Hi, my name is Carly Town, co-director of Code Pink. President Biden recently announced the withdrawal of all United States troops from Afghanistan by September 2021, signaling the end of the so-called war on terror. Why then did he also propose a $753 billion Pentagon budget for 2022 that's $13 billion more expensive than the last budget enacted under the Trump administration? A dangerous bipartisan consensus is converging in Washington to ramp up a new Cold War and arms race with China based on unfounded fearmongering and racist stereotypes to justify unlimited U.S. military budgets. As former President Jimmy Carter stated, while the United States has been at war for 20 years, China has instead invested in 21st century infrastructure and in its own people, lifting 800 million of them out of poverty. Now that the United States has quietly admitted defeat in the so-called war on terror, we can't allow unlimited U.S. military budgets to become the new normal. We must begin the critical task of moving money from the Pentagon to urgent domestic needs and instead invest in a 21st century peace dividend. So what is a peace dividend? Putsibly, a peace dividend is an economic boost a country gets from peace that follows a war. At that time, the government should reduce military spending and reallocate the money to other policy priorities. And this is not a new concept, right? At the end of the Cold War, former senior Pentagon officials told the Senate Budget Committee that U.S. military spending could safely be cut by over half over the next 10 years. That goal was never achieved and instead of a post-Cold War peace dividend, the military industrial complex exploited the crimes of September 11th, 2001, to justify an extraordinary one-sided arms race. Between 2003 and 2011 alone, the U.S. accounted for 45% of global military spending. Now, the military industrial complex is counting on Biden to escalate a renewed Cold War with China to continue to justify record-level military spending year after year. And we can't let that happen. We need to reduce the Pentagon budget and instead invest in a peace dividend, which would mean actually funding programs to address poverty in the United States. You can go to codepink.org slash peace dividend to learn more about how you can get involved and take action.


to the left of it, of course, are just the difference. It's never, okay, that's the way numbers come out. Can they do any better? Or is that just the nature of this kind of budgeting and you're going to work your way through it in every successive year and hope you can make it work? So as auditors we would always say they can do it better, that's what we are all about in a sense, and there is a point at which you have to make some assumptions and you have to put some numbers into the budget. I think it's, as we said earlier on, better longer-term financial planning should help with that, better understanding of the demographics and the pressures and all those things, as well as having some assumptions around what money they're actually going to get as difficult as that is, has to be the right thing to do, and that's why it's critically important, and this is one of the criticisms in the report from last year, is that in-year financial management and monitoring is so important, so that they are making sure that the savings that they're saying they're going to make in-year are actually being delivered. Does the budget come from a build-up of known costs, or does it come from, this is the slice we've got of the total budget? Organisations can do differently, whether it's a priority-based budgeting or activity-based costing, but it's broadly an incremental basis, so that the budget and the costs that the organisation is incurring will be inflated for known anticipated costs, known additional activities such as work through the treatment time guarantee and so forth, and that broadly leads to a position that the board is able to strike a budget in advance of the new financial year. That makes it very difficult for a board to make any kind of substantial change, because it's always deemed to be incremental anyway, but it also means that if your historic costs have never been right and you've never actually hit the budget, that there's a marginal change from something that was wrong and continues to be wrong. It's why we made the recommendation in the earlier report about the need for greater flexibility and the need for better longer-term planning, for exactly that reason. If you just continue to add bits on to what you've always done, then the significant change that we think is needed in the system isn't going to come about. Can I just ask, finally, in respect to Richard Simpson's brief question? The Paragraph 22, which talks about the temporary staff, is a staggering reduction in the Rhaigmoor hospital locums, 31 per cent in the first 10 months. I'm just wondering what effect that has on the running of the hospital. I mean, if you either needed these locums or you didn't need them, people don't employ locums because it would be fun to employ them or somebody needs a job, it's an order to meet the treatment time guarantee, I would think. So either Highlander and I are going to find it difficult to meet the treatment time guarantee or, alternatively, there is a question as to whether the staff numbers are going to be totally safe, which is a really, really difficult question. I've experienced it in situations in which you've got to put an application for a temporary member of staff up to almost the chief executive of the board and it takes so long to come back down that by that time you're actually your temporary sickness situation or your maternity leave or whatever has gone and in the meantime your staff sickness rates gone up because you've put so much blooming stress on the rest of your workforce. So, I mean, it's all very well producing this lovely figure but do you look at these things at all? I mean, the sort of sickness rates, the target defects, the staffing levels and whether they're safe, a number of complaints that staff are putting in about feeling unsafe? So, the short answer, yes, we do, but not necessarily specifically as part of this piece of work because the thing that we're focusing on in this piece of work has been around the kind of financial management issues, but you're absolutely right that we need to be careful that the reduction in the use of locums is not in itself necessarily a good thing. Having said that, it was very clearly identified last time round that the use of locums in Rheymor was one of the significant cost pressures. So, tightening controls in the hospital was a good thing to do, we think, and absolutely we would expect the board and the hospital to be assuring themselves that that wasn't having any knock-on impact. When you look at the exhibit in the overview report, there's no doubt that Highland are experiencing pressures on some of the targets. Whether we can draw a direct link between the two things is a different question, Dr Simpson, or we may see it in the future years. What really concerns me is this focus on finance, which I know is absolutely critical, but if you look back to the mid-staff's report, that's where it all started. They said, oh, well, we're going to meet our financial targets. They cut the staffing, they made them unsafe. I would just ask that you look at the staff complaints within the system, and somebody should be drilling down either HIS or yourself. We may put Highland under such pressure that we create a mid-staff type situation. I respond very briefly to that, because I absolutely share that concern, Dr Simpson. It has to be a risk given the pressures that we know there are across the health system just now. In the report that I produced on management of waiting times back in 2012 on the back of the problems in NHS Lothian, one of the broader findings that we made was that some boards were focusing on financial performance and service quality performance, as though there were different things. One of our recommendations was that boards should have information that pulls that together for them in a dashboard or some other way, so that they can see the interaction between financial performance and what's happening to patients. You can't divorce one from the other. They're two sides of the same coin. Are you reasonably satisfied that that is now happening as a result of your recommendation? I think that it's happening to different degrees in different parts of Scotland. If you were to read the annual audit reports produced by the Auditor's I appoint to the 14 Health Boards, you would see that they give that overview of not just financial performance but the other key targets and so on that boards are working to. Part of our review process in deciding what to bring to this committee's attention is to look for disturbing symptoms in those patterns. In respect to the vacancy rates, which was an issue that came up in the original report, and it was quite a substantial exchange when we took evidence on that as being an issue relating to staff morale and sickness levels as well, are the vacancy rates still at the same rates as they were previously? I don't think that I've got information to hand. That's perhaps information that can be provided because I think that that issue had an impact because we know that now sickness levels, vacancy rates and sickness levels, which were highlighted in the report, would be helpful in terms of providing them before and after, in terms of what the position is now. As you say, it was the discussion about keeping vacancies open and whether that was having any knock-on impact on morale and absence in those kinds of things, so we can see what we can dig out on that. If you have evidence, I will allow witnesses to leave the table. I move to agenda item number four, which is a response from the Scottish Government on the AGS report entitled, Accident and Emergency Performance Update, on if members have any comments on the correspondence that we have received. I think that the correspondence from Paul Gray is quite interesting. We're beating ourselves up over not meeting our targets and yet what we are achieving is better than in the other nations of the UK and it's better than in some other countries overseas. I like the bit here where it's highlighted that the report on waiting times in Canada, time to close the gap, it singles out Scotland's performance as a benchmark to which Canada should aspire. I think that that's really quite commendable. It doesn't mean that we shouldn't be striving for our targets, of course. The targets are there for good reason and good purpose, but it is encouraging to know that we're leading the pack, so to speak. I take a slightly different tack because I found that I got halfway through Paul Gray's response and I know what the state of affairs is in Germany, the Netherlands, Australia, New Zealand, Canada and England. I had to read further down until I came to Scotland. Quite honestly, I'm not that interested in Accident and Emergency Times in Australia. I'm really more interested in what they are in Scotland. There's no point in setting a target and saying that we can't reach that target, but hey, we can't reach it but we're still better than they are in Australia. I don't think that that's acceptable for a director general. For that reason, I would like to finish my comments with the briefing paper on Accident and Emergency Paragraph 22. The number of people waiting longer than 12 hours in A and E has increased by 55 per cent and it increased by 292 per cent in the last year. The number of patients waiting more than eight hours in the same period went up from 8,700 to 14,000. I'm sorry, convener, but I don't find it acceptable where a Scottish national health service with Scottish targets and Scottish Government in the Scottish Parliament with the Scottish Public Audit Committee, we are here to audit what happens in Scotland. When you get a response telling you about Germany, the Netherlands, New Zealand and Australia, it's actually irrelevant. It's not our job, so I would just like to say to Mr Gray, can he please focus on Scotland? We're not responsible for the health service in New Zealand and I'd like to hear more about what he's doing to address problems in Scotland rather than the other side of the world. There are nine targets. Two have been met, as we've just heard from the Auditor General. Seven have not and they're all deteriorating and it's the trend that's interesting rather than the actual figure. That's a real worry, but there is a difference between the Accident and Emergency target and the other targets. The other targets—this target, we're told, is evidenced based. In other words, the consequences of not meeting a four-hour target for the patient mean poorer outcomes. That's what we're told. The other targets are targets that are nice, but they're not clinical. They don't have the degree of clinical relevance. They have concerns about patient rights to 12-hour target, which we're not meeting despite being a legal guarantee—heaven knows, I've said that often enough—is quite different to this target. The trouble with setting targets is that you get conscious or unconscious gaming. We saw that with the waiting times issue, which the Auditor General again has just referred to. We now know that there are 13 units in Scotland in our acute hospitals, which are not governed by the Accident and Emergency waiting times. Those are variously called clinical decision units, acute assessment units and immediate assessment units. I can't remember the name in the one in the Queen Elizabeth, which is where this all came to light. However, those are not governed by the current waiting times. What I cannot answer—I'm not saying that it's happening—is gaming going on in which referrals are being made to those non-governed units in order to try to meet what are proving to be very difficult targets, even if they are targets that are no longer 98 per cent, which are being met at one time. However, 95 per cent of those interim targets are not being met in certain specific areas, mainly in the west of Scotland and in Glasgow. I think that this report is unsatisfactory. I think that we need to go back to Mr Gray and say that the announcement that was made by the Cabinet Secretary about looking at those 13 units needs to be brought forward very rapidly so that we understand the true position. We then have a rational discussion, either in this committee or in the health committee or indeed in Parliament, about the whole business of targets. Mary Scanlon and I are leaving, so we don't have an axe to ground in this respect. I have said—and my party is saying—that we really need to look at this target issue, because it isn't just not meeting targets. It is causing exactly the stress of not shifting things into preventive care and community care, mental health and general practice of suffering as a result. The health service is being deteriorated by targets that no longer actually have a purpose of making the health service better and patient outcomes better. Brian Tavish Scott, can we just clarify that we asked Mr Gray to provide comparisons across in various questions? To clarify that the reason why he is included this year is that we asked for some benchmarking across the various parts of the—we need to be careful when—just to clarify that, I am not here to defend Mr Gray, but we are here to clarify what information that we asked for, so we did that for the information. I just wanted to support Richard Simpson's point about a proper assessment of targets. I hope that Audit Scotland could maybe assist us in that too. It is probably for a future committee and a future session, but all I hear at a local level in my part of the world is the pressure that that puts on clinicians and staff. I think that there needs to be a proper rational, non-political discussion about the most appropriate one. I think that it is also another point that I was just going to make. It was not that long ago that Alex Neil, the then health secretary, turned off this committee to tell us why they were taking the target down from the previous level down to 95. This is all a relative discussion about a target that is now lower than the original one that was set. Just two points. One is actually what you addressed yourself there, which is that we asked Paul Gray for those comparative figures, both with the other nations in the UK and overseas, where he had them. The second point that I was going to raise is in connection with targets. It is interesting to note that since 2007, there were 200 reportable targets in the NHS, and that has been taken back to 20. However, I agree that there should maybe be a discussion as to the appropriateness of those 20. Are we actually getting information that is going to be able to allow us to drive the national health service forward in the future? Is it going to give us the vision that we need to be able to allocate resources? Obviously, what is coming down the road to us is changing all the time, and we need to be flexible on that. Are the targets that we are looking at going to give us the indicators that we need to enable us to be flexible and to enable us to adapt? That is a valid question that we need to talk about. Colleagues, what we have here is the response from the Scottish Government, so we have a number of different options in terms of how we take it forward. The first one could be that we note the correspondence, which I think is the direction of travel from the committee, and we might be taking on board the points that have been made by various colleagues. We could respond to the Government with some of those points being highlighted, both in respect to the targets and in respect to the point that the committee has just made. Is that helpful? Is that a great colleagues? Richard Simpson's point is that we can get the information about the ones that are not included in the way that we take this. I think that the 15 centres that are not included could be helpful. I think that it will also be helpful in terms of a legacy for the committee's work in the audit. The general feature of work is to look at how that information could be brought forward at some point in the future. Okay, thank you colleagues. That is previously agreed. We can move to agenda item number five, and that is an agreement to move into private session.


Well hello everybody, this is Byron King with Investor Intel. We are coming to you from Toronto, Ontario and the PDAC conference, the Prospector Developers Association of Canada, the world's largest gathering of mines and miners. I'm here today with Simon Ridgway of Volcanic Gold, Volcanic. Volcanic operates in the nation of Guatemala in Central America. If you are ever looking at a geologic map of the world and has ocean basins, you will see these giant fractures that come from like below Cuba all the way across Central America. Right through Guatemala and it's really interesting geologically and it leads to Volcanic Gold. So hello Simon. Hello Byron, thanks for the invitation to be here. It's wonderful to speak with you, we've spoken before. Tell everybody, just give a real quick song, what is Volcanic Gold, what are you doing down there in Guatemala? Volcanic Gold is an exploration company. I've worked in Guatemala on and off over the last 15 years, on and off because of political changes. We've made a couple of great discoveries down there, Cerro Blanco, you know, four million ounce gold deposit was discovered by my team way back in 1998. And right now Volcanic trades on the Vancouver Stock Exchange symbol is VG. It's well financed with about five million dollars in the treasury. The companies, the share price has been very quiet for the last six to eight months because we've been, we've been pending a couple of things. You know, Bluestone is building a mine on Cerro Blanco that discovery I just mentioned. Right, Bluestone is a whole other company. It's another company that's run by the Lundi Group, yeah. And it's got a better phone app and an ounce deposit that they're going to mine open pit. It was permitted for underground mining. They changed that to the idea to an open pit because it's a much bigger deposit that way. And it's taking some time to permit that. There's been some, you know, there's been some anti-mining groups fighting against it. But I believe they will get the permit sometime during this year. We have a discovery north of there about 50 kilometers called the Holly Discovery, which is a 400,000 ounces at nine grams. And I think it's going to grow to plus a million ounces. But until Bluestone gets permitted, I'll put the drilling on hold because really, you know, I need to see that permit in place before I can continue drilling to show that the government is going to be promining. So I admire your honesty. You're telling everybody, there's a political angle to this, a risk factor, but you're looking to see what happens with Bluestone. What happens there? Yeah. The company, as I said, Volcanic Spell Finance, we've got $5 million in the Treasury. But until I see Bluestone get the permit, I'm going to put the drilling on hold and sit with that. And what we are doing right now is going through the, doing all the reports to get an exploitation license in place, right? So that takes some time. But as far as drilling further and expanding that resource, let's make sure we combine it before we expand it. Well, let's clarify to the viewers out there. Let's nail it down. What is the Volcanic resource that you have now? Because it sounds very good. I heard nine grams per ton. Nine grams per ton. That's a lot of grams. That's a lot of grams. And it's about 400,000 ounces at the moment. It's open in all directions. I don't think it's going to be a multi-million ounce deposit. But I think we can get to a million ounces on this one vein system we've got. So I've been very patient. I don't want to spend the money drilling until I see Bluestone permitted. But to the extent that you do get the permits, this seems like it would be a play that would be developable in a place like Guatemala. In a place like that, absolutely. Absolutely. It's underground. So the impact will be small. Obviously, we would truck the ore to Bluestone's mine. So there'd be no mine built where we are. So it's a great discovery. So I'm being patient and not drilling it. Further north from there, up in one of these major structures that runs across all the way across the Caribbean and through Guatemala, we have a zone called the Montagua Norte zone. And in that zone, we have a series of north-south trending shear zones that are cut right across that major structure where we're finding a lot of visible gold in coarse veining. We haven't been able to really understand the structural controls completely, the dip or the veins on that, because we can't trench or drill until we get the exploration permits in place. And that has been a slow process also. I think in the next two to three months, we'll have those exploration licenses in place and we can get to work on those. But the gold numbers in these coarse veins are in 50 to 100 grams. It's very, very high grade. A lot of visible gold. Never been drilled. And there is no really know what is no mining in Guatemala. So you find these big blocks of rock with visible gold and then nobody's ever touched. It's quite amazing. When the rest of Central America, you'd have people mining that in Guatemala. It's not really a mining country. So that's remarkable, really. And when you talk about these high grades, I mean, I mentioned earlier, I was not kidding. That I mean, there are these massive shear zones on a macro sense that I mean, that literally extend into the Earth's mantle and you are bringing up magma. You're bringing up fluids from the, you know, from beneath the Earth's crust. And so I think that explains a lot about where this gold and other minerals. Yeah, no, these are organic vein systems. So they go forever down. So we obviously we need to start drilling, trenching and drilling on them to define them. But we have we have, you know, extended them for a kilometer or more in our crop and finding that visible gold in quite continuous on some of those zones. Some of them are a bit sporadic. They pinch and swell quite a bit. Some of them are wide and continuous. So I can't wait to get these exploration licenses in place. And it is a process in Guatemala, unfortunately. Well, yeah, I mean, you know, you've got a good start, but you've got incredible grade and you've got fabulous geology, which means that if you throw some more money into the drill bits, you know, into the basic, the mapping, the trenching, the geophysics, if you pour some more money into exploration, those numbers could grow significantly significantly. And, you know, right now with the company's got 44 million shares out. We're trading at about 20 cents. So we have a market cap of sort of under 10 million and we have five million cash in the treasury plus these two discoveries. So, you know, but I'm asking the shareholders and they have been to be patient. Let's spend the money once we know we combine the projects. And for those out there who are shareholders or who might consider being shareholders, we're looking we're looking at a beaten down bargain that's sitting on high grade gold and you just have to cash up. So just be patient shareholders is what I need. OK, well, this is Volcanic Gold. This is Simon Ridgway. I'm Byron King and it's been a pleasure to speak with you, Simon. Thank you viewers out there for watching. We wish you well in your investing. Simon, we wish you well with Volcanic Gold. Thank you, Byron. Appreciate the invitation.


Dear co-chairs, Professor Schwab, distinguished guests, ladies and gentlemen, this summit has almost come to an end. So I would like to thank, first and foremost, both of our co-chairs, thank you for your wise leadership, and thank you for your, again, great and outstanding hospitality. And I would like to thank all of you because you have been part of a truly unique community, a community of more than 900 people out of different 77 countries, all the different walks of life. And of course, a real multi-stakeholder community, business, politics, civil society, NGOs, academia, and the youth. And you have been so committed in all our different global agenda councils, more than 86, in order to shape industry, regional, and global agendas. And for the first time, you have been engaged and so passionate to be part of our global challenge initiatives. And we announced these nine global challenge initiatives to underpin our new institutional status, our new institutional approach. Because as an international organization for public-private cooperation, we are convinced that we can only deal with all the different challenges in a public-private mindset.  So for sure, you're the biggest think tank in the world. And at the same time, an excellent platform for so many activities. And I could keep you now for an hour, but to come to my mind. First, in terms of discussions and thinking, you have had deep and needed discussions for most pressing challenges, discussing the refugee issue and how to tackle human trafficking. And in terms of activities, you started excellent projects under the theme of the forced industrial revolution. With our partners in the UAE, excellent entrepreneurs, we started a project of future of manufacturing. And both is an excellent segue to an incoming annual meeting in Davos next year. And thanks to your input, your insights, we could deliver what Professor Schwab coined as our theme for the next meeting in Davos, mastering the forced industrial revolution. So thank you again for your input. Thank you again for your insights. And it's now my great honor and pleasure to invite our co-chairs for their clothing remarks. And I would like to start with this Excellency, Ali Majid Manzuri. He is the Chairman of the Department of Economic Development in Abu Dhabi. Excellency, the floor is yours. Good evening, ladies and gentlemen. My team at my office has prepared for me a long speech that will take 30 minutes. But that I will both decide, and I'll do my speech in three minutes. It might take longer. We've had the three wonderful days. I'm really glad to be part of the summit. Since I was a college student, I used to follow up the World Economic Forum some publications. And when I studied economics and finance, sometimes we read about the publications. Today, I'm really privileged that I'm part of the summit. A friend of mine has asked me once, you go and present, and you listen to presentations. What is the practicality about this? And I tell you, sometimes you hear an idea. And that idea becomes a reality. And then, if it is streamlined well, it becomes an action, and it sees the light. Today, yesterday, and the day before, we've heard, and we've met with the great people, among them the minister here, the minister and Klaus, and some of you. We are very proud that the summit has been successful. I've heard this from Professor Klaus and others. And really, we wanted to do that. We want to come out with the three days, two days of gathering with people, and remember that we had good discussion, grasp some ideas. These ideas might take some time. We might pass them to our children, to our colleagues at work, where they might take them and evolve them into an action decisions. We are proud. I'm looking forward to see you all next year when we open the Louvre Museum. But I'm also looking forward to see you on Davos. It will be cold, but I'll bring my jacket. And if I have time, we might go skiing. And the ex-minister has promised me to take me in the Chabar, maybe, if I have time. So thank you very much. Enjoy your evening. I will see you on Davos. Thank you, Ali Majid Al-Mansuri. And now it's my great honor and pleasure to welcome the Minister of Economy of the United Arab Emirates, His Excellency Sultan Al-Mansuri. The floor is yours. Good evening, ladies and gentlemen. Philip, by the way, we know each other for some time. He used to be the Minister of Economy in Germany, right? I will not ask you the question, which position you like more. Because you are certainly enjoying this one, right? Of course. Well, excellently, ladies and gentlemen, Professor Klaus, on behalf of the UAE government, I want to thank you and all of you, actually, who are being here with us the last three days for your wonderful contribution to the summit and the agenda. This is the way I look at it. It is the operational room of the world. I wish I can keep you forever here because we can really manage the world in such a wonderful way. If you look around here, you see so many different nationalities, different backgrounds, different religions. But we are working together toward one agenda. And that is for a better world that we need to have. And there is no more critical time for having this kind of exchange of thoughts and ideas than the time we are in right now. There seem to be a lot of issues around the world. Political, social, environmental, and many, many others. But of course, there are other issues which are much more urgent. We see the issue of the crisis that is happening in Syria, the refugees crisis. We see the challenges in the economy of the world. And all of us were very optimistic two and a half years back that we were coming out from this crisis. But there is definitely some challenges still lingering in a lot of the economies of the world. And without really finding a proper solution, maybe some guidelines on where we go, we are destined to really affect all the other parts of the agenda. Without growth economy, positive growth in the economy, we destined to have a lot of challenges, a lot of problems also in most of the issue that we are addressing in the 86 councils. But I am also optimistic. Optimistic about the future. Today, I also managed to attend the session on the future of manufacturing. A wonderful team ran that session. And it was a lot of specifics because this I want to take it now from the dimension of global on how we in the UAE, small country, are benefiting from something like that. The analysis of how the UAE could move on with the diversity of the economy as we continue with that was very important. The manufacturing and what is our position in that and where are we going with the change that is happening in the shifting of manufacturing and industries from one part of the world to another part of the world. Where are we out of this? So the UAE is very keen, and especially me, because my background is also engineering and industrial engineering. I wanted to understand what are the right steps to make sure that we are hopefully moving toward what we call the knowledge economy in combination with the innovation strategy that we have initiated here in the UAE. It's not going to be the model of what we have seen in other parts of the world, but we want to have and develop our own unique model. And that's why we need the brains that are assembled here today to advise us. And I've asked them also for the recommendation on how I can utilize that kind of advice as we move on. On the innovation and the UAE, why it started the strategy on innovation? It's not because of us as UAE. We are very diverse and we're moving on and we'd like to get the benefit of something like that. We want to make a change in the region. We want to prove to the rest of the region also here and we want to give a challenge to them. It's not the natural resources that is going to sustain your growth in the future. It's the people, it's the brains of the people that you have. It's how you build up your education. It's how you trust your people and your governments. This is what we are looking at right now and this is what we want to create an example, a future positive example of the region. And the nucleus is the UAE. This is where we're starting. Once again, I thank you very much for being here with us for your thoughts, for your ideas and also for your contribution to the way the world is moving positively to a much more wonderful future for all of us. Davos is going to be the next address. But before I close, I want to thank a very special gentlemen, Dr. Klaus, for your wonderful job and putting us together under this wonderful umbrella. I want to applaud you for that and I do hope that all of you share with us. Thank you very much and we meet in Davos. Thank you. Hello, I suppose. You're free, so thank you very much both to our co-chairs. I would like to say thank you again to our host, the United Arab Emirates government and the government of Abu Dhabi. And our special thanks goes to His Highness Sheikh Khalifa bin Said Einahiyan, President of the United Arab Emirates, ruler of Abu Dhabi. His Highness Sheikh Mohammed bin Rashid Al-Maktoum, Vice President and Prime Minister of the United Arab Emirates, ruler of Dubai. And His Highness Sheikh Mohammed bin Said Einahiyan, Crown Prince of Abu Dhabi, Deputy Supreme Commander of the United Arab Emirates Armed Forces. Allow me to say thank you to all the many helping hands, the teams inside the forum and in cooperation with the World Economic Forum. Thank you under the leadership of my colleague Lee Howell, Jeremy Young's and Stefan Bergenthaler. Ladies and gentlemen, now officially, the Summit of the Global Agenda 2015 is closed. I would like to invite the chair and the co-chairs for the debrief. And I would like to invite all of you to our reception and dinner for welfare at seven o'clock in the Maritina Terrace. Thank you very much.


Porous structures derived from metal organic frameworks, MOS, have shown enhanced photocatalytic activities for various light-driven energy dash slash environment-related reactions due to their highly accessible surfaces and rich pores, making them ideal precursors for well-designed semiconductors with porous structures and or hetero structures. This article was authored by Wan Wenjian, Liming Sun, and Shi Guanghan.


My name is Carrie Romero, a.k.a. Zap Girl and I am a Titan superfan. In 1997, that's the year that my life changed forever. I was diagnosed with ventricular tachycardia and ventricular fibrillation, which are life-threatening heart conditions. Essentially, the heart is just shaking. It's not beating when I have these episodes. And it required me to get an implanted cardioverter defibrillator. My sister, she was a nurse at the time and she understood the full severity of what was happening. And she said, you know, I think you should take on the nickname Zap Girl.  Because what happens is literally the device that I have in my chest delivers a shock to my heart. And so that zap, that brings me back to life. When I was on my road to adjusting to life with this new device that just happened to be the same year that the Houston Oilers moved up to Tennessee. I kind of poured myself into focusing on this cool thing that my friends were all getting into. I hadn't really paid attention to football before. It was a great distraction, honestly, for what was happening in my life. The Titans really became my team at that point. And I remember going to my first game at Adelphia Coliseum and it was just, it was electric. Hey everybody, it's Kacen. And thank you for tuning in to this episode of Hey Kids. This is Titans Talk with Kacen. Joining me today, my co-host, my mom. What's up, Kacen? My son started, he wanted to start a podcast. And when he said that he wanted it to be about the Titans, I thought that that was pretty awesome. For him to be as young as he is, I said, well, I'm going to have to be a part of it. And he said, well, that's what I wanted. I wanted for you and me to do it together. So I started doing research into it. And there are no other podcasts done by kids specifically about the Tennessee Titans. I wanted to educate kids who don't really pay attention to football and maybe get them interested. I really like analyzing the stats and talking about how many yards Derek Henry rushed on this play, how many yards Tana Hill had on this game. It's just really cool. Kacen put together a wish list and someone that we know within the Titans organization was very kind and offered to share that wish list with the people that Kacen wanted to have on the podcast. And the very first response was from the voice of the Titans himself. Mr. Mike Keith. Mike Keith, the voice of the Tennessee Titans. Now that's an intro. We had the best time. And then Kacen said the touchdown Titans at the end and we are still talking about it today. The Titans are special to us as a family because of the family environment that they have helped to create for their fan base. I was a fan before I had my family. It's been amazing to be on this journey with them. We have had the best memories with the Titans. We feel like we're just part of the family and that's what it means to us to be a Titans fan.


Hey, what's going on guys? It's Sean Anthony here And if you want to see how to get free clients using simple social media messages that you can send on LinkedIn Facebook Instagram Even cold email. I did a training on that as well. You want to watch this video here? So I did a free live training in my Facebook group last week And I'm gonna link to the Facebook group below as well if you want to join that It's absolutely free But this is a video live training that I did in there last week on how to get Clients for your SMA or drop servicing agency for free using simple social media messages. Okay, so let's jump right into it In this video, I'm gonna show you how to get three to your first three to five clients once you've picked a service to deliver How to get your first three to five clients using simple social media messages? So this is a free or close to free method that you can use if you are selling high ticket digital services And you don't want to spend money on Advertising burning thousands of dollars just testing out your offer Okay, so step one in this video is you want to make sure That you have an ICP an ideal client profile. All right, let me just type that out here Now what do you want this well everything you create in your messaging for Facebook for Instagram for LinkedIn It's all gonna rely on the ideal client profile that you have drafted out here, right?  The industries the geography the company size of the if you're B2B the company size, right? We'll be your we're targeting SaaS companies the job titles Many of you are probably if you're targeting small businesses This is gonna be the business owner and then also you want to have some pain points and problems You want to have the solution or service that you're offering the expected results and then the benefits of those results Okay, so a very simple you can you guys can just copy this right just fill out one of these on your own And make sure you have this before you create your messaging right now for this example You can use this on LinkedIn. You can use this on Facebook. You can use this on Instagram Will you annoy or irritate some people? Of course, that's just how it works with outbound prospecting But if you want to get clients for free you want a way to get leads and appointments for free This is the way to do it. Okay, so once you have your ideal client profile All I have here is a simple google doc a messaging doc, right? And again, this is example for for LinkedIn So what I'm going to do here is I'm just going to walk through the actual messaging and what I'm saying here So the connection message is semi personalized, right? So it's hey name or hey Sean, right? Just as an example looking to connect with SaaS founders in let's just say Washington, right because I'm in Seattle Washington and came across your profile would love to connect and share insights if you're open to it very simple Semi personalized because it's a sass in Washington and it's to the point, right? You're not it's not like you're not pitching them or anything like that Okay, so message number one once they accept the connection requests I send them a second message is this all it does is thank them for connecting, right? So it's going to say Thanks for connecting Sean looking forward to learning more about you and your company If I can be a resource or if you're ever interested in chatting more about how to generate more leads on LinkedIn Please don't hesitate to reach out. So let me just highlight this for you right now What did I do here it is a very soft pitch, right? So it's kind of like a It's just thanking them for connecting and I'm saying I'm going to be a resource I'm offering my like value or offering them, you know, if they if they need some help What they're what this is going to do is get them curious and checking out your profile So if I write this here, I'm going to have a percentage of people who are sass founders Checking out my profile now. What why is that good? We'll look at what my profile says, right? If I look at my profile here Helping startups and agencies get sales meetings with their ideal customers linked in marketing, right? So what happens is when I message them this connection message and they accept that and then I send them a message after that That says, hey, I can help you with this how to generate more leads on LinkedIn The people who need help with lead gen and they're not using LinkedIn They're going to go and click on my profile and check me out, right? And then you have, you know, my pro I cover this in a youtube video, but I have my headline is optimized my profile summary reads like a sales page And it has a call to action at the end to book a call with us, right? So that's what you want people doing is you want them checking out your profile And you're also going to get some people who just respond to this and be like, hey, sure I'd like to learn more about that right and right there you have a lead You have an appointment of a potential person that you can sell your services to okay So that's what we're doing a message number one We're thanking them for connecting and a very soft sales pitch or a very soft pitch on Hey, this is what I do here. And if you're ever interested in talking, let me know All right, so uh, we actually send a few more follow-ups, but for brevity in this video I'm just going to go over the the first follow-up that we send and we'll just say something as simple as this Hey, Sean, I was checking out your profile again and giving your background thought it made sense to reach out We help the vertical niche to get result through solution, right? So now this is why your icp is so important, right? So we help vertical niche Is b2b sass companies to get result? What is the result? Well, it's more leads More sales leads Through LinkedIn, right we help b2b sass companies To generate more leads Using I think using sounds better, right? So right here. Hey, Sean I was checking out your profile again giving your background thought it made sense to reach out We help vertical niche, which is b2b sass. I'm going to highlight this To generate more sales leads. This is the the result, right? Using how do you do it? Well, LinkedIn marketing, right? LinkedIn prospect Okay So very simple, but it all goes back to our icp, right a short message like this and you're reaching out to enough people every day You're going to have leads. You're going to have appointments if you have a good offer, right over the past year We've helped companies like I'm just going to write a b and c here a b and c and you want these to be similar companies So if we're reaching out to sass companies, it should be other sass companies, right? And if you don't have similar companies, that's that's okay, right? If you are using like a white label provider, you try and leverage their case studies But if as long as you have some kind of social proof, that's going to help you Strengthen your message here if you don't don't even include this line, but it does help if you have that to Um get expected result, right? So get expected result. Where's get expected result 8 to 12 appointments a month, right? So over the past year, we've helped companies like a b and c to generate 8 to 12 more appointments I'm just going to write using the platform using linkedin Okay So what did I do here generate 8 to 12 appointments per month? I talked about the expected result Let's read let's read through this. Hey, Sean I was checking out your profile again and given your background thought it made sense to reach out We helped b to be sass companies to generate more leads, which is the result using linkedin prospecting Which is the vehicle over the past year? We've helped companies like a b and c to generate 8 to 12 more appointments per month using linkedin Let's just cut cut out that as well Would you be interested in a quick 15 minute chat so I can share some ideas on how this might work for you, right? Now this 15 minute chat here Is important. Why is it important because most people go right for the jugular They'll be like, hey, this is a buy button here by now or hey This is our sales page check out our sales page go here What you want to do is if you're selling high ticket digital services Which if you're in this group, I always talk about recurring high value digital services or high ticket digital services You want to get on that initial phone call with them, right this discovery call So the goal of this campaign is to generate leads and appointments for you Or if you're doing this for clients for your clients, right now, what do we have here? We have a sequence that we can use on linkedin to generate leads and appointments for free Right, none of this requires any ads all we're doing is connecting with people Then we're sending people who who accept that message a very simple message that talks about what we do and how we can help them Right all value driven stuff Now, of course you want to watch my video on youtube if you haven't optimized your profile But your profile should be optimized for your ideal client, right your headline Your profile summary. They should be speaking directly to your ideal client Now what do we do our next step is just to build a list of our ideal client that we can connect you with in linkedin Now I use sales navigator if you're doing any kind of prospecting on linkedin You want to use sales navigator as well, right if you're using facebook All you got to do is join some facebook groups where your niche is hanging out If you're on instagram use the hashtags to find your niche and find people to reach out to okay very simple Don't over complicate it. So if you go to sales navigator here What am I going to do? I'm going to go down this list. I'm just going to list this out. So where is the geography? Washington? It's the industry computer software I'm going to extend. No, I'm not going to do that Let's do title Let's just do founder for now company headcount we're going to go 11 to 50 And What do we have? We have the geography. Okay. Good. We have the industry computer software We have the founder, which is the title that we're reaching out to and then we have the company headcount Right, you can see now why this is so important. We use this for everything our messaging and our outreach Now what do we want to do? I'm going to click search here And what do I have? I have a list of 616 founders with 11 to 50 Employees in their company in washington state in computer software, right? So what do I do now? Well, you guessed it. I'm going to click on this. I can click connect I would send them my message, right? And that's it super super simple now If you do this on a daily basis if you're connecting with 30 40 50 people a day And you're sending everyone who gets who accepts your connection request a message after they accept You are going to have around we see around 3 to 5 percent of people who accept our connection request We'll actually agree to a meeting, right? So if we have 100 people who accept our our connection request on linkedin around 3 to 5 people We'll accept a meeting with us, right and we close around 20 of those people Okay, so one person out of every 100 that we're reaching out to roughly. I mean, that's not exact But it's a very simple process, right? So step one Ideal client profile make sure you're clear on this. Okay, step two Create a messaging sequence that designed to generate leads and appointments is value driven and is based off of your ideal client profile Step three is wherever whatever platform you're using if you're using linkedin use sales navigator to use the filters And find your ideal client build a list of your prospects if you're on facebook use facebook groups If you're on instagram use instagram hashtags and instagram whatever the search bar, right? But this is how you get your first three to five clients for free or close to free using simple social media Messages and simple social media search queries like this. Okay So I hope this is helpful for helpful for all of you guys and gals and if you have any questions Go below. Let me know what you want What questions do you have and I'll answer them in either a video or text version And on this thursday at 2 p.m. Pacific if you like more training like this I'm going to be announcing something so make sure you keep an eye out for that in the group But uh, yeah, hope this was was helpful for you guys and let me know if you have any questions below All right. Take care


My name is Gleb, I'm from Belarus. We run an open data group in Minsk, and there are several dozen, probably around, more than 100 people participating, mostly students, researchers from scientific libraries and there are some journalists, and we're trying to find sources of data that will help to understand what's happening in our country and how to deal with social and civic issues. According to open data barometer, the situation with open data in Belarus is pretty bad, as we're 93 out of 115 countries served, which basically means that there is some data that the government is collecting, but it's not sharing almost anything. And the problems are basically that even if there is data, the government either wants to sell it because it costs them money to produce it or sometimes the people who are in charge are overloaded and they just don't want to be responsible for any mistakes that are in the data. There is no freedom of information legal framework, just no law at all, and we cannot file a freedom of information request. There is a procedure to ask for basically a response from the government, but it can come as a printed letter saying this data could be available, but it's not, so they're not responsible. And most people, like journalists and researchers, don't know about wiki data, open street map, and we're trying to change that. There is a special case. Some of the data is closed as national security stuff, basically KGB archives and archives about whatever was happening during the USSR period. So, yeah, I just want to give a bit of background about the country. It's basically the population of New York City in terms of population size. There are two official languages, Belarusian and Russian, which makes things a bit more complicated because we have one alphabet but two variations, so special characters. When you work with archive data from, let's say, 100 years ago, you have five or six or seven or eight languages that were in official use. Basically, there are no minorities because everyone is multilingual, so in my family we speak four languages because grandparents were from four different communities. The cities which had traditionally more scientific data collected and archive data were traditionally Jewish, Polish, and Russian, and the titular nation, Belarusian, had less access to education and it was concentrated in the rural areas, so it's much harder to find information about non-Russian and non-Polish and non-Hiber sources. It's all changing very fast. In a matter of decades, it's been changing as there were waves of migration before the Soviet Union disintegrated and after that, but it's a really interesting place. You could say it's a firewall country because when people track planes flying over Minsk, most of them are just passing through, over powers from Russia and Asia over to Western Europe and that's an actual picture from Fly Trader. Despite that, it's an interesting place to explore and I'm sure that the situation is really different from where you come from but I think there are some similar problems and similar approaches that maybe could be interesting. Just as a random art example of using data as art, people in our community looked at the map of Belarus and split it into polgons and looked for geographic names like river names and village and city names and the patterns that are contained in those names and it turns out that those patterns contain data about a list of people who live there obviously and there are local references to animals and things like that and you can group them and it's kind of an interesting dataset to play with so all the data comes from OpenStreetMap containing 23,000 location names and it's just interesting to see how Baltic, for example, place names are concentrated in the north so places closest to the Lithuanian border and here are places that contain more Russian-specific suffixes so it's not true that there is no data there is some data and it's interesting to discover it and this map is more Belarusian one which oriented suffix on the map of Belarus and so about less art and more data-oriented projects we try to get civic data out of news reports and press releases from the police from the government ministries and sometimes when the bureaucrats are feeling lazy they use the same template they use the same kind of sentence over and over again and we try to parse that for actual numbers I'll show some examples later from the police reports we try to look at municipal services so the hotline reports about, like, broken curves and illegal parking and things like that we look at maps of transportation because public transportation is really big in Belarus most people use it we look at environmental data and it's really important in Belarus because, well, it used to be a mostly rural country most people lived in the countryside up until the 80s so the landscape is very, very non-organized and the population density is kind of low so most of the land areas are forests and wetlands we also look at how public transportation is giving way to private cars and car ownership and we also try to extract data about house ownership because it is basically the apartments, obviously the best way to understand how cities are changing the government doesn't publish enough urban data so we're trying to understand this from classified ads, for example we try to work with commercial data as well because the companies accumulate more and more data even compared to the government services nowadays and we try to use as much open source data sets as possible from open street map and Wikipedia and try to popularize that so that's an example of government data that we try to parse and the animation in the first preside was from us trying to parse the official zoning map of Minsk, the major city into polygons and to understand what the population density was in different parts of the city and we actually get this as JPEGs that's the best you can get, it's kind of secret you can only get it when you know someone in the ministry but once somebody got it, it was shared in the community and the reason it's secret is because people started protesting against shrinking of green areas and parks and all the public places that were given to commercial construction to foreign and domestic investors building shopping centers and new apartment buildings and it's kind of a mess and the discussion process is really, really a conflict point for the government so they don't want to publish any zoning maps but we try to get this data as much as we can so about parsing news reports and police reports it's again the map of Minsk but we had a parser running for three years that extracted every daily police press release report about all violent crimes in Minsk I think this data shows only reports from one or two months so the numbers are not that large but it was actually useful you could see which areas had more crime and which areas had less so in general the crime level is very low in Belarus I think it's kind of comparable to Portland the number that's stuck in my head is that the number of murders in Belarus per year was lower than in Baltimore but I guess that's completely not a fair comparison comparing the population gives you an idea and here's another example where we extracted all the human rights organizations reports about police arrests and harassment during protests and demonstrations because there were major waves of demonstrations against government austerity plans in 2017 so we extracted data about all the arrests and all the punishments that were given to people so 224 people were given arrests on average of around 10 days in jail and around $250 on average fines so that's some information that's a map showing the concentration of people arrested in different places in Belarus another interesting source of data is the traffic police reports and here I know the visualization is kind of small we were just trying to show how different types of traffic incident reports were split between men and women and the blue part is the men who participated in the incident and the pink is the women and it showed data from 2012 to 2015 it was just a random thing that we wanted to try out and it shows all the incidents incidents caused by intoxicated drivers so women were basically non-existent there and accidents with injuries and accidents with fatalities so yeah, whenever there is a discussion online about women drivers and men drivers I don't know how popular this discussion is in this part of the world but in Belarus somehow it's kind of very active yeah, it's an argument and yeah, the right part shows split by age so 19 to 23, 24 to 28, 29 to 33 and so forth so the youngest drivers caused the most accidents this is another view of the same data and it shows the number of accidents by day so this line chart shows days and accidents peaks per day and most of the peaks were either holidays or the first day after holiday or there was one huge peak during the hurricane and the small storm that basically caused a lot of accidents and you can find other different things that matter okay, and another major source of data is the municipal hotline data that they published completely accidentally basically the government is trying to use a private company to build this portal showing all the municipal problem reports and it's working really well it's just that all the JSONs are containing all the data about people who report stuff and all the reports themselves are completely available so it's a huge data set and it's growing it's not full yet because right now most of the reports are submitted by phone and not by app and we only get the data through the reports that are submitted through the app and actually there are really nice people when we talk to them and we tell them that all this data is available and they were like, yeah, we know don't do anything bad with that so, yeah, it's a nice picture of Minsk and it's showing all the requests that were reported through the app and it's actually a number of reports reported through the phone through the phone hotline is a number of magnitude larger but we don't get all the data there in the data set they're trying to switch to this new system but it's really expensive because the private company is using Oracle as a database and I think they're not aware yet how much it would cost and when we put this data set we tried to split all the user names which contained first names we threw out the last names because we didn't want to keep this personal data so the first names actually gave us the information about gender so we tried to split how many reports were concentrated in different categories of issues so reports about sidewalks and about problems with parks and things like that and versus problems with staircases and doors in apartment buildings and things like that and it turned out that men were much more active in reporting problems with sidewalks that were closest to bike paths and women were more active about reporting problems with infrastructure inside the apartment buildings so that was some interesting bit of information and it also gave us an idea about the difference in terms of time that was spent on correcting those reports I haven't covered even one third of the data but I think I'm almost out of time so this shows the splits by district in the city and how long it takes different parts of the city to fix problems it's all from the same dataset this is from the KGB data it's completely unrelated to municipal I'm just showing a map of... we worked with human rights activists who collected data from the KGB archives and it's showing all the people who were arrested and sent away to Siberia or to local prisons during the stunning oppressions so the dots show places with the most arrests per year so there were waves of oppressions and you can kind of see that we also used some pirate data because it's not possible to get all the data you want officially so Sy Hub, which is the pirate scientific database made available some download information about different countries so we were able to see what people, by IP ranges what people from Belarus were downloading and what types of publications journals, sections of journals and different topics and it gave a lot of interesting information that we published online as an actual scientific publication traffic data is interesting and we also run some community and activist projects where people just go outside and measure pollution in the local water sources and we map that I think you just have to download the presentation with the links if you are actually interested or just talk to me later because there's too much that I wasn't able to show and just one random source of information that was really interesting to use we downloaded all the classified ads for the used cars in Belarus around 200,000 reports for a month and we did it for 5 months and then we looked at the oldest cars per city and the most polluting cars per 1,000 population in different parts of the country and it showed really significant variation because the oldest cars pollute a lot more and you can see it all from the classified data and from the address and there is real estate data and there is density data and all that can be combined to gain insights into what's happening in different parts of the cities and when you use open street map on top of that you can actually see which parts of the city have most beer stores per district and whether that correlates to the density it doesn't it basically correlates to the number of cheapest apartments and places where people don't have anything else to do it's interesting how much you can get out of open street map when the state doesn't publish anything and according to Tim Berners-Lee actually made a screenshot from his TED Talk this circle shows Belarus on the open street map activity timeline so I'm kind of proud and we run an infographics school for 5 years now 4 months courses that teach journalists and activists to use data and most of the screenshots were from things that people did in the school of infographics thank you and I'm happy to answer any questions


People know you can read textbooks about teaching and talk about teaching, but there's no substitute for standing in front of a classroom of students. One of the really important aspects of any good graduate program, especially one that's focusing on teaching and learning, is that we want our students to be able to see a direct connection between what they're learning and their work in the field. All of the classes prepare me really well for the practical. It's a second semester where you actually take over half of the classes and teach and it was really fun to see how you can shape students' minds with everything you were taught. There were so many factors that were extremely valuable for me to have the opportunity to experience things that you can just learn in the classroom. Having that year-long practicum is super important because you get to build relationships and I think that at the forefront of anyone's teaching practice should be building relationships with students.


I'm Hector Lopez and I direct the ultrasound research portfolio at NIBIB. I'd like to speak about a success story that resulted from NIBIB funding. It's the GEV scan, a miniature palm-sized ultrasound imaging system that has capabilities previously available only on mainframe ultrasound machines that cost more than 10 to 20 times as much. I'm holding in my hand an ultrasound probe. What makes this an ultrasound probe is this little area on the top where the transducers are. There are typically 64 to 128 elements in that, but the rest of the ultrasound scanner is all image and signal processing. The biggest challenges that we've met was the interconnect phase that had to be done between these transducer elements and the underlying electronics. By the end of the grant period, we were able to meet our goals for resolution and for imaging performance and were able to demonstrate that in a laboratory bench setup. NIBIB support proved to be invaluable to setting the stage for further expansion of medical ultrasound into new areas. We've got Colored Omler. Amazing, isn't it? Oh my God. In 10 years ago, this thing would have cost like $150,000 to $250,000. That's pretty slick. It is. You do cardiac, you do cardiac very well in here. One level menu of additional controls, a lot like your personal camera that you have, just choose the selected preset if needed. So that's going to cardiac preset. Thank you very much.


He's gotten better at him this year with you guys? I think he's running routes more confidently. I think he kind of understands coverages a little bit and is playing faster. And that's obviously a key to explosives in the past game, is using his speed and his size. So that's certainly an area I've recognized.  Yet you ask him to do things like a wide receiver. And he's able to do that. Yeah, Arthur set such a great tone here as the tight end coach in terms of versatility and the next man up mentality of being able to plug and play guys and step in and know what to do. We've got a long way to go technique-wise and certainly not a polished product. But you all have been proud of his versatility and being able to do a lot of different jobs for us. Delaney spoke glowingly about John. John, oh, yesterday when I spoke to him, it was the reverse. How much have you seen that relationship kind of develop since you've been here? And what type of impact has that had on John? Yeah, Delaney does such a great job with those guys. Being a mentor for him and helping him see around corners of some things that he dealt with early in his career. And he's a pro's pro. I mean, you don't play as long as Delaney has without doing it the right way. And I think he realizes he's at that phase in his career where he's got to start paying it back to the young guys like people probably did for him early in his career. So it's great to see that relationship. Really, the whole room has a great chemistry. It's a fun room to coach. It's very discussion-oriented. You know, we have a lot of talks in there sometimes about non-football stuff, too. But it's a great chemistry to have in the room. And Delaney certainly sets that tone. Johnny's just kind of carrying himself as just a little older and wiser and more savvy. Haven't you seen that just physically evolve so far this season? Yeah, he is a year older than he was last year. So there's that. There's that. You know, I think it goes with that confidence thing. And I think when you build confidence in yourself, it's because you've done the reps, you've executed things the right way. I don't think you can gain confidence from just thinking about doing it the right way. And so each time he has success, he's able to build on that confidence a little bit more. And that helps him play fast and play strong and play intentional, which it's been fun to see him grow. Again, long way to go, but step in the right direction.