own solutions, with the NWSL Players Association partnering last week with BreakAway Data for use of its athlete data passport app.
“One of the things that’s become very clear is that an athlete’s right to have access to their own data is important, but it’s not very practical unless there’s actually a tool to make that access easy,” NWSLPA Executive Director Meghann Burke said.
Baer-Hoffmann contended that most current uses of athlete data by clubs could be easily challenged legally, but he was clear that athletes don’t seek to shut down all such uses and want to preserve the many benefits of preventing injury and improving performance — just with agency over how it’s used. The data platform, he added, can help bring to life the privacy rights that are often “very technocratic, and the enforcement is very, very legalistic.”
“A natural phenomenon that is happening at the minute is that the innovation potential, in the private sector around sports data and technology, is just a whole lot faster than the regulatory response, which is the case in many parts of society, right?” he said. “Usually technology just exponentially grows faster than the regulatory capabilities of institutions that govern the country or a certain sector.”
Basic game stats such as goals scored and shots saved plainly reside in the public domain. MRI results and bloodwork are clearly private medical records. But the performance data in question — biomechanics, movement patterns, heart rate — sits “somewhere in between, and which way should it lean?” BreakAway Data CEO Dave Anderson said.
Volumetric data, such as Hawk-Eye’s ability to track 29 points on the body for 3D motion capture, is an example of the increasingly granular data that prompted Anderson to conclude “that performance data is starting to lean more and more towards health data and that it’s vital to understand, how much wear and tear is on these guys?”
Commercial opportunities for the data are possible, too. The NFLPA is among the unions investigating that market fit, partnering with Sports Data Labs last year to explore possible revenue generation potential.
“We ultimately view your personal data — if you’re an athlete, a patient, a citizen with a watch that collects data — as a digital asset,” Sports Data Labs CEO Mark Gorski said, before cautioning that such assets won’t immediately lead to new income. “Most people want to talk about the end use case. There’s a whole bunch of steps that have to be taken in the right way in order to get there. What we’re spending part of our time with is really helping groups navigate some of those complexities on a global level.”
This article was brought to you by SBJ Tech, a Leaders Group company. As a Leaders Performance Institute member, you are able to enjoy exclusive access to SBJ Tech content in the field of athletic performance.
The club’s President joins the Leaders Performance Podcast alongside Selinay Gürgenç Comolli and Julien Demeaux.
A podcast brought to you by our Main Partners
Le Téfécé were Ligue 2 champions in 2022 and, last season, won the Coupe de France – their first major trophy in 66 years.
Toulouse also finished 13th in their first season back in Ligue 1 – well clear of the relegation zone. Not that Damien Comolli, the club’s President since 2020, is resting on this laurels.
“Everyone said ‘well done on staying up’ but we’re not interested in staying up – we never mentioned staying up – we said we want to finish as high as possible,” he tells the Leaders Performance Podcast.
“There are games that we feel we should have won and could have won. We lacked this cutting edge, this winning mentality at times, we should have got more points, we should have finished higher than 13th in the table.”
Damien Comolli has overseen the Toulouse’s resurgence under new owners RedBird Capital Partners, but he couldn’t have done it without his ‘truth teller’, the club’s Head of Strategy & Culture, Selinay Gürgenç Comolli, and Julien Demeaux, Toulouse’s Head of Data.
Both Selinay and Julien joined Damien for this episode, which is brought to you by our Main Partners Keiser.
The theme is Toulouse’s upwards trajectory and what it is going to take to help establish the club at the vanguard of European football.
On today’s agenda:
Henry Breckenridge Twitter | LinkedIn
John Portch Twitter | LinkedIn
Listen above and subscribe today on iTunes, Spotify, Stitcher and Overcast, or your chosen podcast platform.
Here are 10 factors that can increase the effectiveness of your recovery practices.
An article brought to you by our Partners
Those two are inseparable as far as Skylar Richards is concerned. He says: “As technology has improved, to allow us to have interventions to help the best they can off the field, that has really given us the ability to look into what’s effective, what’s efficient, and how we can individualise those sorts of treatments to make sure we’re as optimal as possible.”
In Early August, Richards who is an Athletic Trainer with the US Soccer Federation, spoke at a KYMIRA Webinar titled ‘The Evolution of Athlete Recovery’ where he was joined by Mark Pavlik, the Head Coach of the Penn State men’s volleyball team, and session moderator Johnny Parkes, the Lead National Coach at the United States Tennis Association.
“So much in sports science and medicine, we worry not so much about the medicine side of things as much as the optimisation,” Richards continues. “And so really keeping people as healthy as possible is the focus with recovery but also then the art of how to do that consistently within their regime.”
Here, we discuss 10 factors raised during the webinar to consider when seeking to establish optimal, consistent recovery practices with your athletes.
Do you need to prioritise passive or active modalities? Your athletes’ culture of recovery – practices and habits – should tell you. In his time at FC Dallas between 2012 and 2019, Richards noted differences between his younger players, who were happy to visit the recovery lab while they watched tape, and those players in their mid-30s who had families and, frankly, far less time and cognitive capacity. “Those become the tricky puzzles to figure out,” he says. “How can I help them recover in their lives and support them in that? That can be the difference between applying an active modality versus a passive one, a wearable or something like that. It helps them to do it all the time no matter what life throws at them.”
Whatever an athlete’s preferred combination of recovery modalities, there is an important question to ask. “What gives you the biggest dosage of all those things put together in one package, which is easy to manage and to be consistent?” says Richards. “You don’t want them to burn out having to think about stuff all the time.”
A veteran may have a busy life but, as a cohort of largely self-driven individuals, Richards can work with soccer players to “scratch that itch” around self-improvement. “Something that I’ve found I can do well with my older athletes: I’ll say ‘why don’t we try to instal a recovery room at your house? It gives you an hour away from the kids and the craziness to go in, watch some videos, and now read a book. Whatever you need to do justify it as your job’.” Now, the athlete has a consistent pattern of recovery and doesn’t feel the need to, say, go on an evening run that may well clear their minds but has a detrimental effect on their physiology. “We scratch the same itch by helping you rather than sacrificing something.”
The success of Richards’ approach with his veterans has enabled them to take that message to the rest of the team. “Getting them to talk about that approach to the younger players really helps them to buy-in,” he says. With men’s volleyball at Penn State, it sits with Pavlik and his colleagues to educate the archetypal 18-year-old who “doesn’t know what they don’t know yet from a recovery standpoint”. He says: “They’re coming off of club or high school practices at most three times a week, they’re living at home with mum and dad when they wander into our gym, it’s my job to ensure that the educational points that we’re trying to drive home so they can have a longstanding, successful collegiate career, and those that continue to move on through the professional ranks and international ranks with men’s volleyball have something in their background.”
That aforementioned education is best delivered by a friend. In that regard, Pavlik ensures that his student-athletes are surrounded by smart and passionate people who make an effort to build relationships. “We do a pretty good job of getting these people around my team early in their career and, let’s face it, the adage of ‘the team doesn’t care what you know until they know that you care’ [is true],” he says. “When you have these types of experts having relationships with our players; coming to practice, just being around the water cooler during water breaks, being able to just say ‘how’s it going?’ Then when the guys are in a position to listen to what the expert is saying they’re no longer experts – they’re friends, they’re buddies.”
Are there opportunities for you around game day? “It’s always been crazy to me that we control every other variable with athletes all the time, but the one day we completely flip the schedule is game day,” says Richards. “Those older guys love those moments of recovery on the road. For them, it’s less chaotic, it’s easier to focus. So much so that we’ve had a lot of success with having players to stay at a hotel the night before a home game or have that option, so that they can get into that rhythm and we change those practice times to the same as game times so they can get that day before the game rhythm into their bodies and their minds.” The benefits are palpable. “Allowing them to get into that rhythm early on, sleep, get out of that chaos, get their recovery mode early and have time to do any modalities that they want is crucial.”
Customisation is important and, at Penn State, it goes beyond age (i.e. an athlete at 18 versus an athlete at 23). “We look at the age and the experience of the athlete, then we take a look at what their on-court responsibilities are,” says Pavlik. “Some max jump much more often than others on the court during the match or practices. There are going to be some that have to get up the floor a lot more than other guys. What we try to do here is make sure with our training staff and med staff that we understand what we’re asking them to go through.” For Richards, it involves asking better questions. “What is the question for that athlete that we can solve the best? All physiology is too much of a blanket statement,” he says. “Is it overall energy? Is it mental fatigue? Is it truly physical fatigue? Is it something masking as another [marker]? And how can we hit those?”
As moderator Johnny Parkes says, “With all these physical modalities we can use, I think we sometimes forget about the things we can control the most, which is our level of sleep recovery, hygiene and the effect of resetting the body for the next day.” For Richards, good sleep can be an outcome of a holistic approach to recovery. “That’s when you get the most synergistic effect out of all of them,” he says while asking, “Can we create that cycle of measurements to enhance individualisation and effectiveness?” He once again cites the idea of players staying in hotels the night before a game. “It really ties this together in a practical way in terms of ‘let’s get you good sleep in an environment I can go in early and control, make sure the sleep hygiene is there, giving you the time to implement those things well and then tie-in any other recovery modalities you want at the same time’.”
According to Richards, both younger and older athletes are interested in the gamification of recovery, but in different ways. “Younger players thrive for the most part on comparing what they’re doing and being effective versus their peers,” he says. “For an older athlete, I’ve found they’ve passed that point in their life, they’ve been saturated by that already and what you come to is the gamification comes from comparing them to themselves. Can they get a high score? Can they see what’s most effective for them? What patterns help them to be the most consistent over time? Scoring that on a streak becomes the better motivator for them.”
What don’t teams consider as much as they should in recovery and how do we overcome them? “Anything is better than nothing,” says Richards. “We have a huge market for recovery tools and methodologies but I haven’t seen a huge move towards a blend of that. That’s where I’ve been pushing a lot of companies on their research. Can we let the monitoring devices drive the intervention; the duration, the velocity, the frequency and occurrence? Can we use measuring sticks to drive it for individuals; its appropriateness, effectiveness and sufficiency on an individual level? Until we do that I don’t think we’re doing the best we can do to figure out the puzzle, which is an athletic body.”
