Good afternoon, ladies and gentlemen. I don't know if you can hear me Thank you so much Samir Good afternoon and warm welcome to all of you to this session and the annual meeting of the world economic forum The session is entitled for the sake of peace jump-starting the Palestinian economy. I am Irak Dushek I'm managing director at the world economic forum I'd like to first Introduce the people that are here with me and then I'd like to give you a little bit of context on The title what we mean by it and then we should have a really I hope Frank discussion about how we can make some progress on on the issue at hand. So first let me introduce My friends here on the stage. Let me start here. Myle Gavet your chief executive officer of tech stars If you can give her a warm welcome Hashem Shawa chairman of Bank of Palestine Yossi Vardy chairman of international technology so the context I Always say that about at least 80% if not more of all the sessions here at the annual meeting in Davos are really stemming From ongoing work we do with business leaders civil society representatives administrators Across all the issues that you see here. It's really important that that I share with you that there is a lot of work behind that now this panel I think is the embodiment of that because I Wanted you to know and those who are watching us online that the world economic forum has been Since the 90s heavily involved in how we can support dialogue and how we can support a Pathway to the two-state solution between the Israelis and the Palestinians. I just wanted to be very clear about that. We have been Providing our platform here in Davos. We've been providing our platform elsewhere to try our best It's a very complicated issue, but try our best now part of that overall framework is an initiative Breaking the impasse initiative a special dialogue that we are holding Between and among business leaders from the Palestinian society from the Israeli society and they're really working together We got together 2012 and We have been really in constant touch Looking at what this community can do now when the peace process was Let's say in on the front burner and you may remember the years of secretary Kerry there was a huge Momentum and this community was very visible and active in support of that official track But what I think is even more interesting that as you all know now we have a lot of headwinds Unfortunately on that front, but that The the business leaders that are some of them are here. Some of them are at home But that they kept working together So we're really very proud of that because the forum has been providing just a platform We've been in touch, but it's really the work of Yossi Hashem and and all our friends in both communities that are a testament to me that This kind of civic action if you will or civic momentum still Has some strength and has some has some momentum in it despite the fact that On the governmental front on the on the diplomats in diplomatic front the headwinds are quite strong So I just wanted to provide you with that context. So you don't think this is just a random session That we are throwing together here about about the Palestinian economy now What is important also and sorry I will then finish with that thought is that Why we say for the sake of peace jump-starting the Palestinian economy so obviously those of you who follow the The diplomatic dialogue, you know that it's quite a sensitive topic You cannot it's it's not that economic cooperation is a substitute for peace So I just wanted to make sure you know that we're not naive about that but it's really important that that you Don't ignore the realities on the ground. It's just because There isn't Peace right now or or or a peace agreement It it it if you ignore the realities on the ground and you don't invest in the Palestinian economy and Palestinian society You're actually undermining the prospects for peace in the future. You will have a more fragile society that is that that that has less growth more unemployment and While this is then the ambition for this session will be talking about that I think Hashem You will cover the state of the Palestinian economy and let's face it. We have seen headwinds there too And of course COVID and also some of the repercussions Around food prices and energy prices also stemming from the war in Europe Has have not helped so I just again just for the sake of context I wanted to share that with you and now I'd like to go To Yossi Vardy if I can start with you because you were at the At the inception you actually were one of the co-initiators of this whole initiative Back in Istanbul when we met for the first time. So I Would like to ask you Why is it that you are still in it frankly because it's it's it's been such a long time and We haven't really succeeded yet. And so Why are you in it? You want the true answer or the formal answer? The true answer, you know, I'm I'm together with Stalma already 59 years, but I'm still under evaluation So I want to impress her but I have Tell my I'm sorry, but The The reason it's becoming a little personal, but I will tell you when I was in the government many years ago we had the The peace agreement with with Egypt and I was responsible to the to the oil part of it And I can tell you the day that Sadat Came to the Israeli Parliament I still can feel at this Minute The goosebump, you know like like when you are witnessing that a piece is happening I don't think that there is anything which is more exciting More holy More optimistic You think about the fact that mothers will not have to shed tears on their killed sons. It's really Something extraordinary, you know, and I was lucky to Participate in the in the Egyptian piece and then also in the Jordanian piece and they even Spend good there two months in white plantation trying to negotiate peace with the Palestinian and then it takes you to all kinds of thought, you know on meaning meaning of many things that I don't want to Share I think this is simply if you want to walk for a cause. I don't I cannot think about any cause which is more Correct or more important or more moral or Impact the life of many people more than than being engaged in this thing so this is And also, you know because of the liquid the little Green green probability, you know, right now there's the political situation between us and the Palestinian is not in its peak. I would say Carefully but even if there is 1% of 1% of 1% of chance of arriving to this I think that any any just person have to work on it Thank you Hashem the same question to you Why are you? Part of this initiative and continue to be and and and actually leading it But also then I hinted would be good to have a Mapping of the of where we are with the Palestinian economy. I mentioned some of the headwinds. So over to you I'm in it because I just like I love this guy, you know, he's how can you just not be in something where you have someone? Go on, go on No, but really just quickly first and foremost, thank you, Merrick and thank you the weft For just being a marathon And I know I know professor Schwab has been stuck at this passionately personally For decades and and for him and for you. I know this this is We know this is special and Frankly putting Palestine Israel on the agenda amongst all the Things you have on the agenda, which you know from climate and our planet to the whole host of global issues We really appreciate that you keep you keep putting Palestine on on your on your agenda and and and joining the call for action for you know like-minded partners and friends that That that like you said you'll see want to do something just impactful Transformative for the region and not just for the region for the world. I mean the Israeli Palestinian Issue conflict occupation so many people call it different things The big elephant in the room in the world in the universe. It's it's a big deal, right? And and we all want to You know one day you all everyone asked themselves, you know what what You know when you leave this world, what do you want to look back on and say what did I do and What did we do and and I think we owe it to our children and our future generations that we we all work together At this and there will be always people that want to undermine and and and Put hurdles and and try to you know come up with narratives that You know that that totally tried to dismantle or disrupt what the efforts were trying to do or call us You know what depending on which side you're on? Different names, but we're sticking at it and we see the value And like you said, Merrick. I'm really glad you highlighted specifically that This is no substitute for political horizon and political process and justice and freedom and an end to this this longest historic you know occupation and and and to try to Make sure that you know you highlighted that it's not a substitute and and that's really important because While we're against you know economic peace and trading, you know trading off with with rights and freedom You know where we're not against a real genuine impactful economic development initiative, you know But ultimately we want freedom. We want rights and I think the call for action now is so timely because And and talking about initiatives that can create that and sustain resilience and strengthen and scale up resilience and keep people hopeful and create jobs and and and Prosperity agenda is important because you know at the end of the day the alternative is dark is is bleak it's not in anyone's interest and and So, you know, that's what the Bank of Palestine and all our partners and I have to recognize We cannot do anything without partners from partners on our Israeli colleagues and friends to the Weff You know to we have I want to recognize also Dr. Muhammad Mustafa chairman of the PIF our sovereign wealth fund IFCs the development organizations foreign investors in this room that have that believe in our story and Despite all the headwinds and all the negativity still invest, you know, we're typically Palestine has been a charity case lens, you know mainly donor and and Funding you know to sport mainly humanitarian issues, but I want that's the perception But I want you to realize that actually for every dollar of donor aid The Palestine has received there's been about two and a half to three dollars of investment by private sector Whether it's Palestinian private sector, don't forget. There are five million Palestinians on the ground That are still there day in day out putting, you know taking their kids to school educating their kids and putting their Capital and their wealth and their generation from family generation to generation putting Their investment into their businesses from the small to the big and that is is not going to end and That gives us hope and that's something that the bank with its partners has been scaling up on all levels Thank you so much Hashim If I could go to you mile, so we now started talking about the Palestinian economy Hashem you said that there is this shift that may be before it was more around Eight, but I know you've been really on the front foot and and you will talk about it I think more about some of the initiatives that we're doing with the initiative with with some of the projects we have on the ground but Entrepreneurship startups are part of that being on the front foot proactive on the economy Text stars that you had mile is known in the world around the world that you really Helping create these ecosystems and boost them So what are the signals you're receiving when you talk about Palestinian entrepreneurs or with Palestinian entrepreneurs? What are the signals you are you are you are getting? Yeah, so first things for Inviting us on this stage. I have to have to disclose to people You see was one of my first mentor when I was a young entrepreneur a long long long time ago and Hashem and I we met what six months ago And in Palestine and that was a trip that I still remember and and That helped me understand and me and my organization helped me understand better The potential that there is in the region. So we are the largest precede investor in the world We have three and a half thousand investment in our portfolio Wow, and and the way we do it is by developing ecosystem We started our business thinking that Opportunities so talent was distributed equally, but opportunity was not and that as investors We're not a non-profit. This is not a philanthropic conversation for us as an investor We believe that there are so many underserved Overlooked founders all around the world people who don't even know that they could be amazing entrepreneurs because no one ever came To them to tell them you have what it takes and there is an ecosystem to help you and We see our job is to go and find these diamonds in the rough and help them become VC back But we really we are the deal flow to the VC industry this year. We're gonna make 800 precede investments And and then we go to the VC and we're like look at these amazing entrepreneurs that you would never have Talked about and so talking about Palestine finally going back to your question We're very good at spotting signals like again, we make a living out of it We will look at regions and we're like, huh, no one is doing really enough there Maybe we should go and look at it and for us Palestine has been Increasingly on the map because there is a high level of education There is a young population Whether we like it or not entrepreneurs tend to be on the young side that we do have like us exactly like us So we do have initiatives for older entrepreneurs as well We also see an ecosystem that is being developed Bank of Palestine is one of the main stakeholders in that and and that's important Ecosystem doesn't you can't have just entrepreneurs You need to have the investors you need to have government You need to have infrastructure being put in place and something we're seeing all these signals and then there is what usually makes a huge difference which is the necessity to be an entrepreneur and some of the best again, we're an investment business some of the best investments we've made We're in entrepreneurs in businesses that had experience very challenging situation very difficult ecosystem very complex environment and took from that strengths and a resilience which is Really difficult to match in more developed developed economy and so we're seeing all of that and we're like, okay Maybe we need to need to do something Thank you You'll see and I go back to you. I said we will share a little more on What you've been doing what we've been doing on the ground. Can you give some examples? What this community has been focused on over the past years? Okay, I would like to To start, you know how what are the two ways to avoid the questions if you are being interviewed One is to say I will get to it in a minute But before that I want to say something and then you go, you know And the other one is you tell the interviewer. It's a good question. This is not a question the real question is So which one I give you to the choice? I will answer it. I would like you to answer the Before that I want I want to say To say one thing and this is you allow me please to talk two minutes about the role of The forum sure because it's very important to understand the dynamic of Such gathering this night the dynamic of the gathering of the Israelis and Palestinian we didn't start by By sitting together and singing kumbaya because we we don't know the words even But nevertheless and we started with mutual suspicion We started with big crisis took us took us two or three years until we began to feel comfortable until each one trusted the good intention of the other of The of the other side while we were doing it these people of the The forum provided a neutral and prestigious A Place to meet and not only that you know both the Israelis and the Palestinians We were looked at like are you going really to talk with the Palestinians? What kind of menu are what is It's not the right thing to do maybe and the same thing with the Palestinians the fact that it's done under This framework, which is not a political framework. This is a Collab this is probably the one of the best Platforms in the world for people to call to collaborate people from the industry industry government government to government So the framework I think held the whole thing together For for a long time add to eat the regional meetings Which is high-time miracle that you will consider redoing them again Where we were able to meet in the region really provided a Good a good and very important framework. I am nudging Mirac because of our Our experience and I will talk in a minute in a minute. I will get to your question According according the Council of Foreign Relations. I think there are today 27 International conflicts Conflict defined where somebody is killing somebody else because political conflicts are close to 100 and Today there are 27 some of you know some of them and some some you don't know And I'm telling the forum all the time that they should create 27 initiatives like this Because one of the most important One of the most important output is the feeling of Trust and also the feeling of the level of compassion, which is Rising up. I have here my good friend Dan Wilensky Dan Wilensky brought to Israel. I don't know how many companies you bought from America several how many five Five how many of them went bankrupt? One and one of them got to what size there what is the size of a pipeline material today in Israel? And and he decided he took it as a personal crusade to bring a company to To Palestine he goes to the to the to raise fund the flu to the To Abu Dhabi he drive everybody crazy that we will give him names of potential Investors and and this is really wonderful wonderful to see this thing and the framework Resulted it now you asked the question, which I'm trying to avoid, you know, okay Where is the beef? You know, whatever other than this wonderful? Yeah Well, what what did you got in there on the on the ground? So I can't tell you the following first of all regarding the two The two states solution we advance very much. I think it's a matter of weeks. If not an hour hours We didn't go before the end of the month. Yes before the end of the month, but we don't say which month Which year unfortunately there is not much we can we can show and In this case, it's very easy for me to to push the blame and At the end of the day what we said when we created the thing is that we will give the leaders comfort if they're going To to announce it because announcing peace. I meant I spoke about how beautiful is the peace but People are not not readily accepting it, you know, Mr. Robin trying to make peace Was killed so that trying to make peace Was was killed and this is we thought that we will provide the leaders With the comfort that the business community is supporting them. So at least they will make a little check mark Somewhere on the world on the way and we will also try to to walk on it But we are now how many years Muhammad how many years you are now under our benevolent occupation No, I think more from 67. Who knows our mathematics 2020 No, it's more than 50 He's giving you a discount.  This is our hope, you know, but we are not there yet So 55 years time. Yeah. Yeah, we are laughing but it's not a laughing matter.  We don't see Where where it goes and and this is this is a big problem and I don't know how it's going to be To be resolved in the meantime. We cut there like somebody told me, you know, if you are cleaning Toilets at the end you get used to the To the smell so we know we got used to the smell and it's not Not very good. Okay, you don't you don't agree with what I'm saying You agree so this we can we can only to deplore and Of course, you know deep in our arts. We always have the feeling that We could have done more and maybe we should have done more so I don't have much to To develop on this frontier. Yeah, however, it's too long. I should scat. That was a good like one minute to wrap up Thank you. Thank you. You'll see I think no, no, but let me say at least Okay, we are calm one minute. Okay. What we accomplished on the ground. We started six walking Groups that were able to do certain things. I think some of them are very nice. We help You know, it's not only our work many many people in Israel are involved but all together We have now a community of 2,200 Young Palestinians which are working for the best roster of companies in the world like HP and NVIDIA and really the top of the top some of them are doing it from Gaza and this is really a Ray a big ray of hope and the momentum is there. It's now Growing where is your own your own Huckley? Where are you raise your hand? He's doing the work in the ground. He told me like five months ago. We had two thousand now We have twenty two hundred there are one hundred forty five Israeli companies Which are employing? It's going the number growing all the time you have You have Palestinian companies doing outsource work for international companies if you have Ralph Lauren Shirt that you buy online The service which are doing the e-commerce allocated in Nablus, which is mind-boggling So we were able to help to resolve some issues with the Israeli administration because when we go With the Palestinian to the administration they listen In a different way we have here among us the former governor of the Bank of Israel and when neither cheese Rolling your sleeves and go and And to talk with some people to resolve some problems on the issue we were able to help in securing their budget, I think for for the For the for for your health issues, so we are we are helpful we create some things It's not doesn't resolve the problems, but it creates Trust and it creates momentum and it creates positive vibe so if I have to give myself a Grade on our accomplish so far I would say maybe seven maybe a little bit Less than seven it's not ten, but it's also not zero. I don't know he will give me three I think but who cares he's a Palestinian so we don't care Thank you. I see Hashem Because I know you also You have a VC entity So tell us a little more so we can understand the Palestinian startup ecosystem entrepreneur ecosystem What is the landscape? Are you the only VC? Are there more? What kind of companies do we have in Palestine? So I'll answer that question and I'll talk about the other stuff. Okay So Look Bank of Palestine since ever has been all about inclusive sustainable development, right? And so we started off in 1960 in Gaza essentially a privately small Agricultural bank focusing on the real stuff Farming and helping farmers with loans in Gaza, you know Gaza up to Tel Aviv or Yaffa was all Orange groves back in those days leave Tel Aviv aside But but we've in that spirit I mean the bank is still very much a real economy bank and really obsessed with Long-term inclusive sustainable growth. So and we take a holistic approach. So we first of all, you know, I'd like to recognize my better half my wife Bernie who Helped me really tremendously as we went back from living in Switzerland in 2007 to go back to Palestine Which was very as you can imagine quite a Quite a shocking contrast from Geneva to Gaza, you know quite two G's but different different G's And 2007 was a tough time, right? I'm not going to go into the details, but tough times But one of the first things I did because after 15 years of working for the likes of Citigroup and HSBC and Working with the biggest banks in the world In in different sectors and geographies You know, I really use that Knowledge and that support and partnerships my amazing team at the bank and the board to really push through Transformational projects and programs The first was to become and I made that commitment at your weft forum in the Dead Sea Do you remember to be gender balanced by 2020? You remember we did that announcement and The bank I'm proud to say with with a year and a half delay because of COVID and we like to blame COVID a lot We became 50-50 at board level That's unheard of I mean that's unheard of in the banking industry, it's unheard of in our region We're the first bank in the entire MENA region to be gender balanced at board level and It's not just a quota. I mean we have like super top bankers and experts and technology, you know Minded and experienced women on our board So it's not all about just you know Plugging in the quota and finding some women in the corridor and putting them into the and and and we're now at total level where Bank level where at 40 44 percent Balance so we're a little bit, you know, we're trying to get there, but we're there at sea level. We're probably around 35 37% so we're getting there and in that lens I want to tell you that I think if more women are in policy-making decision-making impactful Jobs whether it's in government or private sector you can get transform transformational change and In that context, I'd like to say that that that way of structuring the bank, which is The biggest one of the biggest, you know powerhouses in the economy We make up 40% of GDP one of the biggest employers the biggest lender in the economy We've proven that you can do good you can be gender balanced You can make loads of profit and succeed and be more resilient even under a terrible Occupation that strips you from freedoms and by the way women suffer the worst from the occupation in terms of the You know the issues that women face under any military conflict. By the way, it's it's known They always suffer the worst Despite all that and like you said man, we we have some you know, you said the diamonds in the rough we have a lot of those and Women, I don't want to say, you know that there are a lot of diamonds that they're low-hanging fruit that that can really Transform not only our economy by including them into the economy by giving them access to finance Empowering them making them more involved in decision-making because then that gives you a balanced approach to to to running the business and Solving problems and we did that not only at the bank But then that led to you know other initiatives amber. Where are you amber? There you are amber. I'm there She's the part managing partner and basically brain and founder of the idea of setting up the first VC fund in Palestine So please just stand up and so everyone knows who you are Amber like ten years ago said Hashem. Why don't why doesn't the bank champion startups in Palestine? I said great idea. See good ideas come from women and so so So, yeah, we started, you know sponsoring hackathons and doing competitions and giving awards 12 years ago Then we realized there's a lot of diamonds in the rough here a lot of talent, you know And a lot of that talent is going to work in Israel. Let's call a spades way that there's you know We're living next to and with the startup nation is technology, you know tech Miracle, let's say and so there is that exposure. I would say that benefits, you know transfer of knowledge and exposure But we want to create opportunities in our economy. We want to empower Young entrepreneurs and startups in our economy week, you know, the occupation has cost the Palestinian economy Billions and billions a year. I mean, I think half of our GDP is evaporated just by restrictions from the occupation And Mackenzie did a study on if just simple restrictions were lifted by the Israelis on the Palestinian economy You could unleash, you know, double before, you know, our GDP could grow by 200% or more. So so back to the tech Efforts what we did was with the help of Yossi and our friends on the on the Israeli side You know learning from their experience, you know, and they have some serious experience and having those networks and those those doors that were opened and those Relationships that were built and that know-how as well coupled with our own money I mean, we didn't take Israeli money or investment. We this is like I said donor aid from the international community One dollar we Palestinians and foreign investors have put three dollars I mean, you know, and we leverage and we and so we raised amber the first fund like seven years ago Ibtikar Which means innovation fund in Arabic? 10 million dollar funds PIF was one of our lead Investors the bank was an anchor investor the IFC was you know, I remember Yusef you had to Go through hell to get the approvals in the system because back in those days You know it there wasn't it's it was the first VC fund. It was a small fund. There's no Back, there's no historical record. So he had to push through a lot of exceptions and this is my my ask to you all Palestine is for the brave. It is a Risk country. There's a lot of you know, but we've proven like with things like whether it's the bank and we're profitable. We give you know 15% return on equity high divinity Despite all the restrictions because of our innovation and our resilience and our strength and our capital strength and Trust by our customers and because of our gender balanced approach and inclusive approach to SMEs real economy But with with this tech startups the first fund was highly successful. We proved the model We're now closing a second fund seven years later We're doing another fund 30 million dollars. So three times bigger investing in Palestinians in Palestine, but Palestinians wherever they may be in the region and and We're attracting a lot of foreign investment into that and one last thing Incubation and acceleration. This is where you know, Mali. It was great.  And I think that's what you saw and so it's those kind of initiatives those partnerships, you know, we we built five Innovation hubs incubator hubs. Yeah, we're now looking in the West Bank and Gaza. We're now looking to finally plug the last jigsaw puzzle missing in the jigsaw puzzle is Acceleration now, it's wonderful that we're you're here and we'd love to see eventually a tech stars with us And or just learn from you how you did how you did that around the world great and try to scale up because one last thing And I'll promise I'll end here You'll see spoke a bit more than two minutes. So I'm allowed to speak a bit. Oh, you spoke I'll just I'll just very quickly say that I'll just very quickly say that honestly time is of the essence, you know And we're raising the alarm bells both both Israelis and Palestinians you have raising alarm bells about the the situation I mean and it's we're all worried that we're seeing that almost the end of Two-state solution and we saw with the recent elections in Israel what's going on And I don't know where things are going everyone's waiting and seeing but things don't look good So that's why we must raise the alarms. However, not in a state of panic But to double and triple our efforts to protect our ideals our values of democracy international law Protect the economy and our resilience And and it's a just like you said is a just cause So that's that's just what I wanted to cover. Sorry took a bit. Thank you so much We left my own about 20 seconds. I'm sorry Well, I'd like to go to you and then I'll I'll I'll go to Abdul Malik allow me here in the front row And then Stanley Bergman if we have if we can have mics for Abdul Malik Mile, could you tell us a little more about then the ecosystem or what did you discuss with Hashem? What are the because what I want to make sure is people are also watching us So what would be the types of startups or sectors that you're seeing in terms of opportunities among the Palestinian entities there so there is Right now, it's very much a blank slate. I think there is as I was mentioning before There's good education a lot of young people lots of influx of capital as you mentioned before From outside of Palestine and a desire to tackle a lot of big problems. So we've talked about FinTech We talked about health tech. We talked about ed tech all of the things that are actually really important and related to the challenges Related to the challenges that the the economy there Their faces and so look the reality is that it takes time to develop an ecosystem I agree with your time of the is of the essence at the same time based on our experience We've been around for 15 years. We organize thousands of ecosystem development events every year to be able to make investments And it starts with as I say going around and telling entrepreneurs or want to be entrepreneurs You can actually be an entrepreneur Then the next step is to provide them with capital because it's great to give people hope But if you don't give them money, that's not going to go very far So then you need to give them capital then you need to give them mentorship a lot of what we're doing with our Extrater program is that because we take these entrepreneurs who have the desire we gave them capital But if they have no mentors if they have no support they're not going to be successful and then you need to give them a network because no one ever succeeds alone and One of the things that we we bring and the reason why we're generally well received in the countries that we go in is that we bring 24,000 investors who have invested in in a textures company and 8,000 mentors and when we look at at an economy that is That has all the sign that it could be even better than what it is very much bigger than what it is like for us It's like, yeah, let's go. Let's let's figure out how we can how we can make that together Thank you so much. Thank you also for being so crisp and focused and inspiration to us all Sure, she's not from the Middle East Thank you, and we have two minutes, so I'd like to go to Abdul Malik Stanley and also I think I'm me but if you can be brief Abdul Malik Because so it's an outside perspective, but from the region Morocco has diplomatic relations with Israel But also is supporting Palestine and the Palestinian economy if you can tell us a little more about that Thank you very much for including Morocco in this conversation and in one minute all taxes included I would say that We're a very old country. We're 1300 years old Recognize our Jewish heritage in our constitution 500,000 Israelis that have either the mother or their father who were born in Morocco and where We have always been An honest broker in the conversation and this position of being the honest broker is slowly shifting from Political resolution to the economy and we look at the Moroccan private sector We're more and more interested in building bridges with Palestinian entrepreneurs a hundred Palestinian entrepreneurs when Morocco Last in the last six months. They're looking at Moroccan entrepreneurs and our experience But also the role that historically we play as mediators Helps business the iconic example is very recent the reopening of the LNB bridge It was under Moroccan mediation. So our ambition as Morocco is to keep dialogue with both sides We are for a two-state solution, but we do believe that Although the economy cannot substitute itself to a peaceful settlement It's one of the necessary condition in order for peace to arrive more rapidly. Thank you so much Really quickly Stanley Bergman and then I mean Applebaum and then we wrap up We're thank you for continuing to sponsor these discussions. I was born in South Africa left for the United States South Africa was at the brink of explosion when we left Yeah, you can debate Corruption and all of that but this the political resolution occurred We don't publicize it. We have people my company is Fortune 500 We have people in Palestine on the ground remote work is now very much possible It's not frowned upon and I would encourage you to think about attracting Foreign companies to think about remote work People speak English You can answer the phone. It's done in the Philippines. It's done in India. Why not Palestine and areas such as dealing with accounts payable accounts receivable remotely on behalf of international companies is now Fine it works. We've shown that remote works. And so I would encourage this dialogue Marek to continue don't give up and There are opportunities for you to bring the world to Palestine Thank you so much and I'm a apple balm and then we wrap up So then after I made then stew and then we're really out of time. So yeah So we have one minute, but I am good students from your students. No, no, please for a mile The story is that I was sitting on the plane and the guy come and say his name is Zamlot and he's a Palestinian ambassador and they say I am your neighbor and I said what do you mean neighbor? I Thought you are Israeli. He said no, I'm neighbor. So I asked neighbor from Jordan. He said no, I'm not from Jordan I'm from Ramallah. I said Ramallah. And what is your job? I'm ambassador And I asked him so why were two friends that sitting next to each other? And we are not taking advantage on the each other capabilities That is really the as mentioned rightly here the startup nation Why we are not working together on the startup nation and he said army How can we be become a startup nation? I said I invite you to come to the company I worked before KLA and you will see what the startup looks like and I can take you into some friend of mine They show you how you can give like a cold services and so on and he came and He watched and he saw and I said why don't we agree? That we will go on what is possible Meaning that we will work bottom up and not top down and bottom up people We'll make business people will walk in the High-tech like in a large company we in Israel innovation authority with I'm chairing we can put together a fund that will Walk together like we do with many other of our our friend in other countries or even inside Israel to support and and they learn from each other experience and That's my message to everyone. Let's do what is possible. Let's not continue to argue What's impossible? It's possible to have a strong economical relationship a strong and what what the innovation authority is willing to do We everything that we can do with any other Country that we are because by law. We are serving only the Israel States, but we're working with many other countries including United by Arab Emirates Why we should work with United Arab Emirates and not with the Palestinians. Thank you Thank you so much and to close us off with Stu with his comment Stu Eisenstadt a Practical suggestion in the Clinton administration. We created Something that Congress still has on the books called the qualifying in Zachero zone In the Gaza, which I visited is under Secretary of State We had 30 plants all you need is a minimum of 10% Israeli content You could ship back duty-free those 30 plants and employ 1,200 Gazans the second phase was already being built And then the second end to fodder occurred. There is no Qiz in the West Bank Fantastic way the law is there The administration would get behind it you would get and those 30 companies were not just Israeli companies In fact most were not Israeli companies. They were Japanese. They were American taking advantage of the duty-free treatment So this is a practical suggestion. It's on the books. It can be done. And I think the forum can help mobilize this Yossi knows about it. So it's a practical suggestion We've done it also with Egypt and Jordan in Jordan 150,000 13 in Jordan there for a fad in Egypt Thank you. That's a good idea. Great. Thank you so much also for the practical suggestions and Also, just wanted to thank everyone and particularly Yossi and Hashim for Keep driving it forward despite the headwinds and also we remain committed. Thank you. I'm not doing it alone There are a lot of people


This paper examines the use of augmented reality, AR, in the context of training students with special educational needs. The authors analyze existing AR applications and identify potential benefits of using this technology in the classroom. They also discuss how AR can be used to support the development of skills and knowledge among students with special educational needs. Finally, they suggest ways to improve the effectiveness of AR-based teaching by taking into account the specific needs of these students. This article was authored by Victoria V. Kachuk, Yulia V. Yechgalov, and Oksana M. Markova.


Hello, everyone, and welcome to our next EW-SAMFAM called Developing a Data Governance Roadmap that Generates Results. This presentation will be presented by David Woods and the Executive Vice President Strategic Services at InfraJocs, and Colleen Henderson, the Senior Director of Enterprise Data Governance at Paragot. All audience members are muted during these sessions, so please submit your comments and questions in the Q&A window on the right of the screen throughout the presentation. And Dave and Colleen will respond to as many questions as possible at the end of the talk. Please note that there is a link from the bottom, linked form at the bottom of the page titled EDW Conference Section Survey. This is where you can submit session feedback and we encourage you to do so. So let's begin our presentation now. Thank you and welcome Colleen and David. Great, thanks so much for the introduction, Laura. Welcome, everybody. Just to provide a little bit of context about what Colleen and I will be discussing here today and provide a little bit of introduction to ourselves personally. Colleen and I are going to take you guys over the next 45 minutes or so through a somewhat academic exercise, working through how proven practice, successful programs have initiated, operationalized, and then got efficacy of their data governance programs, but we're going to do it in the context of a real use case. So kind of that balance between the core constructs and core components and the actual use case examples that Colleen will take you through that she's really successful and delivered a lot of value to power go through today. So as part of that, we're going to do a little bit of a deep dive into the core components, provide some examples, and we look forward to the conversation and some Q and A afterwards. As Laura indicated, my role at InfoJix is the Executive Vice President of Strategic Services. For those of you who don't know InfoJix, we're really an organization at its core that helps companies control, manage, and then really optimize and get value out of their data assets. We do that through a series of applications within a suite of technology platforms called Data360, and then really add on to that with some strategic implementation services that really help organizations take advantage of the technology and really drive meaningful results. So really, really happy to be joined by Colleen Henderson, who I've known for a long time. One of the unique things about Colleen and I are, we're both our preseason data practitioners. My past experience, I initiated and ran the enterprise data program for Johnson and Johnson. As part of that, I did meet Colleen through some peer relationships. Colleen also has, as she'll explain here in a second, some deep practitioner knowledge, and we've learned some lessons over the years, Colleen. I'm sure we'll agree, and we hope to share those for you guys so you don't get bloody going through the wall like we did a decade or so ago. So with that, Colleen, I'll turn it over to you. All right, thanks, Dave. So welcome, everybody. You were able to join our event today. I just want to give you a little bit of background around the Parago, and many of you probably know Parago, but let me give you a brief overview of the company, and then I'll tell you a little bit about myself and my role within the organization. So Parago is a leading private label provider of quality, affordable, self-care products. We not only provide customers and consumers with much needed for-the-counter health wellness solutions, but also serve as a leader in our industry. Many of the products that you see on the stage you may have purchased at your local retail stores, if not, please do so, or look for these products and purchase them, but some of the products include acetaminophen, ibuprofen, cough and cold, osteoporosis, et cetera. I am Colleen Henderson, and I'm the leader of the Enterprise Data Governance Parago. I joined Parago in October of 2019, and as Dave stated, my career has been built around data management and data governance, and I have a strong passion for data and the importance of data to drive a successful organization. I worked in other CPG companies and healthcare industries, so my name may sound familiar, maybe not tried Parago, but from other companies, and I've implemented a data governance program in two of those other industries. What I've learned is not all implementations for a data governance program are approached the same, but the foundations and the methodology are in approach to all that. I was hired at Parago to start a data governance and implement a global data governance program, which was one of the top 10 transformation in touch at Parago, which is phenomenal to have this type of level of awareness around data. So the first hurdle of a successful program was already underway and that is that leadership adoption. As Dave said, Dave and I have worked together many years and he and the other company have successfully helped me with the data governance journeys that I've been on. He's also helped me in putting in place the fundamentals of great programs, helped me with challenges along the way and provided knowledgeable consultants when I've needed them. The input company has a great methodology and they have some really cool tools.  So Dave and his team are currently helping me with the implementation data governance program here at Parago, as well as the implementation of a global energy tool around customers and materials, vendor master and the finance master team. So today, Dave and I are gonna share with you that journey and the challenges and the wins and hopefully you'll be able to take it to the board. Dave, we'll turn it back. Yeah, terrific Colleen and for those of you who don't know Colleen, you'll learn over the next hour. So Colleen is definitely one of the most sought after voices in the customer community as it relates to data and data programs. So Colleen, why don't we just jump right in and why don't you kind of speak a little bit about some of the challenges that the Parago team and your team faces as it relates to the data and then, you know, how you've kind of transitioned that into some of the outcomes you expect and you guys have been able to realize as part of the initiatives. Well as you can imagine, some of the challenges are varied and pretty overarching. They also span a broad set of organizational things and functions. So I'm sure many of these challenges that you see on this page, you folks on the webinar, you're dealing with them and if you're not, you may come across them as you set up your programs. I've highlighted a few here that are most heavily influenced in our approach and the evolution of our organization. So the increasing the process and the system complexity, for us, this means being able to adapt to the ever evolving set of improved capabilities, including the deploying of leading edge processes and tools that rely on more accurate and timely data that we've never historically captured. It also means being able to seamlessly deal with more complex set of technology platforms. The not only involves our internal operations, but also our external network of partners that often vary from their data requirements. On the digital strategy side, our industry, but particularly in CPG organizations, digitalization is a primary focus and is driving new sources of competitive advantage growth and value creation specifically here at Paragro. What this means from a data perspective is that the digital representation of our projects is now important, if not more important than the physical product. It also means that we need to present and govern that data in ways that we haven't traditionally had to address. And to further complicate that picture, we now need to seamlessly integrate data sets in ways that we've never had to do in the past. The driving, so data driving driven insights, our leaders are demanding more and increasing differentiated information to make strategic decisions based on data analysis and interpretation. While leadership driven, it also means democratizing our data, meaning making data accessible to as many people as possible within the organization, which means we need to make it both available and appropriately governed to ensure that we're making the right decisions across the same data language. Product syndication, as many of you know, the amount of and the variety of data that we are now being requested to syndicate to our data pools and our retailers has exponentially expanded over the past years. In addition, the sources of information are no longer ERP centering, but rather come from a variety of sources that do not naturally align to the formats of what our retailers are expecting. MNAs and divestitures, after a short slowdown, many, during the early stages of this pandemic, the MNA market has been in overdrive and that's predicted to continue through 2021. Inorganic growth through acquisitions has always been part of Parago in our strategy and our ability to quickly assimilate organizational ways to come down to managing and integrating our data. The federated data governance, as we all are challenged with how to do more with less and improving our operational efficiency, it's critical that we build and enable an effective data network. One that ensures consistency, but also empowers the business to be accountable for that data integrity. This is no longer a nice to have for organizations, but rather high stakes for almost any meaningful transformation. For us, this is really evident in our go-to-market transformation, where improvements in speed and effort to market heavily rely on this model. So how do we get there and what are our goals to achieve those? So from a data readiness perspective, making our data adaptable to the changing needs of our organization and external partners becomes very important. With my leadership, putting more focus on data and data analytics and the implementation of new tools, my team and the data need to be ready for change and become adaptable to the implementations without breaking processes and other systems. It became more important for our data to be standardized and harmonized globally, and the MVG tool implementation is helping us with that. From an organizational alignment perspective, with the data governance organization on the ground and working with our key business partners on data concerns and the data projects, we have started to gain more trust in our data. We focused on the most critical data elements, identified some quick wins that helped us gain the data trust, as well as gain more support for our program. That data visibility, wow, I'm sure some of you have been asked these same questions. Where is our data? How did it get there? Why does it not match? Who owns that data? And why are we using that data? These are all questions that came up as we started to focus on data analytics. We had to identify the who, what, where, and why around our critical data attributes. Documenting these answers was just as critical and we utilized the InfoJax Data360, which Dave will talk about in upcoming slides. Data architect has also become very important for us as we expand our systems and change our processes. And then change. This is an easy one, right? Not, but it can be achievable. Here is where your quick wins become important. Align your message to your audience. Enable governance processes to improve efficiency and reduce risk. Every leader wants simplification and savings. Put data statistics together to show how you can help improve their departments. Keep pushing if you don't succeed at first. They will come around and they will adapt to the change that you have. So now let me go down and take you through our approach and talk about our challenges and our goals within here. So everything starts, everything for us starts with a common theme. Let's call it our North Star. And that's focusing on the value of our data. Using that as a key to our approach, we've followed and really continue to follow an approach that has proven very effective for us. Identifying focusing on the critical data. This ensures that everything we focus on is adding value to the organization and we're working on the most impactful things. Dave and I will go through this, how we do that specifically in a moment. Clearly align your data with business objectives and outcomes. Once we've identified our critical data, we need to make sure that we clearly understand the business usage and ensure that our efforts directly align with the outcomes they expect. As an example, the way we approach a business outcome for data driven by the timeliness and availability of data will vary by the accuracy of that data. Build a common business language for your data. One of the common pitfalls for programs is a failure to share a common data vocabulary. We can have the best data quality, but if the people aren't aligned on what that means and how it is used across the enterprise, we have not set up for a long-term success. You'd be surprised that even things that seem very straightforward, like the definition of a brand or a customer, can be misunderstood and misapplied across the organization. Establishing an operating model of data collaboration. Once we're all focused on the most important things and are aligned around common definitions, the next step is to ensure that we all know how to work together effectively to define our critical data standards and our business rules and ensure we sustain the required levels of data integrity. Think of this as the playbook for data quality and data governance. Once you know the playbook, it's much easier to align the roles of individuals that should run those plays. A common pitfall I see in other organizations is trying to define the organization's roles for the data first and then trying to figure out how they can fit that together. They really need to be done together. Again, Dave and I will share more on this in a bit. Define a measurement to model that drives adoption. At the end of the day, none of the above really matters unless we can measure and demonstrate value to the business and the organization. Everyone who has started a data program measures data quality in some way. What most fail to do is tie that to the performance measures and metrics that have meaning to the business. Data quality metrics are meaningless to the business unless they have context to the things that the business really cares about. I'll now turn it over to Dave who will take you through some of the details around how we operate. Awesome, thanks Colleen. And we're getting some really good questions in the chat already. So you're generating a lot of ideation from the group. And really, I think we're gonna answer some of them as we go through these core components. So Colleen mentioned that there are some nuances to every program, right? And there's even nuances within programs and there's nuances as you pivot and shift and kind of evolve your data organizations internally and certainly as you touch external partners. I've had the good fortune of kind of working in this space for over 25 years now and being able to share a number of customer councils work very, very deeply, both as a customer and now kind of as a practitioner here for the last 20 years or so with a lot of the analysts, the gardeners, the foresters, the bluers of the world, et cetera. And as part of that, I've really come to the realization we've applied this Colleen and I successfully now four times at different organizations, you know, where she's kind of journeyed through. At the end of the day, there's four core components that all successful programs have, irrespective and agnostic of their good and market strategy, their vertical, or whether they're multi-national or whether they're a national organization. And really at the end of the day, what technologies they even have in place. And I'm gonna start in the upper left and Colleen and I are gonna double click on these and give you guys some use case examples as we go through. The first is a governance framework. And governance framework to me tends to be a pretty misunderstood term.  But when you really boil down a framework, I think people misapply and misuse what a framework means. And Colleen are gonna talk about that here in a little bit more detail, but at top level, your framework cannot just be around your data. It cannot just be around the tables, fields, and systems. Frameworks that add value and that top-down driven approach with that North Star that Colleen talked about and ultimately what delivers efficacy for your program and allows you to get continued funding, continued support, continued momentum, is being able to tie that data in your framework to the processes that create that data, consume that data, rely on that data. The performance measures in your organization that rely on that data for actionable insights and ultimately the goals and objectives of the organization. And we're gonna take you guys through what a good framework looks like and what you should start be thinking about either irrespective of whether you're just gonna set one up initially or you're gonna have to kind of expand what tends to be more kind of a bottom driven or table field driven framework right now. The second piece of that is around operating model. And when we talk about operating model, what we mean is we mean the playbook that you're gonna run and then the organizational construct that complements that and does allow you to be successful. As Colleen mentioned previously on one of the last two slides, one of the big failure points we find in organizations is their first kind of call to action when they wanna establish an organization is to try to set up a team. I can't tell you how many rooms I've walked into with C level executives or data professionals or data leaders and they say, well, how many data storage should I have? How many data custodian should I have? What should that look like? And we really need to say, hold on, TV time out. Like let's take a step back. Let's first figure out what plays we need to run. Then and only then are we gonna be in a position to really get the right heads and the right hats and to be successful. And again, Colleen and I are gonna talk to you about that. You know, I saw a question come in from, and I apologize if I'm pronouncing your name wrong, Irfan, around how do you tackle that business to IT bottleneck? And that really is the key. So when we get into the operating model stuff, that is what breaks down that paradigm and allows you to operate effectively with IT and sustain that relationship. The last one is around a decision tree, right? And out of all these four core components, to me and Colleen knows this, decision tree is the most important. It is a don't pass, go, don't collect $200, you will not be successful and let you have decision tree. And Terry, you asked a question about how do you go about identifying important data to manage? The decision tree is the answer to that question. Every organization, every single one that I've worked with or consulted with that has had efficacy of their program has applied a decision tree in a very, very consistent way, we're gonna take you guys through that. And last but not least is ultimately a metrics model. And the way we think about metrics, and this has been adopted by the analysts now over the past four or five years, which I'm really, really happy to see is really more of kind of like three phased approach that really connects your data value and your data metrics to business value. And Colleen and I are gonna take you through that as well. You'll notice before we move on, I did not mention technology, right? So technology is an important aspect and it's an important component of any successful program. But without these four, what I'll call non-technology centric pillars, if you will, any technology is not gonna be a silver bullet and it's not gonna solve your problems. So with that, Colleen, why don't we kind of move ahead? And before we double click into some of these core components, the first thing I wanted to talk it about is as you apply these four components, it's really, really important, not just when you're initially standing it up, but iteratively as you go along to really focus on things that matter, right? So if I take the bottom of this pillar, right? We have all this data in our system. So even mid-sized businesses or small businesses, less than a billion, up to two, three billion dollars, let alone large organizations, tend to have a lot of data within their applications and their platforms. You know, upwards of 8,000, sometimes up to 30,000 different data elements. A lot of those data elements just talk to each other and they're just used to get the systems running, but they don't really do anything from us from a process and analytics or reporting a compliance perspective. A subset of that data, you know, it's typically in about that six to 8,000 data element range is information that we use to conduct our business, right? Whether that's business process operations, analytics, compliance regulatory issues, brand protection, safety, et cetera. But there's a subset of that data that really is used in our processes. It's either created by our processes, consumed by our processes, or managed within and across our processes and systems. A further subset of that is actually used to measure our business, measure business performance. So that could be our key metrics, our KPIs, which would be process performance indicators, but the point is there's a subset of that data within our processes, generally about 6 to 800 different data elements that really are used analytically to help measure and drive business performance. And a further subset, generally only about 100 or 200 of them really drive actionable insights. They're the things that the C-suite really cares about. What's critically important for us is that as we organize a program, establish roles and responsibilities, operationalize a program, we are laser focused on the things that fit up the middle of that pyramid. The things that the executives care about that are driving actionable business insights that are paramount and is having good performance measures that are critical to enable our process execution and then focus on that data first. Once we get that right, then I can elbows out and handle some of what people call the low-hanging fruit. Low-hanging fruit isn't of any value if it doesn't taste good. So we try to go to the juicy fruit in the middle that the executives care about, orchestrate that through technologies once we've had the other components kind of set up. And then once we've had that, two things can happen. One, you get a lot of followership in the organization, but you can prove ROI and you get a lot of momentum. And then two, by definition, you're gonna be able to scale that program out to the other data elements, other functions, other business units, other regions over time because you've proved it with the things that matter of the organization, not just the ancillary kind of low-hanging fruit. So with that, let's kind of dive into when we talk about framework, what that means. And Colleen, I think I'm gonna start here and I'll ask you to maybe provide kind of some use case examples, but when we talk about a framework, and I alluded to this earlier, there's really three important concepts. And we think about it as kind of a bottom-up, top-down, and middle-out type concept. And I'm gonna start at the bottom here. Your framework really needs to capture at a system table field level what are your critical data assets, right? And that can include a technical data dictionary, a business data dictionary, it can include data standards, it can include business roles for information integrity. The important part about that bottom-up is, in and of itself, it may be a value to a data team, but it's not a value to the organization without framework components that take me up to the process level, the analytical level, and ultimately the goals and objectives level. And what I really mean by that is, if we come in and we're trying to remediate a help desk ticket for a data issue, my framework better be able to tell me that if I make a change to support that help desk ticket, have I understood all the processes that rely on that data, create that data, consume that data? Or am I gonna break something as part of that process? Have I also identified and do I have line of sight and visibility into any analytics that rely on that data element? So if I change a list of value, if I change a usage of that, am I gonna blow up a KPI, am I gonna blow up a metric? And then ultimately now, when I talk to the executives, is that important data element for them and trying to drive some strategic initiatives, right? And I need to be able to go from a help desk ticket level to make it really simple all the way up to make sure I fully understand the impacts of any change before I make any change. Similarly, from a top-down perspective, when I'm sitting talking to C-level suites who ultimately are gonna provide the funding, they care about three, four, five things in my experience, every C-level executive. We need to be able to understand that when they talk about a goal and objectives, if they wanna have, ultimately they would improve like a KPI or metric like case fill rate or your bias or forecast accuracy, we need to be able to understand then what are the processes that create, consume and use that data and ultimately what are the critical data elements within that framework that are gonna help drive those outcomes for the organization. And similarly from a middle out perspective, very often we're as part of process redesign efforts, process optimization efforts or process breakdowns where data is a big part of that, right? We need to be able to start that process-level integrity layer, work our way up to make sure that we're not impacting any strategic goals and objectives, performance measures, and then work our way down to understand what tables, fields within our systems need to be addressed, need to be remediated, whether that's from a data cleansing perspective or just from a governance perspective. So conceptually, that's what your framework really needs to do and Colleen, maybe I'll ask you to provide some maybe examples about how you've applied that at Pargo and even other organizations. Yep, sure, sure. I'm gonna start from the top-down and use an example. So like most organizations dealing with COVID-19, our cash position is a high focus right now. If our CFO wants to improve working capital as a data team, we need to ensure that we're focused on the critical data that's supporting us. Following the framework, we know that working capital is primarily focused on accounts payable, accounts reputable inventory processes. We know the critical data and metrics that supports that process of these processes and can laser focus on the critical data element. Our finance transformation program is a good example of the middle out. As we optimize our financial processes that are in the systems, we identify and standardize our critical data. While doing that, we can go up so that we ensure we're positively, not negatively, impacting our key performance metrics and analytics and also go down to ensure the systems with tables, the fields that we pull data from or send data to are included and can integrate. The bottom up is the folks you're probably, most of you are probably familiar with, which David was referring to on the business team, if they want to have a new field or they want to have a new value, they wanna change the way a field is being used. In the past, too often, that change was made in a silo. With the best intent for sure, not fully understanding the impact of all of the upstream processes, the metrics and the business goals. If we were lucky, there were no impact, but far too often we find a small, harmless change made impact that we had no visibility into until it impact. I won't say that we have everything covered here, but we know how to address the problems we have today and are working through to make it work. I'm gonna turn it back over to David. Great, Kyle. Yep, let's go ahead and move on and we'll talk a little bit about how those frameworks are really initiated and it's funny, because Jacqueline just sent a comment over there in the chat about how intertwined enterprise architecture is to governance and I can tell you, Jacqueline, Colleen and I don't agree more and here's where the kind of technology comes into play. So we talk about that framework and we talk about it conceptually. Here's where technology is a big accelerator and this is a representation of kind of data 360 and the platform that InfoJax provides and that Colleen uses, but there's other platforms out there that can do similar type things. I mean, I would selfishly say ours does it a little bit better, but it doesn't mean you have to have our platform to really apply this in a significant way. So we talk about kind of that framework. We have different personas, different roles, whether it's leadership, whether it's operations teams, teams that are focused on data analytics and big data, you have kind of your data organization which tends to be focused on store ship quality, sometimes master data maintenance and then you have kind of your enterprise architecture and your IT organizations. The only way to do this effectively from a government perspective is to make sure that we can connect the dots. So when Colleen talks about kind of top-down business leadership, we need to be able to take those goals and objectives, work our day down to the business ops teams to make sure that the processes, again, that create, consume or lie in that data, the analytics teams that are really using some of those insights to really drive key performance measures and really monitor performance of the organization are lockstep with the data organization, the governance or quality organization and we all have visibility to the enterprise architecture that helps support that, right? So when we think about system of records, source of truth and things like that, which we're gonna go into a little bit more detail within the decision tree, here's where technology really does knit things together really well and I would say and Colleen will probably agree the more visual your technology can be, so the less technology centric, the visualization layers of this information here really allow you to communicate with your extended business community a lot better than without that. You can have a pretty symbiotic relationship between a governance organization and your IT organization, because you're kind of used to talking to that table field level, right? You really can involve and you can't sustain followership from the business community without a visualization tool that allows them to understand how things roll up to them or roll down from them, okay? So with that, Colleen, why don't we kind of dive into a little bit of the operating model? Okay, so I think here what I want to kind of emphasize on the operating model is that making sure that it's a living and breathing document. The organization and has their properties that will continue to evolve in our operating model for data always needs to adapt. If you build an operating model based on individuals and not a process, it will break as soon as those individuals move on. So operating models are really just processes. So some examples of various process flows that I've built out is, how do we establish a rule? How do we change a field? You know, and following who owns those steps and who has to be informed about those, how do we profile our data? How do we cleanse our data? And just remembering that the operating models need to evolve and change as the business actually changes their model. And then similarly, here's kind of where that intersection of kind of enterprise architecture and IT really take conceptually what Colleen talked about and make it really real and really actionable, right? And you can really accelerate your decision making within an organization. You can record why decisions were made. You can deep dive into do we have the right roles and responsibilities as a part of the process by really embedding your operating model, your workflows and your processes as part of your overall governance framework, right? So it's one thing to kind of take that governance framework and have an operating model that kind of sits outside that if you can intertwine those, right? And allow organizations when I have a change that needs to go to a business process owner that owns in order to cash process because we're looking to change a payment term that they care about a standard payment term that was really initiated by maybe a sourcing organization for a different purpose. The operating model and having it instantiated within your platforms allows you in a really seamless way for them to get the request, identify that they have to evaluate or approve it and then they can double click and then understand what's my current standard? What are the current KPIs and metrics that I have that rely on payment terms in this case? What are the tables and fields and systems that I have ownership and accountability for that might be impacted? Who are the business owners? And ultimately, is this anything that my C-level suite cares about right now? So in Colleen's example around working capital, payment terms are a primary driver for working capital, right? So now I need to understand that, hey, what we're gonna do right here is gonna have some impact on some things that we talked about at a board level and maybe we're at my annual report. So again, getting the playbook together is really important, but having that playbook operational and being tied to your data assets, your standards, your rules, your dictionary items and making it easy for the organization to do the right thing is really, really key to success, right? For organizations, sometimes that tends to be a bit of an evolution, but that should be in your roadmap to kind of get there. People generally wanna do the right thing with data. It's either that they really don't understand or we haven't made it easy for them to do. People for years have said that business is really reluctant to take ownership and accountability for data. And while I think that's true to a certain extent, I think it's true for maybe a different reason than most people think. I think it's because we really haven't made it easy for them to be participatory and made it clear on what their roles and responsibilities are as part of the process. And this really crystallizes and clarifies a lot of that information. So with that, we haven't talked much about organization. We talked a lot about the playbook, Kyle, and I know org is an important piece. So why don't you just kind of like, you know, put a cap on that and how once we have the operating model in place, how we really drive the right organizational model? Yep, yep. So we've emphasized around, as David was saying, around the operating model, right? But at the end of the day, it's ultimately about the people. And so as I think about building an effective organization, I would encourage you to think about a few things that have worked well for us. Have a clear delineation between the entities that provide strategic direction, usually your board or your council, and the ones that provide you strategic operation such as your governance and ensure that you have the right representation that all of your process areas, business entities, your regions, inclusivity is a key to sustained engagement across these groups. Think about how your data stewards should be organized. By domain or is it by process area? We found that domain centric model works the best because so much of our data is cross-functionally used across processes. And then defining your organizations, what your organization will not do is just as important on what they will. People not connected to your data program will assume that your data team will handle everything. And I just had that come up actually this week that I was given a task of a data and I'm like, whoa, what's time out? So I knew I had to have some correspondence with those entities. And we just have to clearly define that and constantly reinforce that message to our business partners. And then developing an ideal candidate profile is really a valuable aspect when engaging the business leaders and identifying those candidates for your program. David, I'll turn it. Terrific, thanks, Kyle. And Terri, now we're gonna get into decision tree, which is something you asked a question about earlier and this, you know, as Colleen knows, I mean, to me, this is the most important core component if you really wanna drive long-term success. And decision tree is really fairly simple. And I'm gonna go through this relatively quickly and I'm gonna ask Colleen, maybe you can come in and provide some examples of how it's driven prioritization and the identification of your most critical data at power go. But when we think about a decision tree, it's a repeatable process, agnostic of who I'm talking to, agnostic of domain, agnostic of business unit that I think about data in a very, very structured or repeatable way. And the first question within that decision tree is what data do we govern? What's our most critical data? So I'm gonna use an example as I talk through this that might make sense to everybody. So everybody typically has some sort of a customer record and most systems and applications have about 300 attributes you can use. Most organizations use about 125, 130 different attributes to describe a customer. When we think about what do we govern, the criteria to make something important should not be based on the data itself, but you're really based on criteria, right? The impacts are the outcomes of that data. So all organizations that apply this criteria effectively really start with what I'll call kind of core four things. If the data has a significant impact on business process operations or transactional execution, it's a candidate for governance. Two, if it has a significant financial impact, it's used to facilitate internal external reporting and has significant financial implications, it's probably good candidate for governance. Three, if it has a significant analytical impact, so NetNet, it's used as part of calculations, right? It should probably be a candidate for governance. And really the fourth is around compliance or regulatory type needs. If it's a critical data element for compliance or regulatory type needs, it should really be a critical data element. Other organizations beyond those four really apply things that are specific to them, right? So for a company like PowerGo, it could be brand integrity, brand protection, it could be safety, intellectual property, things like that. The point is is that you need to have a set of criteria that you apply to your data in a repeatable step after step process. And what you'll find is out of that 130 customer attributes, I might come out of that filter with about 35 or so that actually makes sense for governance, right? That fit in the middle of that period, right? They're actually meaningful. Then your next question is, well, how do I govern that? And there's really three ways to govern data, right? Actively, meaning at point of entry, right? So don't pass, go, don't collect $200. I gotta get it right before it gets into the system. Passively, meaning that it's in the system and that I compare it to other data or I compare it against criteria or business rules and I say whether it's good or not, or procedurally, right? And I'll give you an example of kind of what that means to make it real. So all of us have probably ordered some things through Amazon here recently, right? And when I place an Amazon order, I can go in and I can get my name wrong, I can spell Dave wrong, I can spell Woods wrong, I can have my street address wrong, I can have my city wrong. But if I put my city down with an incorrect zip code, finally Amazon's gonna say, look, Dave, I don't care if you don't know who you are or where you live or how to spell anything, I can't ship a package to that city with that zip code. So that's active governance. That says, stop right now, I need to get this right. Then at the end of my order, Amazon will come in and it'll say, hey, I see all this address information you ordered, I'm comparing it to an address directory that I have over here, which I know is high integrity. Would you rather use this address? That's an example of passive governance as we go through, right? So as I get through that application, I'm gonna then say, I'm gonna take that 35 different data elements, I'm gonna say, okay, 10 of these meet criteria for active governance, 15 of these are criteria for passive governance and 20 of these I can just have in a policy and procedure. Then I can say, okay, where should I govern that data? And until I get to that point in that, how do I govern decision? It's very hard for me to say where, right? If my governance strategy needs to be active at point of entry, I should govern that data in the systems of entry, in the systems of record, right? If it's gonna be passive, then I need to see what's the right system in my enterprise architecture that makes sense to compare data to execute those business roles, right? And then and only then can I have a fact-based, you know, non-antidotal conversation with the business to say who should own this data, right? If you try to say business person A, business person B, you should own this data without having context, they're gonna have a tough time. But if you go to them and say, hey, here's why it's critical. It supports your business process and your analytics. Two, it needs to be governed actively. Three, it needs to be governed in the CRM systems where you guys maintain that information. Then that ownership and accountability and adoption of governance is gonna take seed a lot better. And we found is that organizations that follow this decision tree are very, very productive and realize very, very rapid results as it relates to the value of the program. And maybe, Kyle, you can kind of talk real quickly around how you applied that imperative. Yeah, so of all the concepts that we have talked about so far is like Dave said, the decision tree has been the most important thing that we've used. It's a way for us to eliminate anecdotal conversation and focus on the fact that make the data important to a program. If I've learned one thing, not to ask the business what data is important, the truth is they probably don't know as Dave was saying, and you'll get 10 different answers when you ask 10 different people. So instead, focus on the criteria that makes the data important to them, we can identify and evaluate, you look at the criteria and always be focused on the distribution, I think the organizational value. And then we can talk about the terms of the business. As Dave mentioned, criteria will vary by organization. And these are the things that became very important to our stakeholders, right, for Dave. Terrific, Kyle. Yeah, and I'm gonna go to the last one here, which is really they're on their metrics model. And Colleen, I'm gonna go through this rather quickly, just in the interest of the time here, and I'll let you kind of button things up and we'll take some questions. I remember recording a bunch of questions here within the chat, but metrics model's super important. And here's what you need to think about as it relates to metrics that are probably different than maybe you've applied in the past, right? You need to start thinking about metrics on three levels, right? And those three levels really are at the bottom efficiency and effectiveness. And that really tells me at the end of the day, what am I doing, right? Then I have a set of other performance measures as relates to data quality, data integrity, data advocacy around performance and value. And that says then it expands on kind of what are we doing to say how are we doing and what's changing? Are we making a positive or a negative impact? And being able to delineate your metrics, your data quality metrics, your governance metrics, your information integrity metrics, in a way that really breaks into those categories is super important. And why it's important ultimately and where really the carrot is on top of the cake here is that you have to have metrics that say all this stuff we're doing from a data perspective, is it making a difference? Is it driving business impact at the end of the day, right? And really the way we look at business impact and most organizations look at that is really kind of with four different lenses. One, am I better enabled in my processes, right? Are my processes better? Do I have less business process interruptions? Are they more efficient? Are they faster? Are they done with less effort? Two, can I trust? And are my KPIs and performance measures and metrics are they in better shape? Do we have better information, whether it's from a timeliness perspective or whether it's from an information integrity perspective as it relates to that? The third tends to be more qualitative, right? And it's more, you know, do people feel better about our data? And they tend to be more customer satisfaction surveys.  It takes me forever to get things.  That's that qualitative piece. And the last piece is around project acceleration. And Colleen's doing a ton of that right now. But if you have this in place, what we found over time, these are kind of benchmarked against about 18 or 19 different organizations. Saw some SMB, small, medium-sized businesses, some large organizations. But if you have this framework in place that we've talked through before and you're using in its operationalize, you can generally get your IT projects done 28% faster. So less on time on budget, 28% acceleration in your delivery times. And the bulk of that is really in the middle.  And what we found over time is that functional specifications are generally accelerated by 40% and 50% of your rework, obviously all done to data and ownership accountability and rules are really not needed anymore. So metrics really, really important but start thinking about metrics in a bit of a different way than you have in the past as we go through. So with Kyle, cause I know we're gonna, we wanna get some questions for sure. And I've been, I've been getting a bunch of these. Why don't you kind of take us through a summary here. Sure. Yep. So just a, so I hope you have found the value in the session and we'll get some of your questions answered here. So really just to kind of recap is, you know, make sure that you're adaptable to the change. Make sure you're aligned to your organization's priorities, making your data visible across, you know, and available to your business partners and embedding governance processes to improve the efficiencies in the rest.  We've implemented tools for data management and data governance. And that's helped us accelerate and our implementation of our global capabilities. Constantly investing in your data organization via repeatable successes and demonstrating that value. It's very important. Having a speed at that table, reiterating the importance of data. And you're gonna sound like you're gonna be repeating and repeating, but do it, it becomes very valuable. So positioning ourselves for quick react, pivot, and evolve based on the business initiative. So some of my advice to recap is keep pushing. Make that difference in your organization by enforcing the criticality of your data in processes, technology, and people. Capitalize on your data failures. Years ago, somebody told me that it was crazy. I don't want it to fail, but really if it does, it's going to happen, capitalize on it. And really get that speed at the table. Thanks, and we'll start answering some questions. And great, and just a couple of things here. So when I did see some of the chat, so Colleen and I did add this slide with our contact information, our email contacts. So if anybody on the phone here would like to reach out or have any follow-ups to some things that we talked about here today, Colleen and I are both happy to kind of take those inquiries from you guys. And we will, because we did add another slide in here around organizational model that Colleen did a nice job talking through. And we did not get that to diversity. So Laura, we'll get that over to you afterwards and you can have that available to the team for sure. So, and I will be in our kind of virtual booth here for the next hour, because I know Maya, you were asking kind of, what we do as an organization. And we do do both the consultative side of the house, which is where I work a lot with Colleen. And we do have the software applications that help support that, which is part of our team uses as well. So Colleen, I've been chatting some, dropping down some questions here in the chat.  So Uma, they asked how long it took to get buy-in and how long did it take you to stand up, or operationalizing your data governance program? Yeah, so, well, it depends on which one I've implemented and which one I refer to. So for Parago, I will say, like I said, Dave worked with the Parago team before I joined this and really got the adoption of leadership. And that is your key. Getting that leadership adoption is very, very important because the rest of it just kind of comes naturally, almost naturally, I'll say, but you can get that. So, but if you don't have that leadership adoption, which is one of the areas where I struggle getting the program set up, is because they didn't bring the value. And they weren't sharing that value and understanding the value of the data and what it's driving for their processes and ultimately across the organization. So we didn't get that support. So that lengthened and took some time to actually get to which is about a year's time. And I think even from Dave all kind of rely on you, it was even, I would say, Parago, the individual that I've been working with and partnering since I joined, her journey has been a five-year journey to try to get this implemented and get the value to the leadership around that. It doesn't always take that long from a five-year perspective, but it really is just a matter of keep pushing and keep driving and keep bringing that value to them because they won't get it on the first prize. That's evident. They might not get it on the second try, but they'll start getting it the more you socialize it. And that's where it really kind of comes in to capitalizing, I say this, on your data failures, right? And where the data fails in bringing that up saying, okay, hey, this wouldn't happen if we had this in place. Right, exactly. And Colleen, I'll build on that a little bit because the journey for us a little bit here at Parago was first when Colleen wasn't part of the organization, I was working with the Parago team and the other individual that Colleen had mentioned, they had some executive leadership level changes. There was an appetite and a call to action with all this business transformation going on to do something about our data. And I can tell the audience here, the way to do that effectively at that C level is to really crystallize a message around four concepts. In every slide deck, every message you guys put in front of a team should answer the following questions. And if it doesn't, get it off your slide deck, right? So it should be, the first question should be, what is it? Why is it important? What do we need to do about it? And what do I need from you? That's the simple message. You should literally almost have a four-page slide deck that's your keystone deck that you walk around to executives that, one, say what is it? So you describe kind of the problem statement, what is data governance in a way that they understand? Two, why is it important? You need to tailor that slide based on your audience. What do we need to do about, be very prescriptive as the core concepts that we talked about here today, and then what do we need from that, right? That was really an important thing. Once we got that in place with that new leadership, it was about two, two and a half months or so, obviously not a dedicated effort, it's tough getting folks, a time on folks' calendars for them to say, yep, we need somebody to lead this organization. Who do you know out there that's really good, Dave? I say, no, nobody better than Colleen, and then we got that process started. So next question, and one I'll just clarify. I'm so sorry to cut you off, but we have hit our way past our 50-minute mark, and we have only nine, actually eight and a half minutes left to the next session. So we're gonna wrap up. Thank you so much. This has been an amazing presentation, and thanks to all of our attendees for tuning in and participating with claps and the chat, questions for these guys. By all means, Dave, Colleen, go back into the live event slide. You can find your session and continue answering those questions in the chat for the attendees to come back to. You can also connect with attendees directly on the live event page by clicking on their names and then sending some personal chat messages. With that, without, we'd also love the attendees to just quickly fill out the conference session survey at the bottom of the session page, and we will see you all in less than 10 minutes for the next session. Thank you so much, Dave and Colleen. Thank you, Laura. Thank you everyone for your help.