Right, so hey guys and welcome back to another Python tutorial. So in this video we're going to be going through how to use CSS to pretty much make a website look pretty and similar to the websites you usually browse. So if you haven't already watched the Flask series that have been created, I really recommend you do as it's going to be linked in the description as a playlist. So go ahead and watch that because these tutorials are linked together. If you only want to learn how to use a few styling elements in CSS and make your website look pretty, go ahead and just watch this tutorial. So first off, what I'm going to go ahead and do is I'm going to go ahead and open up Visual Studio Code where I have going where I'm going to be having my website. So let's give this a moment to load up and I'm going to close my previously open file because I was working on it before and close this folder. And what I'm going to do is open my folder. So I'm going to go file open folder and then I know where it is. So I'm going to go on my desktop into YouTube and I'm going to have to find it in the last tutorial that I posted. So pretty much we're working with the my folder, my website folder, where all my website assets are. So we have worked in a way where in the last tutorial we were able to learn how to pretty much render static files. So we were able to render static images and static style sheets. So we were able to link a style sheet to pretty much all the web pages that we have, so all the templates. So in this tutorial, we're mainly going to be messing with the main.css file to pretty much add more styles to it. So as you can see, it's pretty much got only two different stylings. So for the body and for the different header tags, we're going to be changing that to make our website look a lot more decent. I'm going to zoom in, first of all, before I forget. And then what I'm going to do is apart from our main.css, I'm also going to open up my index.html page, which is the main page that I have going. And I'm also going to open up my layout.html page, which is pretty much used by all my HTML pages. So this layout page right here is inherited by each and every page that is in my templates folder. I'm going to go ahead and run my site to show you what it looks like currently so that you have a rough idea of what we're dealing with here. So I'm going to have to go to CD. I'm going to quickly open up my directory. So file explorer, I'm going to copy and paste it in here instead of having to manually browse to it because that will take me forever. YouTube, YouTube, part six. Code my website. Let's grab this. So control C. I'm grabbing the location of it. And then I'm going to change my location to that. Cool. So wait, first of all, I need to do that. And now we're in the folder. So what I need to do is type in set flask. And then I'm going to do set flask debug equals one so that we enable debugging. So this way, we don't have to keep refreshing the server and the server will pretty much run and handle the error by just showing it as an exception instead of crashing completely. Now, lastly, I'm going to do flask run and the server should be running now. Cool. So if I go ahead and open up a Chrome window, I should hopefully be able to show you what we got up to in the last tutorial, which is a pretty ugly looking website. So this is what we had in the last tutorial. I'm just going to press control F5 to make sure that these are all the changes. So as you see, we were going for a sort of store, online store that we're creating for my merge. Obviously, this is fake and just for the project. Now, it would be nice if these featured projects or the popular, popular products, I mean, were shown in inline. So instead of having to scroll through them, obviously these do fit horizontally instead of being vertical. So that's what we're going to be doing. We're going to be putting all of these products into a little box and then we're going to give the box a white color. And then we're going to place the box in the center of our screen while having this inline. So instead of having this in a row, we're going to have it in a column. Cool. Or however, if I've said it wrong, we're going to have it in a, let me see, row column. I usually get confused with this. So we are going to have it in a row. So we're going to have this show up in a row. So the products are going to be in a row in that box. So first up, what we have to do is go ahead into our layout.html. And in there, we have to, actually we need to go in our index.html because that's where the products are showing up. So in here, what we have to do is actually, I've already done it here for some reason. Why is that? Main.cs, it's okay. So what we'd have to do in here is I'm going to get rid of the bit that I've done already so that we can do it together. So this is the code that you should have by default. So what I'm going to do in here is as you see right here, this is where the for loop starts and this is where the for loop ends. And the section between them displays each product as its own entity which shows the price of the product, the name of the product and the picture of the product. So we want to wrap all of this into a div. So div is like a container that holds, that can hold multiple elements together. So we're going to hold all of these elements. So these elements right here, we're going to hold them in a div and we're going to give it a class name of, let's give it a class name of featured products, container and we're going to give it a class name of featured products container because obviously this is going to hold the different featured products that we have. And we're going to end the div right at the end of the for loop. So we're going to now go ahead and indent this appropriately so that it can look nice. Now inside there, what we want to do is we also want to have another div in there which is pretty much going to hold the different products. So we have a div for the products container and we need to have a div for the different products. So to do this you want to go inside your loop and in your loop you're going to create another div which is going to have a class name of featured products. Cool. So we have a featured products container which holds all the products and we have a featured products div which only holds each individual product. Now this needs to be inside the loop. So bear in mind you need to close the div tag appropriately so the featured products div should be after the for loop and the featured, I mean the featured products container is after the for loop and the featured products is inside the for loop. So it needs to match. Cool. So once you're done doing that what you want to do is we're going to be styling this. So let's go in our main.css file since we've already grabbed this together. What we want to do in here is we're going to be going to our featured products container and calling that class in here. So the div we just created, we can call it in here. So we just type in the name and when you use dots that just means you're referencing to a class. If you use hashtag it means you're referencing to an ID. Since we use a class we're going to use dots and then we're going to type in the class name which is featured products container. Now what we want to do is I'm going to set a width of 80% and then I'm going to set a background color of white. So these are different properties in CSS that you can set to your element. Now this is going to be an entire element of all the products that we have. Let me go ahead and show you what this does. So if I refresh, as you see right here it's gone ahead and put white background all around the featured products container which holds all the products. So nothing else is white, only this bit. And it's gone ahead and given it a width of 80%. As you see it's limited. It's not all over the page. It's only half, almost three fourth of the page. That's because we've limited the width. Now we also want to put it in the middle which is when we're going to be using the display block code. So I'm going to type in display block which means we want it to display in a specific manner that it can be, it's like in presentation or PowerPoint when you do text wrap into square or tight. It's something like that. It allows us to put it in the sensor. And then we set the margin to zero and then type in auto. So these two lines of code, line 13 and line 14 are going to help us put the div in the center of our screen. So I refresh my page. So remember control and F5. As you see right here, it has put the div in the center of my screen. So that's looking good as well. Now what we want to do is we want to grab the products, individual products and then put them in line, so in a row. So we want to put them in a row instead of columns because it looks a bit weird at the moment and it will also save a lot of screen space for us. So to do that, we are going to have to refer to the class that we created for the featured products which was featured products. So dot featured products. Now this may be different for you if you change the class name. So make sure you take that in mind as well. So to display it in a row, we're going to do display inline block because we want it to display inline and we want it to also be block. And then we're going to do text. Okay, let me show you what each line does. So if I do inline block, it will pretty much show up next to each other which is what inline block means. Now I will also, what I want to do here is as you see right here, this text is all the way to the left. So all the text is all the way to the left. I want to put it in the center. So what I'm going to do is I'm going to type in text align and then type in sensor. Now if I refresh, so control F5, as you see the text goes to the middle and it's looking a lot better than it did before. Now you might say it's pretty close to each other. So we might want to add a bit of spacing as well which is exactly what we're going to do. So before we add some spacing, as of now, these divs right here, so these divs that hold each product on a width of 100% which pretty much means that they're only going to take as much space as they need. We're going to specify a specific width for them so that they don't run over our main container. Now we're going to give it a width of 25%. So it's going to be 25% of whatever window size it is. So it's going to inherit 25% of the container div. And then what we're going to do is we're going to do a margin left. So it's going to leave some space from the left and we're going to do 5%. Now we could have done five pixels but pixels is a static amount whereas percent is dynamic so it will adjust according to the size of the window which is why we're going to be using percent. Let me refresh this. And as you see right here, it's going ahead and left a 5% gap from the left. So this product has left a 5% gap. This product has left a 5% gap and so has this one from the left. Now if I reduce my window size, as you see right here, the website is scaling as well. So the website is scaling. The divs go smaller and the products as well, they're shrinking. So as you see, the size reduces to only 20% of the container width. Now you might say the image looks messed up because obviously it is. That's because we haven't added any scaling to our image. We can fix that in a second. So to fix that, all you need to do is since we have only few images, we're just going to refer to it directly using the tag name which is image. Now this will target pretty much all the images that we have on our website. So what we're going to do is we're going to use featured products and then we're going to do space and then type in image. Now what this is going to do is it's only going to target images that are in the featured products class, not all of the images on our website, which is what we want to do. So we're going to do position relative so that it's relative to the div it's in and then we're going to set a width of 50% of whatever its parent's div is. So now if I refresh this page, as you see the images are reducing size to 50% of the apparent div. So the apparent div is this product, is this featured product div we have right here. So it's the 25% of this. So it's a lot of math being involved but as soon as you start coding in CSS, which is not really hard, you get used to the concept. Now obviously the text is a lot bigger than you expect because you can change that using media queries. If you'd like to learn about media queries and how to change the text and other elements, you can drop me a comment and I will do a tutorial on that. But as of now it's looking pretty good because we're scaling the website on different screen sizes and it is scaling perfectly fine. Cool. Now since this is looking fine, what we're going to be doing next in this tutorial is also going to be adding a navbar to the layout.html which is going to be applied to pretty much all pages. So the navbar which is going to hold like hyperlinks to go to your about contact and homepage is going to be on all the pages obviously. So we're going to add that to our layout.html page so that it can be applied to everything. So let's go to our layout.html page and then in there what we're going to have to do is actually add a new code block so that it can be inherited by or inherited by all the HTML files that we have. So where do we want to actually have hyperlinks? So for me I want to have my navbar at the very top over here. So I want to have the navbar on the left and then I want to have this Johann store and best merge in the game in the middle. So I'll show you what I mean by that in a second. So what I want to do first off is I'm going to, after the body tag, I'm going to create a block which is going to be specifically for my navbar.  And then I'm going to copy and paste that line and end the block for nav as well. Now in this, as I said before, I want to have the Johann store and best merge in the game text. So what I'm going to do is I'm going to go in my index file right here and I'm going to grab that text. So I'm going to grab this from content because right now it's in the content block. I'm going to grab that right here. Let's get rid of this. And what I'm going to do is go in my layout.html and I'm going to paste it in my nav. So I want it to be at the top instead of in the content. So if I refresh now, nothing's going to happen obviously because it's still on top. But if I add some color and the hyperlinks later, this will all make sense. So as of now, nothing's going to happen but we are on the right track. So obviously another change that will happen is since it's in the layout.html and we have a block nav, what's going to happen here is that it's going to be shifted to all pages. So if I do this on about, it's going to have it there as well. So obviously you need to have this because you'd have like basic information in your nav such as your logo, maybe socials and such other things depending on obviously how you want your website to look. Now if I do contact, it should have it as well. Cool. So what we want to do now is go back to our homepage and work on there. So what I'm going to go ahead and do is I'm going to add the links to my different pages. So I can do that by simply creating an anchor tag and we're going to be using URL4 which we learned about yesterday. So in the href we're going to do a code block where we're going to do URL4 and then we're going to do, now in here, if you guys remember and if you've been watching from the start we imported blueprint and then we called it app underscore blueprint. So if I go to my app blueprint file right here, as you see this is the app blueprint variable or which is initializing this class into an object. So we're going to be using this app blueprint object that is already rendered to pretty much access the different routes that we have. So what we're going to be doing is we're going to be typing URL4, app underscore blueprint. Now you have to call name, I mean you have to type in the name of your variable that holds the app blueprint object. So you use that and then use dot whatever page you want to access. So I'm going to do dot index because that's my index page. I want to access my index page at the moment and I'm going to give this hyperlink a name of home because that's my homepage. I'm going to copy this and I'm going to paste it twice because I have three URLs in total. And then I'm going to change this app dot blueprint to dot about because that's my about page. I'm going to change this to about and I'm going to change this to contacts because that's my contact page and this should change as well. Oops, contact with the capital C of course. Cool. Now let's put this back and let's see if this works. So refresh and as you see right here, this is on the top in the nav bar and this is two. So if I click on home, we are refreshing because this is the homepage. If I click on about, we have been reached to the about page and if I click on contact, we are being redirected to the contact page. So that's working perfectly fine. Now let's go ahead and style this nav bar just to bring kind of a nice end to this tutorial and make the website look a bit better. So let's go into our CSS files as you may have already guessed and we're going to be styling our nav bar. So before we do anything, what you actually want to do is create a nav container. So as we did for our products, featured products, we created a container. So we're going to do that. So let's go in and layout dot HTML. And in here, what we want to do is what I'm create a new class. I mean a new div. So at the start of the nav, we're going to create a new div. I can start a new div with a class by just typing in dots and then it creates everything for me. I could type in nav container because that's going to be the container that stores all the information for my navigation bar. And then I'm going to close it to the right intent indent which is right here. And it's going to store all of this content. So these two, this header tag, this paragraph tag and the anchor tags. Cool. Now I have something to call.  So dot nav container. Oops.  So as you see right here, this hyperlinks look a bit ugly because by default I have like an underline and all that. So if you want to take that off, you need to use a property called text decoration and you can set that to none and it should pretty much take off those ugly lines. Okay, hasn't. Let's refresh. Okay, that's because we need to access the hyperlink separately. So we'll do that in a second. This nav container is for the entire container. So it includes content from here to here. So first off, what we're going to do for this is we are going to add a background color. So that we know what the container looks like. So background color black. Let's refresh the page. And as you see right here, this is what the container looks like. And you might say there's a bit of space from the top and from the left. Now we can get rid of this space by going into our body and then typing in margin zero because by default they add a bit of margin. And if I refresh, that is gone. And I just need to find out why there is a bit more space right here which I'm going to find out right now. Let's see, body. HTML. Display block. We've got a nav container right here. We've got the center. And then we've got the URL. So I'm going to, what's the error? Okay, that's fine. What I'm going to do is I'm going to try adding a padding of zero as well. And then I'm going to try refreshing. Okay, so since that doesn't work as well, maybe there is some content there that we can't really see at the moment. Or we'll fix that in a moment anyway. So what we have to do right now is figure out how we want to display the nav container. So we've set the background to black and in there what we want to do is before we do anything in here, I'm going to make the hyperlinks in there white so that we can actually see. So I'm going to do nav container. And then A because A for hyperlinks anchor tag. And then I'm going to set the text decoration to none. As I said, that takes off the underline and ugly stuff from the default anchor tag. Set the font size to 20 pixels. So pretty obvious stuff. Set the font family to aerial, which is pretty much the same font family that's being used around the website. I'm going to add a padding. Okay, let me do a color of white and then I'm going to show you what it looks like. So if I refresh now, as you see right here, this is what the website currently looks like. So the links are very close to each other, which is why I'm going to add a padding so that they can be a bit spaced out. So I'm going to add a padding. Off to, not right, just padding in general, 20 pixels so that it's a bit spaced out from each other. If I refresh, as you see, they are spaced out from each other now. Now what I want to do next is, that's it for the anchor tag. What I want to do next is find out what tags are in here. So let's go ahead and highlight this. Highlight this and we're going to inspect. So what do we have in there? We have H1 and we have... Where's the other one? H1 and we have paragraph. So what we're going to do is go in here and then we are going to go into our nav container once more. And this time we're going to call H1 and our paragraph tag and then we're going to set the color to white. So this should technically overwrite the previous styling that it had unless, okay, nevermind. It doesn't do that. So what we can do is we can just get rid of the H1 right here. So what we're going to do is get rid of that and get rid of this. And we're going to do a separate one for H1 and paragraph. So H1 comma P where the color is going to be white. Now, obviously you could have used classes and stuff but I'm just running a bit. We have already spent a lot of time on this tutorial. So we're not going to do that. Now I'm going to have to also copy the font family in here. So I'm going to copy and paste that. And as you see, we have a nice looking nav bar right now. So you might say that there is some space we should probably give it a bit more height, right? So that's what we're going to be doing next. Let's go in our nav container right here and we're going to give it some height. So we're going to do padding top, which means it's going to give it some height from the top and we're going to do 20 pixels there. And we're going to do padding bottom to be 20 pixels so that it gives it some more height as well. Now, if I refresh, as you see the padding top pretty much covers the top bit. Now it's nicely hidden. And we have, this is nicely centered as well, whereas the hyperlinks are showing up nicely too. Now it would look nice if we had some kind of hover animation so that when we hover over the links it kind of shows something there. So that's what we're going to be doing next. Let's go ahead and main.css. And now what we want to do for the hover animation is that we want to go and type in a for anchor tag and then type in hover, which is the magic key word to pretty much create an action when the user hovers over it. So it's an event. And then what we want to do on hover is we want to create a border at the bottom of the hyperlink which is going to be red in color. It's going to be five pixels thick and it's going to be solid. So there's different options such as dotted and stuff but we want it to be solid. Now let's refresh. And as you see, there's nothing changed but when we hover over there is a little red line that is showing up which is the border bottom that we just created. Now if I go to my about page this is consistent on all pages. So this nav bar is going to be consistent throughout my website because that's just how the layout.html page has been made to work. So it is so that all the other HTML files inherit the details from it. So this is looking pretty interesting right now. So this is the basic website that we have going. It looks decent because we have a nice nav bar. This body could probably improve the bit but for now we'll roll with it. Obviously I'm going to show you a few more things that you can do in Flask and more fundamentals before we can jump onto an actual project. But I thought it would be cool if we made our store website look a bit better and then started working on it and treat it like an actual store. Anyway guys that was it for today's tutorial. Hope you have enjoyed it and learned a lot about CSS. If you guys have enjoyed this tutorial please make sure to like, comment, share and subscribe because sharing is very important. You guys have really smashed it in the last month when I was uploading every day. I'm going to try to upload at my six p.m. schedule as much as possible but it's going to be a bit difficult at the moment due to me starting my new job as well. If you guys would like to donate the channel directly you can do so by either signing up as a patron using the Patreon link in the description or you can purchase a Super Chat emoji or a highlighted message when this video premiers. Like always guys I would like to thank you for all the support you've been showing me and I'm very grateful for it. And I will see you beautiful faces in the next Flask tutorial. Peace.


Welcome viewers to thinktechhawaii.com. This show is the will of the people, and I am your host, Martha E. Randolph. Today I am so proud to welcome Congresswoman Colleen Hanabusa for this episode, which I am calling, Being in Congress, You Can't Always Get What You Want. How does business get done in the House of Representatives? And for my guest, we can compare her past experiences to current events. I expect that the reality may prove very different from voter assumptions. In addition to having a doctrine in law, Colleen was the first female president of the Hawaii State Senate and the first woman to chair the Honolulu Authority for Rapid Transit. And in her third year of her current term, as a congresswoman, she is a member of the House leadership team and is on several important committees, the House Committee and Steering Committees, the House Armed Services and Natural Resources Committee, where she is the ranking member for federal lands, and the Science and Space Technology Committee. What an introduction. Welcome Colleen, and thank you so much for being here. Thank you for having me, Martha. It has been—it's a wonderful, wonderful blessing to me that you agreed to come, because this woman knows things, and we're going to ask her what she knows, because we will never find out any other way. To begin with, I would like to ask you if you have any set plans. Now that you have—you came back to Hawaii, you competed for the governorship's nomination. I think that you lost in part because of the very poor turnout for Democratic primaries, which in this state you'd think they'd know that the primary is almost the election. So what are you going to do now, and does it have anything to do with running for office in the future, or for just right now, if that's all you want to talk about? Well, I'll tell you, right now I'm still in the Congress, and we'll be until—I think it's January 3rd of next year. And so technically, depending on what happens next Tuesday, it's going to determine how busy or how not busy we're going to be. Because if it's—of course, if it switches, which of course many of us hope that the House will switch, then I would estimate that the Republican majority will try to do as much as they can, as the majority will, they control everything. For my future, I really don't know yet, Martha. It's something that people always ask, as you can imagine. And the one thing that I have to admit that makes me feel gratified is the fact that there are so many people who come up to me and say, well, the one thing we don't want to hear is say that you say that you're not going to run again. And I keep telling people, you know, I've had an amazing run. I really have. Yeah. For a political career, compared to others, I have not had a long political career by Hawaii standards. As you know, people like Calvin Sey has been in office for 42 years. Yeah. Yeah. So, you know, I basically have held office for 18. So I'm a relative newcomer to all of them. But in that time, like you said, I've been able to be the first woman Senate president, the first woman to chair either house, the first Asian woman in the nation, plus run for Congress, and have that for six years now. And I said, you know, for people, it's an amazing political journey, because what it has given me is a taste of everything. So in a way, I feel like I've been very blessed, for lack of a better way of explaining it. Yeah. Maybe it's time to have others have the same experience.  So a long answer to a very straightforward question is- Which is, you don't know. I don't know yet. I don't know. Okay. That works. Now, as we were discussing before, I did my research, Good Girl Me, and discovered that your first experience in the House began in 2011, which for those of you who may or may not know, was when the Republicans took control of the House during the Obama Administration and they have not let it go since. And the nature of Republicans today is not Republicans as they used to be, although there are certain issues they've always had and contested with the Democrats. But this is a very reactionary group of Republicans. And let me tell you, ladies and gentlemen, that I'm using the term reactionary in the conventional traditional sense, which is people who want to roll back the clock on progress. We can call them right-wing extremists if you wish, but I don't know if that's true of all the politicians. I know their support base tends to be that way, in many cases. You have been in office having to be on the receiving end of this dominating way of thinking. And I wonder if you can tell people how that has made you feel, and if it had anything to do with your ultimate decision recently to return to Hawaii and try to run for local office. Your answer is always, I would do better for the people if I'm home. Let's tell them why. Well, you know, it's true. And as we said earlier, the first 12 years of my political career was in the Hawaii State Senate. And when you're a Senate president and, you know, I was a combination of judiciary chair, majority leader, vice president, vice chair of ways and means, in addition to being Senate president. So I had a lot in terms of leadership positions in that short period of time. So you know what it can be like to be able to affect change and to be able to affect legislation. You're right. Not only is it the numbers. There's only 25 in the Senate, but you still have to convince the House, 51 in Hawaii. But on the mainland, in Congress, it's 435 of us in the House of Representatives, 100 in the Senate. Plus, you know, right now we don't have a sympathetic president. But having said that, what, if you want to do something, well, I believe that for someone like me who wants to do something and feels that there'll be a stall in Washington because of the, as long as they control the presidency, I'm talking about Republicans control the presidency and they control at least one of the houses, you're not going to see anything done. I felt that Hawaii was at a major crossroads, that we have been very fortunate. But so much of our economic base and the well-being of the people are coming sort of at a major crossroads now. And unless we have great leadership here who can see where we need to go, we're just going to wake up one day and say, what happened to the Hawaii that we all care about? So that is the reason why I said, it's time to come home and I can do more because it's not going to be simple to do things in Washington, D.C. When you're the chief executive officer of the state, you're the chair or you're the head of one branch of the three branches of government, and there's no reason why you shouldn't be able to affect change because everything here is relational and everyone knows each other. Well, you know, like for example, I know the chief justice of the Supreme Court, many of the justices were quote-unquote confirmed while I was there. And also, you know, the legislature, they're all my friends, a lot of them are my friends. I shouldn't say all, a lot of them are my friends. So if you can't go and do things in that scenario, then something is absolutely wrong. Meg, just ask, when you were talking about the Supreme Court, were you talking about the federal Supreme Court? No, I'm talking about the Hawaii Supreme Court. Well, you were also there for the confirmation of a number of federal Supreme Court judges, which I didn't think they were your friends. No, no, no, no. All right. I'm talking about the Hawaii Supreme Court. Yeah. Okay. That's what I thought. All right. Yeah. So, you know, it's an opportunity here, I believe, to be able to do the change and to be able to actually affect what we would like to see happen for Hawaii's future. That's why he said, I can do more, and it's always a matter of serving Hawaii and coming back. Now, I have to be honest with you. I mean, it's not like being in Washington, we did absolutely nothing. That's not true. And I have had the, I guess, the opportunity to actually work across the aisles and get things done. But it's not like what you can do here. No, no, of course not. I was going to say, I'm sure that the most important reason to have people like you in Washington would be if your ability to go across the aisle and to speak to your colleagues and remind them that their responsibility is to the nation, not just to the party, and work on your personal relationship with them, you can sometimes get some support. But I have noticed in the era of Donald Trump that even the Republicans who will speak out against his position will still vote to support it. And I find that very questionable. If you have any insights into that as to why the Republican Party and the Republican leadership, which in many cases does not agree with what Donald Trump has done or has said, continue to push through agendas which obviously are not really supported by the majority of the people and which go against the things that they say they support, I would love to know what does the leadership have on these people besides we're controlling the Bucks to get any reelected? And is that why there are 70 Republicans who've insisted that they will not run again? Well, you know, I was going to point out that it's not true of all Republicans. And a lot of them who are not running again is actually a function of this guy called Newt Gingrich, where Newt Gingrich put in a maximum term of how long one could be a chair. So many of them who have decided that they will retire, it's not only whether or not they have to worry more about the quote, the freedom caucus or the Tea Party when I first got elected. It's also about where do we move in terms of our status. So a lot of the, unfortunately, the moderate Republicans, those who I would be able to reach across the aisle for have decided it's time to go. So many of them we have been able to quote, cut the deal with. And because they are moderates, but they have also said, no. So someone asked me this question when I first got elected, he said, what would you go back home to Hawaii and tell your constituents that would absolutely surprise them? And my response was that, you know, we have two groups, the extreme left. We have left two and the extreme right, and the extreme right was called Tea Party then. And the amazing thing is that they come together and they vote no, for absolutely different reasons, but they vote no. So it leaves it up to the middle, or those who may not be as progressive or as to the right to come together and get things done. And that's a really odd position to be in, because they will come to you and they'll say, you know, you're pretty safe in your seat, so can you support us on this? Whereas those who have, depending on which side they're on, a more difficult election, they're given the pass. And you can go home and say, I voted this way because of this, and you know, and I'm not compromising my principles, but to keep government, for example, from shutting down, the rest are asked, okay, can you vote for this? And your nose, but vote for this. And that's what it's still all about. It's still about how solid are you in your district, and can we call upon you to support this position, even if everything in it is not what you want? Okay, all right. So there seems to always be a degree of personal, individual interest, self-interest, involved in the whole thing almost from the beginning, from the very first day of office. And while certainly the power of people would be to, we will reelect you, or we will not reelect you, it seems to be interfering with the process of government, almost as much as the Supreme Court decision that had corporations declared to have equal rights with people when it came to making contributions. If money is going to determine what your candidate will say, do you remember back in the day when you gave money to the candidate who represented what you want instead of giving money to the candidate who will do what you want? I'm not sure. A lot of people say that time never existed, when people actually gave money to candidates, and that's why there's such a movement now to have just publicly funded elections, except when people find out how much a publicly funded election will cost, and it will cost taxpayers' dollars, and then of course no one thinks that's a wise use of our monies. But no, you are right. And I think for contributions that are so small or not large, but people who run for office, especially federal office or statewide office, they're always looking for as much of the maximum contributions as they can get. And of course with that comes the assumption, especially with Citizens United, that it's got to be with strings attached, because why would anybody give you that money? That's right. Why would they give you that money? Exactly. And I don't know of any politician that will have the guts to stand up and say, I'll take your money, but I'll do what I think is right, because it don't work that way. We're going to take a short break here, Colleen. Boy, I could talk to this woman for the next two hours, but fortunately she's not obligated to do that. And we will be back in just a few minutes to the will of the people on ThinkTechHawaii.com. Aloha. My name is Mark Shklav. I am the host of ThinkTech Hawaii's Law Across the Sea. Law Across the Sea is on ThinkTech Hawaii every other Monday at 11 a.m. Please join me where my guests talk about law topics and ideas and music and Hawai'i Ana all across the sea from Hawai'i and back again, aloha.  So join me every Friday on Stan the Energyman at lunchtime, at noon, on my lunch hour. We're going to talk about everything energy, especially if it begins with the word hydrogen. We're going to definitely be talking about it. We'll talk about how we can make Hawai'i cleaner, how we can make the world a better place, just basically save the planet. Even Miss America can't even talk about stuff like that anymore. We got it nailed down here. So we'll see you on Friday at noon with Stan the Energyman. Welcome back to the Will of the People on ThinkTechHawaii.com. I am your host, Marcella Randolph, and my guest today is Congresswoman Colleen Hanabusa, who's going to have a very busy several weeks to come, because she is still our Congresswoman. And let's appreciate the fact that she's here. Thank you, Colleen, for being with us. Oh, thank you for having me. I would like to ask you, if you think the Democratic National Committee or the Democratic Party in general has understood or learned anything from the past 15 years or so of electioneering, and if they are really recognizing that it's not just that the Republican side won, it's that they have lost, which tells me that they have not been doing their job correctly. We heard, yes, great, National Committee has two leaders, and they're representing both sides, because the most recent debacle between Bernie Sanders and Hillary Clinton really raised everyone's ire and really caused this situation. As we approach very important elections in the next few days, and even maybe more important in two years, has the party seen what's going on? Have they made some wise choices, or are they looking for leadership that wouldn't really take back the Congress and the presidency? You know, I think that's a question that applies across the board.  And, of course, the way we explained it, and people in Hawaii understand this, is we said, that's the most low-low thing to do, because Barack Obama was one of ours. Yes. But we both believed that Hillary had then probably the most qualifications to do it. Absolutely. I voted for her, yes. And then, basically, in 2016, I was fortunate enough to be the delegate to the Platform Committee for the Democratic National Committee in Orlando, Florida. And that was really, Hillary had already secured the nomination. I will tell you, it was very interesting, because in 2008, the Hillary people, the position was Barack Obama is the nominee. Therefore, the platform should be Barack Obama's platform. And there was really no attempt to affect that platform other than, you know, to basically support the president, because he needed that support. In 2016, there was a completely different view. And I think what it shows you, it isn't negative or positive. What I'm saying, it was a different perspective. Those who supported Bernie Sanders felt so strongly in what he stood for, that they would not, they would not simply say, you know, we're just going to step back and let this be a Clinton platform. It was, we are Democrats, and this is what we believe we stand for. I think what that showed you already is that there was a difference in the party. So there was a divide in a way, and it was almost, in my opinion, to a certain extent irreconcilable, because they were so far apart on certain issues. And even when we were able to strike an agreement in Orlando, there were many of the Bernie supporters who refused to simply buy into it, which I thought was a very strong statement and that maybe the party was beginning to change, and can the party change? I think, unfortunately, what we're finding is that the party cannot change as easily as people think. It's not something that we can, you know, like we all say, we must make room for the millennials, the millennials of the next generation. But how do you reach the millennials? How do you tell them that democratic principles are really what you should covet and you should seek? And that's not something that people can do easily, because like you said earlier, we are all coming at this from a certain perspective. And that perspective is not something that has been open to how they feel. And they sense it. The generations that follow us, and also those who are not supportive of the same candidates that we may have supported, they don't believe that we're sincere and that we really mean to reach out and say, yes, you're part of us. They don't think we think that way. How much would you say the shocking incidents of the invasion of the Democratic Party's computers and the revelation of the emails might have played in this? And I only mention this because while I was less than surprised that something like that had happened because it seemed to me it was going to happen sooner or later, what bothered me is I don't recall any Democrat getting on screen and saying those emails never should have been there to be found in the first place. It was inappropriate to try and orchestrate a nomination where the two very important people with things to say who were very respectable were going to compete. So be it. But you don't put them down. You don't support one or the other. And you certainly don't put it in any situation where it can be heard or read about. It was like a thief who apologizes for getting caught instead of having committed the theft. And I think from the supporters of Bernie Sanders that I spoke to that that created this whole line of mistrust of the establishment Democratic Party because, frankly, they're not very politically wise, our little Bernie Sanderites. I love them, but they're not that wise. And they haven't watched the process since the time of Kennedy being manipulated on the floor. These things have been going on. This is not new. But I think they were shocked and surprised. And so I bring up the question. You know, I was concerned after the 2016 election. This is what I was concerned about. I was concerned if Bernie Sanders would run for re-election as a Democrat or as an independent. And the reason why is because I think what was lost in this whole process and was not emphasized, and I would, as a Democrat, I would have liked to see it emphasized is the fact that the Democratic Party is really a party, like we always say, has a big tent. Because what it did do was for an independent, and we know how almost impossible it is unless you're a billionaire like Ross Perot, to launch a presidential campaign is something you can't do unless you have all these billions behind you. So I think what I thought was missing in that whole discussion was the fact that the Democratic Party set things aside, like whether technically he could run because he wasn't a card-carrying Democrat, as a Democrat, and then tap into the system or not. And I thought the fact that the Party said, OK, we're going to try and build them. And I'm sure with self-serving, whoever made the decision, that it was to build a bigger base, and they were hoping to tap into it. But having said that and having done that, you're right about Debbie, Debbie's emails and so forth, that what should not have been found and should not have all these things should not have been written in the first place. If you want to talk about that in the corner, fine, but don't communicate over main channels. But I think the problem is that because there's no expectation that it will be. And I'm sure we all can agree that people have said these things orally to each other and whether on both sides probably have done it. But the fact that it was available and written and then it was made public is what undermined I think the whole integrity of the system. I agree with you. It should not have been done. But I also believe that that's something that was being said anyway. This is true. And it's something that you can't undo. No. But the problem still remains though, do we have it in us to come together as a party in the end? And has the party learned from that? Because Bernie obviously, as you just pointed out, represented certain ideals, which to be honest, since George Bush, Jr., since the 9-11, I have watched Democrats backtrack and backtrack against principles that they used to stand up for. There is a point where negotiation becomes giving up. And I understood. I did not agree with all of Bernie's theories for the simple reason that I didn't think it was going to be doable. But I understood his passion. And that's what I'm concerned about, whether the party has recognized that this passion for people who will speak out, who will stand up and who will not compromise certain essential values is there. But I only have a few minutes, and I would like you to please tell the people how that money is distributed when it comes to elections. We have seen some interesting campaigns recently where Democrats, some have been supported, some have not, some of them whom you would have thought should have been supported, lost by 2%, where one who was actively supported lost by 30%. It seems to me the decision making is a little skewed. Can you tell us a little bit about how that big election money is spent and where it comes from? Where it comes from, but also more importantly, does the party realize it may have to start supporting more newcomers and fewer of the old guard if they're going to take back the country? Well, the other thing that we have to realize is where the money comes from and it raises that money. So I can tell you about the DCCC, which is what the organization is, the Campaign Committee for the House, the Congressional House. So what happens there, and a lot of people don't know this, is that once you get elected, you're assessed a dues. And it's huge, like for example, Nancy Pelosi, I think single-handedly, can raise almost $100 million, but I think her dues are officially around $25 million or something along those lines. One person, that's her dues. She has to pay that to the party. To the party, to the DCCC, not the DNC, the DCCC, so the Senate and the House have their own, basically, their committees that then selects the candidates and determines who will be the person endorsed. I can tell you, when I ran in 2010 for 2011, I was not the choice. I know this. I know this. I was not the choice. And so the party decided on their own, including those in power till today, that I was not the choice. And they didn't think that I could win in 2010, so they did not support me. So what happens is that all this money goes in. If you are able to prevail, like you are for the general election, then the assessment will be made, can you win? And then people within the Congress will start to write checks to you. And some of them who are interested in you as a candidate will get their support base to do it. What has happened since then to now that people do not pay attention to is the use of the Internet. Wow. Yes, of course. And so media. That raises Bernie taught us, Obama taught us. That's a big issue. And that is another issue. As I said, ladies and gentlemen, we do have to go now. I want to thank Colleen Hanabusa. As I said, we could do this for the next two hours. And I will probably beg her on my knees and grovel pathetically in the hopes that she will return to the show someday. And we will pick up here because, ladies and gentlemen, you need to understand what's happening. Yes, get out and vote, but also find your information. I want to thank you all for watching the show. I want to encourage you to come back again. And we'll see you in two weeks. This has been Martha Randolph and Colleen Hanabusa on The Will of the People.


Who have access to space? Have you ever wondered? Humankind has always been fascinated by the final frontiers what's up there and actually how to get there. At least I was, as a young kid, looking at the stars. And that's why I became an engineer. Actually really fascinated by machines and actually transportation means. And if you think about it, every time there has been a new transportation mean, it has been a revolution. Just think about boats with international trade, trains, planes. In the 21st century it's going to be about reusable rockets that will really reshape the economy around it. Because space, what about space? Space is big, of course. Many claim that it's limitless. You have limited possibilities. But actually the ones that put numbers, actually Bank of America said it's over 1.4 trillion dollars economy by the end of the next decade. But once again, how we go there. The only way to getting there is with rockets. But if I ask you one more time, who has access to space? Until now some, as you might know, wealthy individuals in very few countries have reached orbit today. The thing is, it's hard. And the bottleneck is still the rocket launch. If you think about it, launch companies today, they try to do it all. They want to do everything on the industry from the most complex parts, rocket engines, rockets, the infrastructure, the launch pads. It's nonsense. You need a lot of money and verticalization actually brings to this, that you cannot accelerate everything. So if you think about it, every time there's an industry that matures, specialists appear. If you look at this beautiful picture of an orchestra, everyone has a very specific job and they master the instrument. And when you listen at the overall, it just sounds marvelous. So once again, imagine Airbus building planes, the engines, the airlines and the airports. This is exactly what is happening in the launch industry. Not only that, but what about sustainability? You're looking here at a very beautiful picture of a European institutional launcher called VEGA that utilizes solid propellant, which they work perfectly, but they really leave some nasty elements in the upper layer of the atmosphere. And the privatization of space, it's about volume. We want to keep up the demand. Reusability and sustainability will be key. So if we wrap it up at Pangerero space, we focus. We focus on hardware. We don't want to do it all. We want to excel on the hardware, not operating it. And if we break it down more specifically, we concentrate on one of the most complex parts, which is the engines, propulsion. And as a propulsion engineer myself, let's break it down to earth and do a rocket propulsion 101. So you can see on the lower part how a conventional rocket engine looks like, this bell-shaped one. And as the rocket goes up, the bloom, the gases, there is a limit. They cannot expand more because they have the constraint of the walls. So we are working on a new type of rocket engine called the Aerospike, considered the holy grail of propulsion. NASA theorized about it long ago, but it was super expensive to manufacture and actually very complex to cope with all the technical challenges. But the Aerospike, the big difference, as you can see, this V-shaped one, is that the bloom, the gases can freely expand. And this free expansion gives you more performance. But this, it's theory. Theory is always good. But what about reality? What I brought here is a real rocket engine. And I'll actually encourage you to visit our booth if you want to know more. So this was the first Aerospike engine utilizing methyloxamethane and oxygen to ever work in history. We tested last year. We've proven its reusability for several firings. We even went to steady state. That means that that thing just can go on and on if you have enough propellants. And most importantly, we've did it with peanuts, less than three years and under 2 million euros. And, oh, sorry. It works. The video doesn't work. Sorry for that. But I encourage you to take a picture and to scan that QR cord to actually see more geeky footage on when we tested in Lampelshausen in the german space agency last year. But this is the past now. This was to prove that we can do it. This is the future. Arcos. This type of engine will be the first orbital Aerospike engine. And as I said, its performance boost, which can give you up to 15% more efficiency, translate into more payload, more payload into orbit, more happy clients because agencies, institutions, and rocket players can put more stuff to orbit, more revenues. They'll be happy. We will be happy. And this is just thanks to the Aerospike. It's a scalable product, so we can really serve multiple markets and scale down the thrust up and down. And of course, it's optimized manufacturing process to actually have fewer parts, lower cost, and faster to produce. But not only that. As we say, reusability and sustainability for us is important. That is why we are already utilizing biomethane because your carbon footprint can be almost zero to use it and actually to foster that sustainability and reusability you can even, as my colleague just said before, in the future have methane done in the moon and Mars. So you will need to actually master those propellants. And reusability. Our engines, thanks to its shape, eases reusability. So it's easier to come back to Earth and land. So faster sustainable space is possible and it's an obligation that we have if we really want to keep up the demand and still keep launching more and more stuff to orbit. And this, it's already happening. We already have traction. We have LOIs, we have RFIs, RFQ, even two contracts that people already believe in our technology and are willing to develop with us our product line. And we're not doing that alone. We have, as you can see here, world-class stakeholders. We have, for example, with NASA an exclusive license of a very interesting copper alloy, the one that has made this engine. And we are one of the few launcher company technologies invested by two governments, in our case the Spanish one and the French one. We are based in Barcelona, Spain, and to lose friends. And if you want to wrap it up, of course we're here because we want to show everyone that this type of propulsion is now possible, the Holy Grail of propulsion. We are currently fundraising, that is why we're here. But I want to ask you one last time to all of you, who can access space? Because with us, any one of you, good. Thank you.


Natro, welcome. Great to see you. Thank you. Are you all set? Yeah. Fantastic. So the stage is yours Natro, take it away. Thank you very much.  Today we will talk about technology and I call my presentation Tech 2030. And today I want to reflect about what should be the role of technology for this decade. And let me begin by introducing myself. I don't want to talk about myself, just give you a quick introduction so you can know me better. I'm Natro Rivera. I'm the CEO and co-founder of The Overview Effect. The Overview Effect is a new company designed to solve social and environmental challenges using technologies. We help organizations to integrate positive impact at the core of their business model and we also help them to innovate and design new solutions that create value for the business and solve social and environmental challenges. The Overview Effect is a company that is supported and invested by Paradigma Digital and by the Indra Group and together with them we're creating an ecosystem to scale technology and to use it to create positive impact. And today it's a pleasure to be here with you in Big Things Conference, one of the biggest tech events and here we're joining people from all over the world talking about technology, the impact it has on society, the impact it has on the planet and in our day today. And today the conference also introduced a new concept that is tech awakening. So let me begin by introducing this concept and the first thing that I did when I was preparing this presentation was to ask myself where is tech awakening or where is the tech awakening that we need? So this is the question, so when you have a question like this you go to the dictionary of course and I found a definition. And when you go to the dictionary here we found the Cambridge Dictionary. You see awakening and the meaning is the act of starting to understand something or feel something. So if today we're talking about technology and we're talking about our realization in terms of technology what should be our tech awakening for today? And for me the answer is very clear and I think that it's important that today as we are joining this event to understand what should be this awakening in terms of technology, what should be the realization, what should be the wake up that we need in terms of technology. And for me it's very clear and it's this sentence technology is a means and not an end. And probably you've heard this sentence several times this kind of a statement but today that we are here today that we are talking about technology and the impact in the society and our planet I think that is more important than ever to understand this sentence. And for me this is the tech awakening that we need to today to understand that technology is a means and not an end. Because nowadays in the media at the office in our day to day we always hear sentence like digital transformation, digital products, lots of employment due to automation and when we're talking like this about technology we forgot that technology doesn't exist by itself. Technology is a tool that should be at the service of humanity. So it's very important to understand this in order to use all the power of technology to solve the social and environmental challenges we are facing and to dedicate all the investment, all the power, all the knowledge to the things that are more important for our future. And with this reflection in terms of what I think that should be the tech awakening for today when we're talking about what are our priorities where should we put our efforts in terms of technology I think that is really useful to have this analysis of global challenges that we are facing. Here we have different organizations based in scientific research that are analyzing the problems and the challenges that we are facing as humanity and in our planet. Institutions like the Estocon Resilience Center, like the World Economic Forum or like United Nations. And here we see a framework that is called the planetary boundaries. Planetary boundaries are studying the limits in terms of impact that humans are created in the environment. And the Estocon Resilience Center is clear that we are surpassing different limits, limits in terms of planetary boundaries that the loss of biodiversity or the increase in average temperature due to climate change. Then we have the World Economic Forum. The World Economic Forum every year they publish what they call the risk or the global risk that we are facing and they identify different risks and they classify them based on the likelihood to happen and the impact that they can create in our world. And here we found different risks like infectious disease something that we are living nowadays, like nuclear crisis, like climate change, like loss of diversity. So there are like the most important risks that we are facing as humanity. And then we have the Sustainable Development Goals by United Nations that most of you probably know. Here we are talking about our global agenda for 2030. That's why I call this presentation Tech 2030. And here we have different challenges, more social, environmental and economic challenges that we need to overcome and that we need to put our efforts related with different fields, with social, environmental and economic aspects. We are talking about global problems like gender quality, like climate change, like the loss of biodiversity, like access to education, like access to rent, like access to food. So different kind of challenges and this is really our global agenda. So if today we are talking about technology, I think there is nothing more important than to use the power of technology to deal with these global priorities. And this is the tech awakening that I want to share with you today. But the question is why technology? I mean we have a lot of different problems. We are talking about climate change, about gender equality, about poverty, about education. There are a lot of challenges in our world, in our planet, in our society. But why technology is a tool that we need to use to solve these problems? And the answer for me is very clear. I think that there is no force in our economic system, in our society and technology in order to achieve the transformation that we need nowadays. Mainly for two different reasons. Technology can create scalable changes that can be global. And secondly because technology can do it in an speed that is the speed that we need to face these problems that we are facing. So in terms of scalability and in terms of speed there is nothing like technology in order to solve global problems. Here in terms of scalability of change, this is the first argument. We have an equation that is proposed by Barry Comner from Harvard University and it's a simple way to understand what are the variables that condition the impact in the environment. And these variables it depends on the population, the affluence and the technology. We are talking about population, we are talking about the number of people we are living in our planet. We are talking about the affluence, we are talking about the resource that we need is of us to cover our basis needs and to have the life that we have today. And then when we are talking about technology we are talking about how can we produce these resources in a more efficient way. So if we understand this equation within that technology and we see that technology is part of the equation so it's critical the change that it can create in our world. Because as you can imagine it is not easy to deal with population because it is not something easy as you might agree with me to try to move this part of the formula. Then we have the affluence when we are talking about how can we consume less, how can we reduce our needs or how can we consume in a different way. So we are talking about change in terms of habits and then we have the technology. So for this reason when we are talking about problems like climate change it's critical that the scalability that technology offers you in order to face this problem. And then the speed of change. Here we have a graph from the World Bank, a report called Digital Dividends and here we see the access to different services like education, like water, like electricity and we also have in green the different access to internet or digital technologies related services like the internet, mobile phones, etc. So here what is clear is that the technology developments in developing countries that the graph represents the access to these services in developing countries are growing so fast and in 20 years they have achieved the same percentage of the population of other things like education, like sanitation, like health. So it's clear that when technology arrives in a developing country when technology arrives in some place, in some use case the scale and the speed of change that can create is critical. Let's be clear when we are talking about these global problems time is really really important and when we are talking about Tech 2030 as I call this presentation is because these changes we needed to do it in this decade. So scalability and speed are critical in terms of using technology and in terms of solving global problems. And this is something that is recognized by big institutions, institutions like United Nations. As you can see here, United Nations has recognized in their last sustainable development goals report the importance of using technology to achieve this global agenda and they say that we need a better use of data, harnessing science, technology and innovation with a greater focus on digital transformation in order to achieve this agenda. So it's clear that we have a consensus even with the big institutions that are trying to promote changes in our ecosystems. And we believe that we are at the beginning of what is called the tech for good revolution. I'm sure that you've heard this statement not this term several times but we think that we are still at the beginning of this revolution. Here you can see different papers, reports from institutions like the World Bank and the World Economic Forum like United Nations. And here everyone is talking about this, everyone is talking about how to use technology to create a social and environmental impact. But we believe that we are just at the beginning of this revolution and the big projects using technology to improve our growth are yet to come. So with all this context and with everything that we've been talking today we made ourselves, and I made myself one question two years ago of how to design a company to use technology to solve this challenge. And that's why we've created the Overview Effect. At the Overview Effect we have a clear purpose as a company that we enable the potential of different organizations, especially companies in the private sector, to create solutions for the greatest challenge of our planet by combining the power of business, science and technology. With this purpose we are helping organizations across different sectors to integrate sustainability and positive impact at the core of their business model and we also help them to innovate and to design new products as a service that solves social and environmental challenges but also create value for the company at the same time. But I'm not here to talk about myself or about my company but I think that it's interesting to share with you how we approach the solutions to global challenges because as you can see here, this is our organization we are organized by missions, what we call our missions and we have six different missions, social equity, health and wellbeing, prosperity, circular economy missions, sustainable cities and climate and biodiversity. As you know, normally in consultancy companies are specialized based on industries so you have a lot of knowledge in banking, insurance, telecom, whatever you have a person who leads this area, who is an expert in understanding that business and providing service to that business. But we did this in the opposite way. At the Overview Effect we believe that the planet is our only client. So if we believe that the planet is our only client we need to organize our company based on the challenge to solve not in industries or technology. So that's where we have created our missions in which we cover all different challenges related to social and environmental impact. At these missions are related by people who are experts in this field people who understand the social and environmental challenges we are facing and we try to combine this knowledge, this deep knowledge with innovation, with business and with technology. And the thing that I want to share with you today is how we decide in which challenge we should put our efforts in order to develop solutions in terms of technology to solve this challenge because this agenda as you can imagine is huge.  So it's huge and in the system of development goals there are 17 development goals and there are more than 160 targets. So we need to understand where technology is more needed to solve this challenge. And in order to address these questions we have created our own methodology that is based on data and is based on different research in which we try to understand where technology is more needed. And in order to do that we consider three different variables. First of all, the urgency of the problem. If we are talking about positive impact we need to focus on the problems that are more urgent for our planet. So here we are considering the SDG index from United Nations in which you can analyze the evolution of the different indicators related with social and environmental challenges. So the more urgent is the problem the more important is the technology act upon that problem. Then we have the interests of the private sector. We need the private sector to solve this challenge. This is not something about altruism. This is not something that depends on NGOs or governments. Private sector will play a critical role in terms of sustainability. So here what we are trying to measure is the interest that the private sector has in solving the different challenges. And we do this by considering the global compact by United Nations in which they analyze the reporting of the different corporations in terms of sustainable development goals. So we can understand in which challenge our company is more interested. And then the third variable is the market opportunity. Here we need to understand the sustainability and positive impact is also a market opportunity. Here we are not talking about something that you need to do as a responsibility but it's also an opportunity for your business model. So we try to understand where is the market opportunity of these different challenges. And in order to do this we are using a study and a research that is made by the Better Business Development Commissions in which they are considering the opportunity and the economic opportunity that is more than 12 trillion dollars of achieving the sustainable development goals. So here we are considering the urgency of the problem, the interest of companies and the interest of the private sector and the market opportunity achieved of the different challenges. Combining all this data from UNSTAS, from UL Global Compact and from the Better Business Development Commission we are choosing what should be our effort in terms of technology development. And here, as I told you, we have four missions. We have six different missions. Let me explain. Every mission has the name like social equity mission. They have what we call the mission area. Mission area is like different challenge that are within any of the missions and then we have what we call challenge. So that concrete challenge within the mission that we need to solve. So here, we have some results of this analysis. First of all, you can see some interest facts. For example, a mission related with health and well-being or through cryo-economy offers a greater opportunity. You know the colors here. They represent the variables that I've just explained, the relationship of the problem, the interest of the private sector and the market opportunity. So here we see the challenge like health and well-being or through cryo-economy offers greater opportunity in terms of developed solutions to create positive impact. For example, social equity. Here we see that there is not so high and maybe that means that it's difficult to connect this kind of challenge with the private sector. But obviously we need to put effort on that anyway. Then we move to what we call mission area. So in social equity, we have a mission area with different things like access to water, like poverty, like role of the population. And here we're trying to understand inside the mission and within the mission what are the areas that we need to focus. So here we find different insights, of course, related with health and well-being. For example, improving access to technology for people over 65 years old. Here in the social cryo-economy, we're thinking things like promoting a new sustainable way of producing and consuming resources or how can we reduce waste and reuse waste. So this is key areas that we see that are great opportunities in terms of developing solutions. And then we have the challenge. So if we want one step ahead, we have the challenge, mission, mission area, and then the challenge. And here we find concrete things where we are working to create solutions. Here we differentiate things like guaranteeing healthy eating habits for people. So it's a great opportunity to help people and to help companies to design new healthy products. And it's a huge opportunity as you can see in the graph. Then we have providing service to people over 65 years old. Here we have a lot of opportunities in terms of mitigating climate change, market opportunities, about rethinking packaging and about promoting a new different through cryo-economy system in which you can give access to a product rather than give the property of a product so you reduce the use of resources. So with all this analysis what we are trying to understand is to where technology is more needed and we are trying to identify problems where the problem is a new problem where the companies have an interest and where it is also a market opportunity. And I think that the best way to understand this is to see it in action and see our missions in action. And this is an actual, a current example, something that we are working on. Here you see our mission. As you know, this is the mission, submission, and the challenge. Here we are talking about climate and biodiversity mission. In our climate and biodiversity missions we differentiate three mission areas. There are climate action, everything related with reducing emissions and transition to zero carbon. Then we have ecosystem restoration, everything related with the biodiversity, the protection of our terrestrial ecosystem and then we have oceans and water, everything related to protection of marine ecosystems and guaranteeing an efficiency use of water. So here we take a step back into ecosystem restoration and we understand what it's called the restoration of degraded ecosystems. There is something that is really, really, really important. So we go a little deep in this subject and we understand what are the barriers that are not improving this challenge. And here we found different things, things like that the agents when we are talking about restoration projects are not connected. They are not connected to each other. So it's difficult to companies that they are promoting restoration projects. They are setting their emissions through solutions based in nature. It's difficult to connect with agents because companies want to do projects. Agents are on the ground, shakers in those projects and this connection is fully clear. Then we found another different barrier when we were talking about the monitoring of this project, the KPIs. They are mostly focused on CO2 absorption but in terms of restoration we need also to consider different challenges and KPIs especially KPIs related with the biodiversity, KPIs related with the socioeconomic impact in that place. So we need to consider more KPIs and then we found another barrier that is difficult to do this monitoring and this KPIs. And nowadays it is not easy to have this measurement. Really automated, really digitized. So we are doing a lot of assumptions and we are not considering the real impact that these kind of projects are having in the ecosystem and in our society. So once we analyze a challenge here you see our mission and we try to innovate and to design a new solution. A new solution that could be a product that could be a service. And here we are designing a new solution to solve the challenge that is called Renatura. Renatura is a platform for ecosystem restoration in Spain. And here with Renatura what we imagine is a world where all these agents, companies, NGOs, organizations that are on the ground are using this project can be fully connected. So you can interact with them and with Renatura we imagine a world where the KPIs and the monitoring of the project is fully digitized, is automated and in which you can use all the different technologies like internal things, technologies like image recognition to better understand the impact that these kind of projects are having in the ecosystem. So here technology plays a critical role and help us to connect these agents and it will also help us to analyze and to have data of our ecosystems like never before. So this is a great example of how we choose a global problem with technologies needed and how can we develop and design a new solution to solve this challenge. Here we see the project we want and we imagine Renatura as a map as a global map and a digital map in Spain in which companies can go to the map cancel their project, they want to do some restoration project related with the value chain in a particular place so they ask different organizations, ok I want to do a project like this this project generate an order and NGOs and different organizations can apply to this project so they are fully connected and they work in the project together in the same platform and then what we want to do is to put all the technology at the service of the project so the project can be completely, the monitoring of the project can be completely digitized, can be completely automated and we as a society can have more information about the real impact of all the efforts that companies are doing in terms of restoration of the graduate ecosystems. So here is a project that we are still starting to work on this project, I wanted to share with you and I of course ask you if any one of you want to have a conversation about this project want to be part of the solution please have a chat with me and of course for me this is critical, we need to think in a systemic way, if we are talking about global problems like climate change we need to be open we need to use open innovation we need to design with systems thinking in mind and for us it is critical to open this kind of project to experts, to different companies to different technologies so it is part of our DNA and to end this presentation I would like to finish with a message for action a message for action in how to rethink technology for positive impact at the overview of aid we differentiate three ways of using technology for positive impact replacement, optimization and redesign when we are talking about replacement, we are talking about technologies that can completely substitute or replace a manual process reducing the use of resources for example digital signatures then we have optimization, when we are talking about optimization, we are talking about technologies that make a process more efficient reducing the use of resources for example algorithms or machine learning algorithms using the production process or logistic process that help us to reduce greenhouse emissions in this value chain and then we have redesign when we are talking about redesign, we are talking about technologies that can completely redesign our economic system and different business model a great example of technology that can redesign a business model is in terms of mobility for example what happens if you give access to a car rather than the property of the car you are using the same car so you serve resources between different people so you reduce the use of resources between different communities where technology can not only replace or optimize but redesign and reimagine new business model and among the three ways of using technology to generate positive impact redesign is the one who has a great power for transformations in our economic system and as I want to finish this presentation with a message for action I want you, all people working in technology that we are together here talking about the impact of technology with those tenability solutions we need to connect the dots we need to use creativity we need to combine people from different fields of knowledge and for me it's critical that everyone of you will think in how can we combine technology positive impact and business and when we are able to connect these dots and generate technology solutions that create value for the business but also create positive impact in our planet I think that is what this revolution can transform our society and in order to end this presentation I would like to finish with an inspiring story a story that gave us our name as a company that is the Overview Effect the Overview Effect is a cognitive change of consciousness reported by some astronauts during a spaceflight when they sit there from space they change their perspective of the world forever and when they are back from the missions they take care of this blue dot that is the planet like never before Paul Sagan who is one of the most famous science communicator and astrophysic is one of those person that reading the most about the Overview Effect and I would like to end this presentation with a quote from him there is perhaps no better demonstration of the folly of human consciousness than the distant image of our tiny world it underscores our responsibility to deal more kindly with one another and to preserve and cherish the pale blue dot the only home we have ever known thank you very much sure thank you so much for that talk I really enjoyed that it was such a polished talk the content was amazing but of course also visually it looked so good so congratulations on that and I love the story behind the name of the Overview Effect didn't Jeff Bezos have the same epiphany when he had his flight recently I think he said the very same thing that the world looked very different from up there and it gave him a sense of scale and purpose so now I can give you the but and here it comes you're presenting technology as the solution to so many important challenges that we face right now but some people would argue that technology is precisely the reason why we are in the mess that we're in wasn't it the technological advances initiated in the industrial revolution that have sped climate change and basically led to most of the problems that we have right now isn't it a bit ironic that you're presenting a solution that was actually the problem it's almost like you are a pusher offering more heroin to the drug addict it's a good question it depends on what kind of technology as you can see in this presentation we are talking a lot about digital technologies digital technologies are not the technologies that come from the industrial revolution that are maybe one of the reasons that we are here today what I think is that technology as I've tried to explain in the presentation at the end we say technology is guilty for everything that's happening technology is a problem technology is not the problem, technology is not the solution technology is at the service of humanity I think that is our responsibility to use this power I mean we are investing in a lot of companies, in a lot of products in a lot of technologies, startups that are using technologies like internal things like blockchain, like artificial intelligence I think that the important thing is to ask what is the purpose of using this technology maybe they are causing maybe they are not having all we have a cost of opportunity of not using this technology to solve this challenge so I think that in terms of digital technologies technologies that we are having since 15 years old or something like that is where we have a huge opportunity to better understand our ecosystems, to better design solutions and that we need to use all this power with this purpose I think we are all becoming increasingly aware about climate change and we are starting to feel guiltier in daily activities flight shame for example we feel guilty now when we go on a plane but on the other hand you are presenting solutions I know we are talking about digital solutions but technology as the saviour couldn't that distract perhaps from other initiatives that we should be concentrating on like less waste, less consumption is there a risk in other words that people start to have less urgency about climate change precisely because they think that technology will come and save the day yeah I'm not a technology solutionist, I mean there are a lot of people who believe that there is always will be a technology that could save us I don't know it will be the hydrogen or the nuclear power there are people saying like the technology is the solution I don't think that, I think that if we see the equation when we are talking about environmental impact we are talking about technology and how can we be more efficient using resources and also about change in terms of habits so it's not that we will, that technology will save us but we also need to combine these technology solutions with new changing habits, with education, with cultural change to understand the role that nature plays in our world so I think that we need to combine these technology developments with more conscious consumers with more consumer citizens and I think that is critical to change our habits and to understand what we can do independently from the technologies that could be developed I noticed that formula I think it was Barry Coronet did you say the impact formula, I thought that was very interesting and that was the only time that you mentioned what I think is possibly the elephant in the room here which is population growth so perhaps you could expand a little bit on that and how you see technology and population growth perhaps coming together I think that population in that equation the equation is not rocket science it's a very simple way to understand the variables that condition our environmental impact but I think that population maybe is the most difficult one to deal with because we are talking about freedom we are talking about how many people we are in the world where I think that in 50 years we will be 10 billion in our planet and we are seeing different people from different countries that are accessing to more food, accessing to more energy not only that we are growing in population but we are also growing in terms of economic activity so the challenge is huge if we understand that the population is growing and it will be 10 billion so what I think is that it's a combination of the three different formulas because I don't believe that in the short term we or governments could act on something like population because it attacks freedom or things that are not easy to handle what are some of the specific technological solutions that you have seen that have most impressed you perhaps you could outline a few of them I think that in terms of technology I think that there is the combination of different technologies internal themes is helping us to understand the state of our ecosystems and nature I mean nature until recent years now we have more information, more sensors more opportunities to measure the needs of our planet so this is critical because we have more information to take decisions in what our ecosystem, species people also needs so I think that in terms of things is a huge opportunity then with this data what you need to do is to combine this data and to create collective intelligence model here we can talk about artificial intelligence so I'm seeing great developments in terms of machine learning and artificial intelligence to decarbonize different companies, the economy how can we take decisions to understand we should put our money to invest to improve our transition to a lower carbon economy and I think there are different technologies like blockchain technology which is difficult sometimes to understand but blockchain technology also creates an incredible opportunity in terms of connect agents in a different way okay, let me just ask you a few quick questions from some of the audience Diego here says a very interesting approach, he congratulates you and he wonders if you could explain how this approach incorporates the circular interactions among all the challenges that are clearly not isolated the circular interactions yes I will try to understand the questions but what I think is that when you are trying to develop a solution it's something that we try to always think like that, that is what is called net impact sometimes when you are in innovation when you are trying to create a new solution you can achieve in a solution that can create positive impact in a way but it can also create negative impact in another way in terms of social this is very common when we are talking about for example service economy giving access to a product rather than giving the property of the product and this is a logistic cycle so you are reducing the use of a product but you are increasing the greenhouse emissions so I think that these interactions if I understand the question we need to be considering the design of a new product right, Nacho in general are you optimistic? yes, I am completely optimistic especially for the role of the private sector I think that sustainability cannot depend on government on NGOs they play a critical role and they are key players but we need companies we need companies to understand that the future of their business model needs to be a sustainable business model and I think I am seeing really optimistic change in companies and I think that we need to move from the strategic and the long-term vision to the innovation and execution well that is really great to hear, I feel a little bit better so thank you so much Nacho Rivera we have run out of time so once again thank you so much for coming


Here's intercom they've actually because they saw the writing in the wall rebuilt their whole company around AI and GPT-4 So it says please meet Finn a world first and perhaps our most important release to date powered by open AI as new GPT-4 and Intercoms proprietary ML tech I mean kind of the irony of this guys is that anybody's gonna be able to build a customer support chatbot in literally like 30 seconds I did one this morning and so intercoms coming out with this, but we'll see if they can actually survive