Let me just introduce my fellow panelists here. Candelio Brasher, the CEO of Banco Itaú here in Sao Paulo. Paul Bulk, who is the CEO of, chairman of the board actually of Nestle, big international company. Maria Cristina Farias, journalist, member of the board and columnist of Folia Sao Paulo. Very influential newspaper here in the region. In Brazil and in Latin America. Alejandro Ramirez, very prominent Mexican business person. Very big in the movie business. Founder and CEO of Sinopolis, and finally Luisa Trajano and Nayri Woods. Luisa runs a magazine called Luisa, also here in Brazil and Nayri Woods is the Dean of the Blavatnik School of Government at Oxford. The business at hand is leadership. And let me begin with a quick anecdote. I'm from Chile and a reputable think tank a couple of years ago in my country ran a survey with the following question. What is the profession or role or job you admire most? In Chile by far the most admired people with 42% are soap opera actors and actresses. Number two football players. And this is before we beat Argentina twice in a row. Sorry, couldn't help that. Journalists are somewhere in the middle of the pack. That's good news. Academics, economists also in the middle of the pack at the very bottom. Union leaders, 11% approved. Indicates. Business leaders, 10% approved. Church leaders, 7% approved. Members of parliament, dead last with 4% approval. I read this poll precisely as I was planning a run for the Chilean parliament. It was not happy news. I did my best to keep this from my family, especially from my mother who was not keen on the idea. So clearly leadership in all spheres of life, public, private and politics in academia and the media in business is very challenging today. The French poet Paul Valérie used to say the future is not what it used to be. Well, clearly leadership is not what it used to be. And the challenges are many. We live at a time in which first of all, in the world at large, but particularly here in Latin America, trust in institutions, in politicians is way down. Trust in democracy is also way down. There are many polls that suggest this and this of course should worry us. There are new dimensions of leadership that finally are being taken into account. I suspect this very same panel 10 years ago at the World Economic Forum would have been all men. Today it is not and what a good thing that is, but clearly let us not kid ourselves in many dimensions of life. We are very, very far from having leadership in business and politics that represents the wonderful diversity of our societies. There are the challenges, of course, the news media has changed tremendously. We're all being watched 24 hours a day and whatever we do, the news cycle is very short. That also brings forward many, many challenges. And in Latin America, there's a time of elections. There's a time of population that seems to be waning in some countries, but rising in others. It is a time in which we're trying to regain sustained economic growth and these of course are all tremendous challenges for leaders. So let me begin with Alejandro. Alejandro, you come from a country, Mexico, in which all of these problems are present, probably on steroids. The business community has an important role to play, but it faces all these credibility problems. What is business doing and more importantly, what should business be doing in this regard? Thank you, Andres. As you say, all of these things are present in Mexico because a lecture in Mexican history this year over 3,000 positions countless may have been. Context is precisely one of low trust, low credibility of public institutions. A recent poll that was just published a few weeks ago, one of the major Mexican newspapers, that all institutions have eroded its credibility. The ones that have the highest credibility are the universities, the church and the army. Medium credibility are the Human Rights Commission, the printed media and business organizations. Low credibility, banks, television, the Supreme Court, the Senate, the president, the police, House of Representatives, the union leaders and the political parties are at the very, very bottom. The presidential approval rate is only 21%, so it's a very, very low rate. And these low credibility also goes hand in hand with a perception that things have gotten worse. In fact, I don't know if any of you saw a study that was published by the Pew Research Center at the end of last year. And it asked people in 50 countries if things were better or worse than 50 years ago. The countries at the top of the list were Vietnam, India and South Korea were about 88% of the population believes they're better off than 50 years ago. But in the bottom of the list is Latin America. Brazil, for instance, only 35% of Brazilian thinks that they're better off than 50 years ago. In Peru and Colombia, only about 27 and 29%. And at the very bottom of the list, Mexico, only 13% of Mexicans believe things are better off than 50 years ago. And Venezuela is the very last one, where only 10% of the population believes that they're better off. Why is this when, in many respects, Latin America has made tremendous improvements in many indicators. I mean, if you look at my country in Mexico, the GDP per capita of 50 years ago was a third of what it is today. Life expectancy is 14 years higher today than 50 years ago. Infant mortality has increased by 85%. Illiteracy, even extreme poverty as measured by the World Bank, $190 a day has decreased by 78%. So there's sort of a cognitive dissonance between the perception and the reality. And I think this cognitive dissonance has to do with the lack of rule of law. The problem in Latin America is that with only 8% of the world population, we have 40% of the homicides in the world. And of the 50 most violent cities in the world, 42 are in Latin America. 12 in Mexico, 17 in Brazil, three in Colombia, five in Venezuela, four in Central America, and two in the Caribbean. So this has to do, obviously, also with the failed drug policy. We've been sort of peddling in a static bicycle. For 50 years, we've been combating drugs in the same way and it's evident that it's not working. So in Mexico, for instance, even though there's been important reforms during this administration, the President Peña approved education reform, telecommunications, labor, competition, and energy reforms. The perception is that his approval rating is dismal. It's very low because of the perception of corruption, but also because of the violence in the country. So anyway, in this context, people are willing to vote for the unknown. And that's what we're facing right now. You know that people are willing to vote for anti-systemic candidate, people that will promise that they will solve everything, even if they don't have sound political strategies or public policies, and even with some frightening strategies, because for instance, the leading candidate right now in the polls in Mexico, he's already announced that he wants to undo the educational reform that was critical, that introduces teacher evaluation, and also that he wants to undo the part of the energy reform. So also it's sort of like going back to an economic nationalism. So what can the business community do? Well, I think we can work on two fronts. One is strengthening the rule of law. I think that's the key element. And two, working for inclusive growth. I think for many years, we devoted most of our attention to getting the macroeconomic right, to lowering inflation, to getting the right public policies in place. But we probably didn't do enough to strengthen the rule of law, and also to do complementary policies that would include those left behind. Wonderful, Alejandro, many thanks. I'm going to ask my fellow panelists to keep answers short, so that everybody has a chance and then we can move on to questions from the floor. Luisa, Maria Cristina, for either one of you who wants to take it. A free media, of course, is key to democracy. And in Latin America, we have a much more vigorous media than we did a couple decades ago. That's something to celebrate. But the media is also being challenged at a time of short news cycles, fake news, post-truth, and all of that. In Brazil, in Latin America, how do we have, at the same time, a free inquisitive media, but one that contributes not just to the very short fight, but to a longer view, a more serene view of our nation's problems. Can we reconcile these two things, or is that impossible? Can we reconcile? Reconcile. Reconcile. Let's speak in Portuguese, the Brazilians, here. I think it's a challenge, I think for the media and for all of us, I think we have to differentiate fake news from distorted information. Fake news is those information created in a way to harm someone, to obtain an easy financial gain, to have a non-clear political use. But I think at the same time that they affect, they represent a risk for democracy, it's also a risk for us to try to tutelage, and now, in a electoral period, we hope that electoral justice is very protective. There is a tendency in Brazil, and perhaps in some Latin American countries, of excess protection, as if the electors were innocent, they were defenseless, vulnerable. I think the electorate must be exposed. The electorate should be exposed to all types of reflection. This is a maturing process regarding this distortion of news. This has always existed way before the Internet appeared. Of course, this now has gained speed, but it has always existed. So this is part of a learning curve from voters. It is also dangerous to hope that a duopoly, like we have with Google and Facebook, that they make this control of information. Society should not delegate to those who are not committed to democracy, and they do not have the expertise to see what is well-investigated news with the method with precise criteria and credibility. This is a task that is up to professional journalists. I'm hoping we will all interact with each other as much as possible. Alejandro was saying that the business community should be contributing to the rule of law. Brazil is a country where some companies, by no means all, have contributed to the breakdown of the rule of law. And that, of course, creates a credibility crisis.  You're also a business woman. What to do about this? Good afternoon to all. Good afternoon to all about the press. I am in favor of the free press, but it has a price to pay. I am able to attend three events. I try to explain what I do. I try to speak well about what I'm doing, but they just published the shoes I was wearing in all three events, instead of speaking of what I told. So press in Brazil is a free press, and we still need to fight for, that it continues this way. So businesses, companies were born with the sacrifices, and the founders had to dedicate themselves a lot to a fund and have their companies to grow. And they have to forget the social side of the company. And now I'm fighting for my company so that my companies as well as social and earn money is profitable. And I confess, this is not easy to achieve. It's much more difficult, but I'm really satisfied to see this world coming for me with such interest and subjects about social issues, diversity, in which I took part with a more equitative economy will have more social results. And it's coming of age, and since taxes in Brazil are very high and everything is very expensive, it's been a serious issue. And the quick wash fight of the justice system result against corruption, I think it is given as bone fruit. And Magazine Luisa has been audited for 15 years, and we pay the price to be an international company. I said to my auditors, I pay you so expensive, and you speak, you say bad things about my company because auditing, but it was worth it. But not everybody, since I am a woman, I come from a family background where the share price is not as interesting, but I was benefited on. Shares wasn't worth a thing, and my family didn't give much about the value of our share, the criteria of my family, the importance of family. I did my homework before time, and it helped us a lot in our business. And leadership nowadays, I am speaking for all company CEOs. We need to stop believing that we're banned. President of companies and CEOs need to embrace diversity in the social side of the company, not to take the place of the government, but 60% of our population earn less than 2,000 reais. The Chinese ladies working in our companies, they have four hours of public transportation. They spend four hours in the transportation. Women need to be, companies need to be aware of the people working in their companies. So there is an awareness growing in Brazil. It is changing this mentality because the company who doesn't take care of the social side won't have the consumers anymore because young consumers nowadays are much more demanding. So it's changing, and I believe in the free press and in my shoes. Thank you very much. Well, while we are on Brazil, we have a leading Brazilian banker here sitting directly to my left. I'll cover you with two questions. Yes, a lot of Brazilians live with a wage of under 2,000 reais a month. That's in dollar terms, not a lot. Brazil is in the middle of economic recovery, but it is new. It is starting many years of very slow growth, even contraction, the biggest question in a long time. What can the financial sector do to help this recovery? And beyond that, we're a person running one of the biggest banks in Brazil. I want to take you back to the question that I have to do with them. Clearly faith in business, faith in the business community for obvious reasons in Latin America and Brazil has plummeted. Banks tend to be institutions that do an important job but are not necessarily loved. Can bankers be loved in Brazil? And how? Ha, ha, ha, ha! Ha, ha, ha, ha, ha! Ha, ha, ha! Ha, ha, ha! Ha, ha! Ha, ha, ha! Ha, ha! Ha, ha, ha! It is changing, the idea of bankers in Brazil is changing, it's evolving. You didn't need to love that match, Luizah. I just wanted before answering the first question to refer myself to. We are discussing new leadership, the coming of new leadership and the meaning of leadership. We opened the newspapers today and we saw the homicide of a young woman who writes Amarie de Faire. It was assassinated. I would like to show my condolences, like this crime to be explained and judged as soon as possible. She was fighting for the woman's right in the real slum. Now to your question. Actually, we are starting our economic recovery after the largest crisis we've experienced. In two years we lost 8% of the GDP. This had never occurred before. It was a crisis of the biggest proportion. We grew 1% last year, and for this year we are forcing growth of 3%. I think the banking sector has some really basic functions. It needs to be remained healthy. A healthy banking sector is pivotal for any economy that wants to grow. You don't have a growing economy without a healthy banking sector. A healthy banking sector worries about the sustainability of its activity. Sustainability of its activity means not only looking to the bottom line or the bottom line next year, but trying to develop its activities concerned with its clients. I have the feeling that we are progressively doing this in this modern world. We speak of client's synchronicity under Clay and Sturney. He said it in English, and we're following the activities of people that we are serving. Clients are trying to listen to them, to understand them, and to see each one of them in every aspect of their journey, opening a current account, making a loan for a vehicle or an apartment to try to identify the pain points he said in English, also trying to solve their problems. I was thinking that this is a great gap between political leaders today in Brazil, and within the business world it's become standard. They should be the good leaders that our country needs, should be able to listen to their constituents and to be concerned by the pain points of the journey of their clients. All voters, money in its housing, health, public transportation, I think that this exercise, new technologies worsen the current scenario because they increase the gap inequalities, the imbalance of income, but on the other side new technologies enable us to listen to much more people. So we have the tools today to listen to people. I think leaders should take advantage of this, to try to identify which are the real needs and to commit themselves to resolve those needs. And now coming back to banks, I think you, to solve those problems you have two groups of ways. First group is how you solve what you can do on the short term. In the economy you have this, in the banks, that's what we do immediate measures. And the second group are the structural reforms that you need to prepare the country on the long run. So I could draw a parallel between the managing activity of the company, I think which is the learning, the takeaway that you can take for the political leaders and how you manage a country as you could manage a company. If, yes, banks can be loved and that's the way they can do it. It's difficult to love someone from which you need so much as the banking services. The contact points are immense and we have a very broad contact surface. You have failures and those failures try to impress us more than what works and the services are well served, well supplied. So I have the feeling that we will all be subject to the people's frustration, our clients in some way at some point of the time. So our work consists of remaining humble to acknowledge that continuous improvement effort is needed and to make our best efforts to try to solve those problems, our clients' problems. And I also have a vision for a country, a broader vision and an unrestricted to the banking sector. Knowing that through our activity we are leveraging the activity we are enabling, that's when people and their basic needs supplied, you can enable that large companies can finance their projects which will as side effects create jobs. Thank you, Candido. You're absolutely right. You uttered one important word, humility. A generation ago that would have not been a component of leadership today very much it is. Let me move to my friend Nairi at the other end here. Nairi, you run one of the world's leading public policy schools. You train technocrats. But technocrats today are also a bit out of fashion. During the Brexit campaign a British minister said Britain is tired of experts. We don't need experts anymore and you and I are in the business of training experts. So what can we do to make sure that our technocrats are not just technocrats, that they're also leaders with a sense of mission? How do you instill that into your students at Oxford? Thank you, Andrés. So certainly we're not just a school for technocrats because my colleagues and I profoundly believe that we need a new kind of politician around the world. The fact that in pretty much every democratic election of the last two years a majority of people have voted against the establishment parties and against the establishment whether it's France or Italy or in your own country Chile you were telling us that it was the outside candidate that came within 2% of voting. In France the two major parties just collapsing in support in the British Brexit vote etc. So these are very difficult times. This is a huge warning signal to every democracy about what's going wrong. And so I think what we're trying to do in the school is first learn as quickly as we can what are the lessons that we should learn from the radical populist movements? Why are they succeeding?  And so the three lessons I would draw from that is first they're listening. It's what Candidobracha just said. It's that they are listening and so in in Brazil Luisa told us yesterday 60% of Brazilian households are living on less than 2,000 reais a month. So when a candidate like Bolsonaro says I'm going to give each of you a gun I think a lot of people say well that's just crazy. Forgetting that what a lot of people here is finally there's a politician that understands that my problem is security. I might not agree that we should give every Brazilian a gun but at least he understands that my problem is security or what my problem is. So the first thing is teaching people to listen and that's hard because for the last 30 years politicians have used PR companies, focus groups, online surveys, and that is not listening. A great example of how to listen was Marcon's campaign where he sent human beings out on foot to 300,000 households in France to find out what did people really care about before he began his campaign. So that's that's lesson number one. Lesson number two is about communication. Everybody says the populists have simplistic messages make America great whatever it is take back control but simple messages do not have to be simplistic and what I think we need to teach politicians and technocrats is that it takes a lot of time to take something which is quite complicated and turn it into something which is simple and intuitive for people to understand but if you're not investing that time you're not permitting democratic citizens to hold you to account. So that's the second thing is really learning to take the time to communicate clearly but the third I think is by far the most important and that involves everybody in this room which is to think about what is the transformative vision that politics in the center is offering to the population. I'm going to confess that even in this country having heard about the 60 percent of Brazilians who are only just making ends meet I find it dismaying to hear politicians focus almost exclusively on the need to balance the budget and control inflation. That's not a vision that mobilizes people. It's of course sensible but I think what we can do in this room private sector leaders public sector leaders is come together to help our politicians have a much bolder transformative vision. I always think of Britain in 1945 the end of the war a country whose debt was 250 percent of GDP so completely bankrupt and what did Clement Attlee do? He created a huge bold vision of decent housing of a national health service and of decent schools for the nation's children. So what's our equivalent today? I'm not saying we should wait for governments to come up with a huge government vision I'm saying everybody in this room could help start thinking about what that bold vision is that will speak to the 60 percent of people who are not in this room and are using the one weapon that they have which is their vote to tell this room and other rooms around the room that they cannot live with the status quo. So I think leaders have a big task in front of them in the school we're doing our best to equip leaders from about 80 different countries with those skills to listen to have much better clear principles and an ability to communicate them and to have a transformative vision and an ability to mobilize people from all sectors to actually achieve that vision. Thank you Nairi I think that's right on I think that things like the budget deficit or the national debt are instruments and we often fail as leaders when we speak in lofty terms about the instruments and not about the goals. Those are instruments that make the society more stable to make the economy grow to have better jobs and more dignity but way too often certainly we economists are guilty of that but I think business leaders politicians are also guilty of that we stop at the instruments and what really matters is the goals and often we're not very good at communicating about that. Paul you run a very large multinational you operate in many countries maybe a generation ago in Latin America multinationals were viewed with some suspicion today in one dimension I think things have changed precisely now that we think about sound hiring and firing practices gender equality transparency people in Latin America often look at multinationals European multinationals Canadian multinationals American multinationals sometimes as institutions that can bring these better practices but at the same time others say oh you're importing foreign values I imagine in Asia you get some of that how can these multinational in fact be purveyors of better leadership and better practices particularly when it comes to the labor market which is a corner of our life in Latin America that works very poorly. I'm going to answer that but I'm going to first refer to your ranking there they just say the actors of soap opera are liked and actually sometimes I believe that I am in a suit of a suit but they had to be very low there and that is linked to the societal perception big is bad there's a reaction society which is in the line it's not against multinational for the multinational it's about the establishment and quite a few comments the topic is about a new era of leadership and that goes back to leadership also in companies and they're going to refer to a a nation the Chinese philosopher out say who said you're not only responsible for what we do we actually even more responsible for what we do not do and and and somewhere and the title of the of the formula is a turning point and so if if we all also politics and don't take the right term and engage in the right journey in a continent that has a permanent future because that's for now for so many years that we speak about Latin America and it has all in front and it's just to make it happen and we still talk in the same language so somewhere we are on a turning point and for what we do not do we're going to be taking responsible for what we do is one thing and not taking the right decisions and not seeing the long-term perspective of things is something that would be bad that would be proof of no leadership leadership is not about your time leadership is not about your tenure it's about what you give over to the next leader and leadership is not about your survival or your success what you lead leadership is not about short term and today it's about long term and somewhere that's the call upon leadership really comes in and and we are on a turning point you see Latin America we have these elections coming up six this year six next year these are all like good chances of re-inspiration of going and making the right turn and and and it is linked with really making stronger institutions reform structure reform everybody in me knows what needs to be done and yet it's not done short term takes over next election etc populism comes in and actually populism as a way of formulating simply what the others didn't do that's populism talking about certain parts that you didn't touch that are sensitive to the population and and and then this whole inclusiveness and that's where also business leaders but political leaders you're always going to have tension you're always going to get to square one if you don't care for the biggest part of your population and we didn't do that and specifically in Latin America where the differentiation between different classes is getting bigger and bigger and it is already on a low level you spoke about the two thousand reais that people live with so and we have a unique opportunity in this continent in the world in child but in this continent specifically global growth environment and Latin America has always been positively influenced by global growth because we have raw materials that's the end sport it's a unique opportunity to embrace we have a young population and we have a democratic dividend that can be played for the next 25 years before it turns into liability of an older population embrace this so somewhere there's a call towards leadership you know politics leadership which is linked with having a contextual view see the broader thing not think about yourself next election and shaping this society is here and another call upon leadership is to integrate the continent and it's good to see mekosu it's good to see the pacific islands and actually it's very strange to see the mekosu looking east and the pacific looking west hey start looking at each other first and integrate trade open markets has always been driving growth and inclusive growth so somewhere that's called upon no companies i think leadership in companies has to embrace also this you're going to be judged on what you do not and look we are not about shareholders alone we are both stakeholders in general companies economical activity in general is part of society it's not an isolated dimension and and and we as companies we are linked to society and we should take care of shareholders we should take care also of society and we should see where we intersect with society all right we call that initially creating shared value that means we have to take care of shareholders but at the same time through everything we do we should intersect with society in a positive way creating shared value and that is something that you see more and more leaderships in companies being explicit and saying formulating expression this is an awareness a company cannot be successful over time when it doesn't take care of society and the environment the communities that's working in we have been nestly almost 100 years in this continent and we stayed in good and bad times and we had bad times and we ours is still in many countries where basically there's no justification to be there in the short term but we engaged we committed to our consumers to our supplies the many of them farmers that is leadership and that's why I feel my role is to to keep that very very high in my company and being explicit we're going to be criticized we are a quite a sizable company we are a high tree catch more wind well then don't hide away from the discussion engage in dialogue and engage in explaining and and be explicitly part of societies like we're trying to do thank you very much we have time for one more question to the panel then we're going to open it up to the floor i'm going to throw this one wide open we're all worried about populism and I think we all agree that populism arises from a lack of connection between leadership and the governed everybody's concerned around the room that 60 percent of Brazilians live on less than 2000 reais about 600 a month but we can't leave it there we can simply throw out the problem we need to suggest some solutions so let me solicit from one of you you could look back we're all leaders here one thing you would do differently from what you did in the past or maybe something that you're planning to do now that will change that perception that will make this disconnect with your clients with the voters with your readers less sharp and that they are by you know diffuse the threat of populism I need one answer from one person one of the leaders in in the panel and then we'll open it up to the floor nothing you do differently Alejandro I think something that the business community can do better in my country in Mexico but I think throughout Latin America is to be more engaged I think sometimes we're not engaged enough I think we have to do more in terms of not only doing corporate social responsibility programs within our companies I think we have to be real corporate citizens and behave like such and and you know get involved in also you know trying to shape the vision that was mentioned you know the bold and transformative vision but also you know signaling when public policy is failing or you know trying to just be be more constructive and more involved as corporate citizens I think that's something that would you know lessen social tension and that would reduce you know the threat of populism absolutely Maria Cristina as for past experiences you I think that in Brazil and I mentioned in other countries of Latin America the same there is no more room for what we call electoral fraud a candidate defending a stance and once elected communicate that the economy contract is very serious and it will switch to a very different program and so lies and pledges our country is vaccinated against those lies and those electoral frauds and Gary Wood said very properly that it is it is really necessary to listen to the population to what they had to say you need to inspire to be inspirational and the politicians are able to adjust and that through reforms only that you can that the country can grow it can raise the income along the years but that you also need to inspire people to give hope to people but carefully because we've got formal governments here in brazil uh political programs called housing for the poor we had the fias credit for students css and fronteras students brazilian students with tuition to study abroad free without but they were unmanageable they were not viable and they helped they complicated our budget our public budget so the future candidates be careful right uh i would add that uh candidates that run on one platform and then do something else when in office we're not invented in brazil gentlemen called men in argentina once upon a time did the same thing guy called fukimori and peru also tried it um it's a pretty common habit we're going to open up the discussion to the floor you're going to ask a question please identify yourself and be brief because we have a very little time left and i'd like to get a couple questions out here in the floor is yours do we have a microphone there we go hi garyl alfonso from caracas out venezuela i love to listen to vision that you're you're bringing specifically miss woods with a transformation vision what can be an advice for leaders to reconnect with humanity understanding that all the answers are within our soul if we really connect with people but not erasing populism because it is a fine line specific advice i will appreciate thank you nairi you've been asked to comment on the soul can you do that briefly so it what i would have said to what we can do i think a bit answers this because i and i and i again i call on this room to help here because we actually need a new economic social model and i don't think we can escape that we've all lived in 30 years where we can solve these problems by growing and so we've said how do we get growth and we've we've we've believed that growth will trickle down and and lift up lives beneath us that's not happening anymore the labor share of income is declining so people have very good reason to feel anxious they've got robots on one side taking their jobs they've got outsourcing on another they feel anxious and nervous and frankly the economic data says to them you should feel anxious so what's our model and i i like your question about the soul because this is not just about economic policy and redistribution this is about dignity a lot of the populism is appealing to people's self-worth and their dignity their esteem their identity so i think the new economic model or the new compact between in each society has to be one that doesn't just redistribute i don't like the idea of just a universal basic income or something it has to be something that ensures that people have dignity and that's why i use the 1945 model because that was one that said to be a dignified participating citizen in this country you need a decent house you need to know that if someone gets sick you won't be plunged into poverty and you need your chance your kids to have a fair chance at getting an education and i think we have to come back to some of those basics thank you nairi there was a uh yes a hand over here please good afternoon my name is marcella i'm from the milieus food safety i take part in a group of startups invited to this forum to debate interconnected matters concerning startups i'd like to hear from you leaders how you deal with the search of those innovating companies bringing uh many technologies to us how do you deal with this in the sense of how to approach these no leaders which are those young founders of those tech companies those startup tech companies the cube from itaú companies sample as an example so how other large companies are dealing with these new leaders coming from the startups take that up leaders are not only to be found in large organizations they're also to be found in startups innovators young people glorious yours ladies and gentlemen would like to take a thank you for the question perspective regarding the startups and the cube which is which is a incubating company that we've launched within itaú supporting 200 the companies 200 startups our posture is of curiosity and learning we've learned a lot with those startups we are financing starting with the way they organize work within their company the majority of startups that we learn to know we watch a very cooperative way of management this is what we're looking for and we'll try to reproduce within our launch bank when i see the organograms the child flows uh management 30 years ago the general theory of management they showed us they they showed us organograms and i have the feeling that although they still teach organograms in management business schools i think that you won't see any more in a few years that kind of organization they've they've known interaction within those startups is a much more cooperative much more collaborative this requires requires from us large companies a change in mindsets in human resources the majority of the incentive tools or management tools are turned to the assessment of individual performance and we are led to watch much more the collective performance so i think this comes in large part how much innovative companies can be when they work in a more cooperative way it's a very very very important question and the society actually is it's going to be shaped by these new entrepreneurs actually the web is very strong in this and with the new shapers and really embrace this young entrepreneurial spirit and and and make it flourish over time and so and it doesn't go against hey established companies and the smaller ones are competing actually we as a company we embrace youth dramatically youth and employment especially also here is a ticking time bomb societal time bomb and so embracing youth and and installing this mindset of don't claim the future work for one go for it and embrace them allow open your doors for them so that they can see how it goes and establish companies so that they can take that knowledge out embrace them allow them to have a decent job or at least have some some some anxiety of newness out because they can experience we are doing quite a few projects also with governments and specifically in Argentina also here in Brazil we do quite a lot of these youth engagement initiatives that are really driving quite a lot of I would say motivation for the younger generations this is a young continent and the young population in this continent is definitely part of the solution for the future we should embrace it exactly as you said we have time for one more question yes sir in the back there out here you are from Chile there's been a sort of a mixed conversation here about leadership sometimes mission mixing leadership and management so if you have to pick something for our policy makers will they be leaders with a bold vision we've got Chavez and Castro in the region but variable visions in the past the wrong vision if you ask me so what do we need but you cannot have a hybrid model here so would you pick a policy maker as someone who is a leader or someone who is a manager a problem solver great question I'll jump in on that I because we think about this a lot and in the school and I'm sure everyone in this room so leaders have to be able to do two things and they've got to be able to do both things outstandingly one is to help is to forge the vision within the group and the second is to mobilize people to achieve it there is no point being a leader with a vision that nobody is mobilizing towards and people mobilize best towards a vision when they've been part of creating it so to me those two things I don't think there is a difference between leadership and management the leader that says I'm leading but nobody's following me is not leading at all right or the leader that says I have a great vision but nobody's implementing it is failing to lead so I think the two things are bound together it's about vision and mobilization I would like to add I would like to add something at our company we say well leaders take people further than they imagine they could do and they take you further than you thought you could do and we say at our company that if you want to have people aligned you must have a mind heart and pockets so in the minds that's when they participate from the strategy of the company they give their opinions regardless of the level of their jobs from our hearts that's when we are really true to our principles when they feel that the company is true and in their pockets that's when we share profit we have to share profit with them so all participants are part of profit sharing program so I would add the pocket to that I mentioned the pocket is really important for leaders leaders have to feel that the leadership is sharing profits they're having and I fully agree with what you said before thank you so much I think that's a wonderful note on which to begin to bring this panel to a conclusion I think one common concern is that populism is not a good thing but populist our leaders as Mr. Yoh I was mentioning and to that kind of populistic demagoguery we need to counterpose a different kind of leadership and that different kind of leadership must touch on the head touch on the pocket but perhaps most importantly it must touch on the heart let me with that thought give everybody on the panel and now I'm going to ask the my fellow panelists to remain seated for a second and we're going to pass it on to Olivier Schwab who's going to have the final say. Andres thank you for summarizing this wonderful and lively panel and I would like to thank our co-chairs in particular not just for these this hour of wisdom that we shared with you but also for helping us prepare this meeting. I trust dear partners that you were inspired by the knowledge shared along the program and that innovative ideas and new partnerships have been forged here in Sao Paolo. We hope also that you will leave with a clear assessment of the region's electoral context and the opportunities and challenges lying ahead to advance Latin America's development agenda. Among the areas that have particularly resonated is the need to continue with structural reform agenda to better position the region to meet some of its remaining challenges. The need to strengthen and modernize institution the rule of law and promote productivity and competitiveness. Now most of all we've perceived a clear consensus on the importance to embrace technology to accelerate necessary changes in the economic, political and also social transformations. So with this in mind we're very proud to announce the prospect of opening in Sao Paolo an affiliate center of the Fourth Industrial Revolution of the World Economic Forum as a catalyzer to assist in the adoption of new technologies with a vast potential for societal impact. We're also very excited to have here 50 startups from the region whose program will continue this afternoon and I hope that many of you will able to join. We also have our other community sessions which continue this afternoon and promise to be as exciting as the public program which we've had over the past one and a half days. Thank you very much for joining us. I wish you bon appetit.


Hi, everybody. Hi. All right. So today, we're going to be talking about marketing data intelligence and how our agency used it to skyrocket our B2B conversions. But first, I have a question for you all. Raise your hand if you think the Oxford comma is unnecessary. It's improper.  You can't stand it. You wish you would just go away forever. Yeah. Yeah. Okay. Like half. Okay. Raise your hand if you think it's great. Okay. All right. Okay. Thank you. I have now just segmented my audience. You have all now given me valuable information about yourself for free. Thanks for that. You see how easy that was. It was so easy for you to be an active participant to answer my question and help me out. After all, there's no risk in answering one teeny tiny little question, right? So let's get into it. It's going to help both of us in the end. So let's take a little stroll down memory lane. Do you remember 2019? I do vaguely digital marketers were thriving. Our metrics were bright, shiny and green, just like we like them. And then 2020 happened. We went remote. We hunkered down in our homes, afraid of what the forecast had to say about the looming state of the world to come. But wait, there's more as if COVID wasn't already more than enough. And I'm not talking about the murder hornets. It was iOS 14. It was the cookiepocalypse. It was tech giants, Google and Apple announcing the news to protect the privacy of the users and to limit the amount of information that's available to us, the advertisers, the marketers. Isn't it fun being a digital marketer? We get to have all those cool conflicting feelings and emotions because as users were like, heck yeah, thanks Google. I actually would like some more privacy over my information. Thank you. And then as marketers, that's scary. We have a lot of questions. How am I going to do my job? How am I going to learn about my user? What new tools and tactics do I need to learn in order to sustain my career? We start to spiral. As technology has improved and we've adopted this data driven mindset to make all of our marketing decisions, data driven mindset. So what happens when our current methods of learning about our user are no longer available to us? You know, one option is just asking the user directly. Oh, yeah, yeah, yeah. Why don't we add some more fields to our form? That'll work. We'll get so much more information about the user. Let's try it. No one is filling out this long form. We are making the user work harder than they need to. And this isn't accessible. We have to get smarter. We have to think differently about solutions to our problems and we have to start right now or our competition is going to leave us behind, leave us in the dust. We have to evolve. Making one teeny tiny little change on your contact page or whatever lead gen form you have can double your conversion rate. One tiny change can double your conversion rate. Shorten your form fields to three. All you need is three form fields on your contact page. So let's get into it. Let's talk about how we're going to be using marketing data to de anonymize your website traffic. We're going to provide one on one personalized user experiences. And we're going to shorten your form fields and not lengthen them without missing out on the valuable information that you need. And finally, we're going to be filling your funnel with sales qualified leads or SQLs. So there are three major takeaways, three big realizations that you need to make in for all of this to work. The first one is no one is filling out this long form. Users don't want to manually fill out forms anymore. The second realization is that most people actually want a personalized user experience. They want a personalized user experience, even if they don't realize it yet. In fact, over 70% of your users will actually get annoyed if their experience is not personalized 70%. And the third is that you need to start using a database to support your sales and marketing initiatives. No more guessing. So let's start from the bottom databases. You probably have a CRM. Some people like HubSpot. Some people like Salesforce. You need to have one. It doesn't really matter which one. As long as it works with your budget, there's pros and cons to all of them. You want to see what works best for your company. At the end of the day, you just need to start somewhere. And your CRM, it's a database in itself. It's a database of handraisers, people who have already willingly given you their information in some capacity. So what about the people who are on your website right now? The people who haven't raised their hand yet. You don't know who they are. We call those unknown visitors. This is where you scream. It's scary. Your CRM can't help you there. So you need an external database to fill in the blanks. So if you like what you're about to see here today and you want to start doing your own research and looking up some of these tools that we talk about, the first one that you need to look at is a data activation platform. Write that down. So a data activation platform, it's going to help you leverage user data that's collected by publicly available company information. No cookies needed. This is just available. Anybody can go find that. And you can use that database by itself to reveal your name, company, phone number, email, industry, social media, logo, tech stack. Think of what you could do with all of that, right? That's a lot of information. And your competitors are already using these databases, by the way. Oh, and we all know who your competitors are because we're all on each other's databases, too. So on top of all of that, you could use your database by itself, that external database with all of that IP information. Or you can integrate that database with your Google Analytics, your CRM to enrich that contact information that you already have. So let's say you only had an email address before. Now you have way more information about that user. You have their full name. You have their job role, their seniority level. So here's a crash course on how that all works. We have data sourcing is the first step. And that's the process of collecting, sorting and verifying different data points, millions of data points across hundreds of data sources, public and private. These are data points from handraisers, like we talked about, people who have willingly given this information. So nothing behind the scenes, nothing sneaky, no cookies that we have to consent to. This is willingly given information. And then the second step of that is the data enrichment. So what happens once you already have that data? Well, it goes into your CRM, it goes into your analytics tools. It can also be used in your audience segments in your personalization tools as well. So that leads us to our second realization that most people actually want a personalized user experience. And do you think that given all of the information that we now have about our user, we could create some pretty decently personalized content? Yeah? I'll answer that for you. The answer is yes, you can and you should be. In a B2B market, if you know the user's exact role, industry, company size, you probably have a pretty good idea of how your company can uniquely help solve their problems. And, you know, all of those pain points, you could create 25 different landing pages. As SEOs, we love to do this. We love to create content. You could create 25 different landing pages that address all of their pain points, their industry, their keywords, everything that we know that user needs to see. But what if we just created one landing page instead? One landing page to rule them all. One landing page that whoever lands on this page, that content is going to resonate with that exact person. This is our contact page at DesignZilla's. So usually you don't see all the little arrows and outlines. So imagine that those aren't there. But take a look at the headline, Piper Aircraft. We're pulling in the company name. This is the user coming to our contact page and seeing their company info front and center. It's a little creepy, right? So look at the headline. We're pulling in the company name. Look at the top of the form. We're pulling in the logo. You could also look at the form itself, the form fields or lack thereof. There's only three of them. You could look up at the top of the page. There's the navigation. It's gone. When the user gets to this page, there is one action for them to take. It is devastatingly clear what the user is supposed to do when they get to this page. So we've talked a lot about page intent and purpose today. There's one purpose for this page and it's to convert. And it doesn't just have to be a page. We can put it in a pop-up. So this is an example of what another agency did to target us. If you look up at the headline, they're pulling in our company name. You look at the logos. They put our logo and their logo together. They are forcing us to envision what it might be like to work together. Look at the offer. They know what goals we want to hit. They know what our goal is as a company. And it's cute. It's eye-catching. It makes the user stop for a moment and say, wait a minute. I see myself in this page. It's the same thing that we do when we're trying to build rapport with another person. When you're in person with someone, you mirror them. And that person is attracted. We're naturally drawn to ourselves. We all do it. And it's okay. It's normal. So that's what we're doing online. We're reflecting the user and letting them see themselves and take the action. And this is what we call inspiring a user to take the action. And if you want to go all out, you can. You can put your entire homepage in a personalized user experience for your target audience. So take a look at this example from Optimize.ly. They're targeting Adidas. And this is a page that they've optimized as part of their account-based marketing strategy. So look at the headline. Not only are they pulling in Adidas' company name, but they're also pulling in a specific pain point that they know is going to resonate with the user. So let's optimize digital experiences for your athletes. They know that company's target audience, athletes. And look at the background. They have that hero image of a woman running. You can probably bet that Optimize.ly's homepage doesn't always have a picture of somebody running. That doesn't really make any sense. But if you're at Adidas and you work for Adidas and you come to this Optimize.ly page, their technology can sense that and display a personalized user experience with the content that you need to see and feel and experience in order to feel like you've been drawn to take that action. And this is what they do at Optimize.ly. This is what they're known for. I think they have a pretty good idea of how to execute personalization the right way. And for B2B, this stuff works. And you may be feeling like, oh, this is a little aggressive. And it is, but it works. In fact, for our company, when we did this to our contact page, it skyrocketed our B2B conversions by 20%.  So we took it from a 20% increase for our sales-qualified leads. That's for an entire year of more business. So now that you've just displayed to the user that you know so much about them, that you can show them exactly what they need to feel, what they need to see, are you going to make them fill out this giant form to get started? No. No one is filling out this large, long form. One more time for the people in the back, say with me, no one is filling out this long form. Bye. We need to get smarter. Your user doesn't want to manually fill out that form anymore. You just need one form field. Work email. With a work email without one form field, you can now use your enriched CRM to leverage over 100 different data attributes about your user. Full name, job role, company size, revenue. It's as simple as that. So do yourself a favor. Don't ask the user anything about themselves that can't be automatically pulled. Instead, now you can use these three form fields to get a deeper understanding of your user and what they need from you before you ever talk to them, before you set up your discovery call. So give your user the freedom to tell you what they need from you. What's your primary business challenge? How can we help you? This gets you the SQLs, the sales qualified leads. Because at the end of the day, your sales team doesn't just want more leads. They say they want more leads, but what they really want is better leads. They want to know that the leads that you put on their desks are going to be easy to close. So you may not know exactly how to do this yet. And that's okay. This is meant to be kind of dip your toes in the water, get used to it and learn a new thing that you may not have known existed before. But if you are ready to start doing this and you want to start small, you want to start looking up some different tools that you can use to get started with this, you're going to need three tools and three tools only to skyrocket your own B2B conversions. You need a CRM. We've talked about a couple of them already. There's HubSpot, Salesforce, Klaviyo. Depending on your industry or your needs, you're going to find a tool that's going to fit you better. The second tool that you're going to need is a data activation platform. There's ClearBit, Hoover's, Swordfish. They all have varying levels of accuracy in the data. So do your research. Find out the one that's going to integrate. And then you're going to need a personalization tool. So we've seen Optimizely. There's also Google Optimize, Six Sense. There's a ton of these tools out there that you can use to personalize every page of your site if you wanted. But we're not going to do that. We're going to start small, and we're going to pick three tools that integrate really well with each other. And that's the key. Finding three tools that are within your budget that work for your needs and that are going to work well together, that gel. That's also not sponsored. So don't get me in trouble. So now that we have our three tools, we have our CRM, our data activation platform, and our personalization tool. Did I write that down? Yes, head shakings. Okay, good. So your CRM, your data activation platform, and your personalization tool. So when you're submitting that purchase request form with your office manager for your three new tools, your data activation platform, and your personalization tool, do most of us a favor and don't forget your Oxford comma. Thank you.


Aloha. My name is Shera Matsuoka, the executive director of the Hawaii Restaurant Association and the Hawaii Restaurant Association Educational Foundation. Mahalo for joining me on Restaurants of Hawaii on the ThinkTech platform. And today, I have a very, very special guest, and I mean that sincerely. He is Jason Peele, our 15th annual Hall of Fame inductee. Jason Peele owns Namikaze Restaurant, and I've had the pleasure of being there a couple of times. Hey Jason! Hi everybody. Hi Jason. You're having me. Thank you so much for joining me today. Jason, it is going to be such an amazing event, and I just want to talk about the Hall of Fame, and this year marks Hawaii Restaurant Association as I said, 15th annual Hall of Fame. In your opinion, just share with the listeners and viewers the significance of the Hawaii Restaurant Association's Hall of Fame event. What's the significance, Jason? It's amazing. 15 years already. I've seen a lot of people go through, and it's just really shedding the light on these individuals who dedicate their lives to the Hawaii Restaurant industry. It takes a lot of people to make up and to complete that journey from the food, from its origin to the plate, and to the dire, and even more after that. It's so important to recognize these people and all the hard work that they do. I'm sorry. I'm trying to read what I'm not trying to read, and it's just not working, so I'm just going to go. Yes, Jason, you have to know this Hall of Fame has meant so much to people over the 15 years as we've inducted people. Jason, you have a list of people that we've inducted into this Hall of Fame. Now there's Jason Peel's name on that plaque that sits in Pepperture Tea forever. It'll always be there. What is the significance to Jason Peel of being inducted into the Hall of Fame? It's just such an honor to be recognized. I do this because this is what I want to do. I want to be a part of this industry. I've dedicated and sacrificed so much to be a part of it. I've seen what it takes to get through this industry. I've lived through it and seen all the good and the bad that comes with it. It's really important and I'm really grateful to the Hawaii Restaurant Association for recognizing the people in the industry. For me it's like I'm still growing, but there's a lot of people out there that do a lot of great things on many different levels in the industry to ensure its success, hopefully for the long term for Hawaiian tourism. Exactly. You have to know, Jason, when the selection committee was meeting and your name came up, it was unanimous. Everybody, including as you know, just to go ahead and just check out who Jason Peel was, you know that somebody from our selection committee actually came out and had dinner there and wanted to go and personally meet you because he's part of the selection committee. It's important that they get to meet all of the nominees, so you know you got to visit. For sure he was hilarious. Just coming down and kind of hitting the background for a while and made sure he watched me before he didn't mention that he was there and I like, now he flagged me down later and I went on and talked story it. You know, it's just, it really is an honor. I really don't think about being honored or anything like that. I just want to see the looks in my team's face and make sure that they're happy, make sure that they have somewhere that's consistent, nurturing for them so that they can grow and hopefully become the next person that we get in the Hall of Fame, which is awesome. Exactly, and that's the significance of the Hall of Fame.  Because they want to be sure whoever they're inducting into the Hall of Fame has contributed to the industry and Jason, you yourself, has mentored so many people. Why don't you share with our viewers and subscribers a little bit about the mentoring that you've done? You know, I've been really lucky in the sense that I didn't really think about cooking as a career. I always wanted to be creative and cooking naturally because it's, I mean, there's so many aspects of it that is creating and so I've been in management for quite some time now and got to see all the different aspects of it. And then I, you know, my parents were teachers, so I wanted to teach. So I had an opportunity to teach at Copilante Community College and work with the kids in the competition and just, you know, in the classes as well. And right now I have nine students with me, that former students that are working with me. I just had one from Puno that just left, went to Purdue to study mechanical engineering. But just, I mean, people in there and the one, the student that's going for mechanical engineering, you know, he doesn't have, he doesn't want to be a cook or anything like that, but just to experience it and see what work goes into it. And I mean, for me, it's, it's, it's all about a life journey and everything kind of comes together. It's just being humble, working hard, trying to take everything in like a sponge and grow and, and whatever I can do to provide experience for them, provide knowledge or nurturing and help them grow and find their passion, whether it is cooking or not. That's, I mean, to me, that's the most important thing is to figure out what you want to do and create a vision for yourself and just go for it. Exactly, Jason. And you, it's perfect that you say that because as you know, the Hawaii Russian Association, part of the Hall of Fame proceeds go to the educational foundation to provide scholarships for our culinary students who do want to pursue culinary and also school grants to the pro-start high schools. Many of the classrooms need more supplies and the educational foundations supports those schools by providing for them every year a grant so that they can buy all the things that they need to teach the students.  Exactly, you know, I've been fortunate too, right, to, to, to come from Kapi'alati Community College and then, you know, leaving that to open some restaurants and finally opening one on my own. But now it's, now I'm really focusing on high schools. I've noticed the decline in the, in Kapi'alati Community College and even LCC for that matter, but you know, there, there is a slight decline and we hopefully we can, we can re, regrow that passion in the high schools and, and help get the colleges going again and making sure that, you know, the education system is so strong. Exactly, and these are our future culinary superstars, Jason. You know, near in May, the 12 high schools that we have under the pro start program, we graduated a thousand high school students that had culinary education in that high school and they're part of the graduation and they have now food safe handling background, I mean, education, they understand all the different types of, you know, the different types of techniques, the technology, everything that goes along with culinary and we're hoping, you know, that a few of them end up continuing and which is why we provide scholarships and they come back and Jason, I'm going to tell you a story. This one gal, you know, all she, when I gave her the scholarship was during the COVID and she said to me, she said, Auntie, I want to own a bakery someday. You know, we're talking about what are you going to do? And this gal said, I'm going to, I'm going to go to KCC and I want to own a bakery. Well, I spoke to her last year and she did graduate. She said, I just want you to know I did graduate and now she's working at one of my favorite locations that has the best lemon crunch and tiramisu and she's so happy with the goal that someday she still wants to open her own bakery. Just hearing stories like that, Jason, I'm sure you have many for all the people that use mentor, the young people that use mentor that has gone on to fulfill their dream, right? It's it. That's awesome.  So, you know, it's hard for people to, to hang on to their dream.  Everything seems so easy to get because everything's on your but everything takes time and it almost takes more time nowadays, you know, with the supply chain and, you know, permitting and all this other stuff. So, I mean, to be able to help people, you know, understand the business, know what to do to grow and then to be able to finally open their own one day is, is very important. But it's, it's, it's a very hard process.  And just to learn the process of it. So they don't, you know, it's, it's, it's very tough business.  It's, it's, I would hate for anybody to go in there without, without knowing and fail because they're not ready for it. So anyway, I can help, you know, I always try to, you know, have a lot of experiences, good and bad that, that I've gone through to get to this point. And I don't mind sharing any of them with anybody. So and, and you got, you have to know Jason, the selection committee identified that about you. And when the nomination came in and they read it, it was unanimous. They said, definitely, we need to induct Jason Peele into our Hall of Stain and be honoring him that night. And really and truly when you first found out, right, was it, I guess I sent an email out to you. Yeah. You know, so how did it feel? What was your first thought, Jason? Like, am I the right person to represent? You know, and I know in my heart where I want to go is the right person. It's, I just don't, for me, like a lot of, it's, it's very, very, you know, I'm very appreciative for all the support that we get. And you're doing great. You're, you know, you're, you're there, you're there. And it's, I mean, it's really hard to, not that it's hard to accept, but it's hard to accept in the matter that I know where I want to be. And I'm so far away from that. There's so much to do. So many people to work with and help. And, you know, that I know that the industry, you know, it, it could use a little help right now.  And, you know, there's a lot of people that are, that are burnt out still from COVID and barely holding on. So Amish has definitely a great honor. And I can do more and, and to, to, to represent that honor as best as I can. So. Well, you have to know ever since we've announced that you are being honored that night. As I mentioned, one of my classmates, his nephew selected Namikaze, right, as one of the restaurants for my classmates birthday party. And they're like, yeah, we want to try that place. They're being nominated and inducted into the Hall of Fame. So, you know, with that also comes the notoriety. And now your name is out there and people are now, you know, wanting to, more people are wanting to go there. I've been there so many times, but more people, right, are wanting to enjoy all of the cuisine that you prepare. You, it's an amazing, amazing restaurant. And you should be really proud of what you're done. Even, even how fancy it is, like there's an app and we ordered on the app and it was like so fancy. We're like, oh, this is so easy. Yes. Some people like it. Some people don't. The process. Yeah, I like it. I like it, right? And how you're going to please everybody, right? So, you know, the things that the Hall of Fame really does too, is it really positively impacts and really showcases the whole food service industry. This is one night that we get together at the Sheraton for this gala.  And it's one night where everybody gets to get together.  You know, we're still really not out of all of the issues that the pandemic brought us, whether it's food chain, supply chain increases, cost of the utilities, our employee shortages, the rising cost of labor, right? We still have many challenges. And yet, everybody wants to get together and celebrate. So, you know, one of the things is I wanted to ask you is, how does this event, this gala, positively impact the whole East food service industry? You know, it gives, you know, it gives that opportunity to really showcase what Hawaii has to offer. Not only who's been in business for a long time, but you guys bring a lot of young chefs into the room too that create dishes and for people to try. And hopefully they're the next big thing that comes to Hawaii and supports Hawaii like it needs to be. But, you know, it's just a gathering of people.  Some people don't like to get out. But events like this where people support, you know, it gives you a different mix of people and different new people to meet and to get to know and hopefully create a connection to. So, it's great for all businesses and just great for Hawaii in general. And as you mentioned, to showcase the new restaurants, the Namikaze, right, and have people say, hey, you know, where are you?  We're sure. Yes. And so this is the question I'm going to ask Jason. And if you don't have the answer, don't worry. So what does the ticket to the Hall of Fame include Jason? Um, I hadn't had a little, but all of your food, drinks, I think, oh, I think there's a part. Yeah. Um, but they were, they had wine and stuff like that. And, and just show after. Yeah. And yeah, it's just, it's just to get to connect to everybody. It's, it's a nice, nice gathering of people in the industry. Um, and it's, you know, I said, I love, I love doing events because I'm always at the restaurant. So whenever I can get on and do any event, I get to see all my friends and people in the industry and it's, it's like a, it's like a, it's like a reunion. That's the best part. The food, the big second to, to, to seeing everybody and, you know, just catching up and, and supporting the other restaurants too, of course. Exactly. And going there and introducing ourselves and getting to meet them and all the chefs will be there, you know, they'll all be wearing their chef coats. It's just always awesome. And then on top of that, Jason's being inducted into the Hall of Fame, so he'll be on twice, right? I need my music. Yeah. You need just because when you're up there on stage, Jason, to get your award, right? What song is that that you'll be walking up to? See, I'm not quite sure. It's, it's probably Guns N' Roses, but maybe we'll welcome to the jungle. Exactly. Exactly. Exactly. I started that a couple of years ago, Jason, and it's so funny. I've had people choose the Rolling Stones and people have their little, you know, their Alma Mater, their, you know, song that means a lot to them, and they start strutting up that stage to get her award. And everybody recognizes that that's the song, the Jason Peel song, right? So it's always fun to do. We just want to add in some fun to the event. So Jason, do you want me to read the 11 restaurants that are going to be featured, or do you want to read it? You read it. I can barely remember my own. Okay, got it. So the chefs on Waihata, they're going to make some steak, shore, fire, fresh, shore, fry, fresh grill and bar, 53 by the sea, Kuhiu Avenue Food Hall, and La Pina Catiana, Cantina, Duke's Waikiki, Kitchen Door Waikai. Jason, when I say kitchen door Waikai, have you been out there already? Well, thank y'all. I would love to get out there. You're paying for this. I just never get help. It's so sad. That big surf wave, you know, they're out in Ewa Beach with that big surf wave, and that restaurant is awesome. But yeah, that's who's coming in. Hounders at the Polynesian Cultural Center, of course, the Sheraton Waikiki, we'll be making a dessert, old gelato, Hawaiian pie, and of course, Namekaze. Yes, yes. And as we mentioned, you know, portion of the proceeds from the Hall of Fame goes to the Educational Foundation. And Jason, you know a little bit about the Educational Foundation. We held one of our meetings over at the Namekaze. So how important is the Educational Foundation to our food service community? Well, it's extremely important.  And you know, it seems very easy in all days for people to get information. But sometimes it's not the right information. So, you know, some things don't work online.  And, you know, just to have this, you know, going to school and getting your education and getting a real solid foundation before you figure out what your, what your passion is and what your goals are and what, what you really want to do. I mean, it's so important. It makes it that much easier in the long run for, for you to, to figure out what your dream is before you actually go into it and, you know, maybe make the wrong mistake because you weren't fully prepared. So, I mean, yeah, I, you know, as much as people say in all days, you don't need, you don't need your education. You can just go straight into the industry, whatever industry it is.  And, and, and then you figure out, hey, maybe this is not the right thing for me to do. So gathering whatever information you can before you start something that, that's going to be your life journey is very solid, solid advice. As you mentioned, you know, the pro start program is in local high schools. It's a two year culinary program. And it's a great opportunity for these students to determine whether or not this is going to be their career path, right? As they set in the kitchen, in the classroom making recipes and designing food, you know, many of the students will be honest with me. Jason, when I say, Hey, tell auntie, why did you end up, you know, your interest in the culinary because they're in the culinary program. And so what's your interest in the culinary industry? And they look at me and they say, auntie, we can eat in school. That's why we're in this class. But it's, you know, out of the mouth of babes, Jason, it's out of the babes, they're being honest, right? And then they hit me and they'll say, Auntie, we got to eat the rest of our lives, right?  So this is a great opportunity and hoping that they fall in love with the whole culinary industry and creating, you know, wonderful dishes because food is our culture, Jason. Food is our culture. So when people say, Namikaze, they know that that's part of our Hawaiian culture and that's how important it is. And right now we are, right, right now we are still, we have tickets for sale. We're still collecting prizes. And I, as I mentioned, a part of the proceeds go to the culinary, the educational foundation. So if anyone has any prizes or they want to buy tickets, they can go to our website and they can still sign up. They just gave me the five minute warning here. So I'm just going to go through Jason and just talk more about the actual event itself. If there's anything else that I miss, anything, Jason, that you wanted to say before I wrap up the show? You mentioned the kids and just real fast, nothing, nothing special or anything. But just you mentioned the kids and learning how to cook a little, you know, even if they don't become in the, enter this industry and be a part of this, this, this, you know, growing in that industry with chefs here in Hawaii, just taking the time to, you know, get to know food a little and taking the time to talk to their parents or their grandparents and learn what they made and what they eat when they're younger to help promote, you know, just like you said, the culture here in Hawaii. And so we don't lose some of those, those great recipes that people had. Just, you know, just being aware of it, just sitting down with grandma or grandpa and saying, hey, how are you guys doing? It was your favorite thing to eat when you were younger, you know, and just, just preserving a little bit of history is super important. Totally. And it's through the meals together with our grandparents and our parents and our family that that's those fond memories, Jason, right? And it brings back all those memories of all those times that we were together with our families. And that's what meals do. And that's that's the best part, you know, that's all we want to do is create a day and not causing just want to create a space for people to come and enjoy each other. You know, the food and the service, hopefully it's, it's just background noise to, to, you know, re reconnecting with with family members and friends. So exactly. And, and thank you so much, Jason, for all that you do for the food service industry and all your mentoring for those young adults, because people look up to you, Jason, and they say, Oh my goodness, you know, one day we want to be as talented and creative and provide the kind of dishes that you do, you provide over at the Namikaze. So it's amazing.  So yes, I can say that from a heart. So Jason, anything else before I wrap up the show? I just want to thank, thank you guys. Thank the restaurant association for this great honor. And thank my team, of course, my family and it is just, you can't do it alone, you know, so you got to open up and let people do what they're good at and nurture that. And that's what we're trying to do and give everybody the opportunity to be sulking. So never, never give up on anybody. Everybody has a good spot. Thank you. Thank you so much for joining me today, Jason. Oh, thank you for having me. I'll see you on the 18th, September 18th at the Sheraton Hawaii Restaurant Association's Hall of Fame. And as I mentioned, anyone interested in buying tickets or, you know, providing prizes, because that's a great way also to the silent auction and raffle that they can get their exposure for their business. So contact us to the website. And again, my name is Cheryl Matsuoka with the Hawaii Restaurant Association and the HRA Educational Foundation. The Hawaii Restaurant Association is the organization unifying, representing and supporting Hawaii's restaurants and food service industry. Again, thank you for joining me and we'll see you in a few weeks. Thank you so much for watching Think Tech Hawaii. If you like what we do, please click the like and subscribe button on YouTube. You can also follow us on Facebook, Instagram and LinkedIn. Check out our website, thinktechawaii.com. Mahalo.


Yo, what's going on in the information sleeper back again and welcome back to another NHL 20 news video And today EA has tweeted out the first gameplay trailer for NHL 20 So in this video what I will be doing is breaking down the trailer With you guys and just giving my thoughts on the trailer as a whole so let's get right into it With the introduction of RPM tech in NHL 19 We delivered a revolutionary new skating engine that overhauled control and responsiveness in our skating In NHL 20, we're using the same cutting-edge technology to deliver RPM tech benefits to the stick resulting in unprecedented improvements to shooting Huck pickups upper lower body fluidity and goaltender animation Thanks to RPM tech 2.0 NHL 20 now looks feels and plays better up and down the ice. What we're talking about here is the RPM tech 2.0 And what you can see is the shooting looks so much more realistic They showed a little bit of the goalie animation and now they're going to be talking about these signature shots In NHL 20 with a complete overhaul to shooting animations and introduction of signature shots every shot is different Signature shots showcase the unique styles and attributes of individual players Whether you're Austin Matthews setting up a toe drag wrist shot PK Souven with the high wind up booming slap shot or a Vechkin with the seamless one-time You'll be able to feel like a superstar and snipe like one to they're saying a lot of the players have their signature shots in the game Whether you're it is Sagan from where he shoots that one-timer Matthews how we toe drags it, which is very cool You know they're making the game more realistic and it's definitely going to be better to play It looks like a faster Game and as you can see this is actual footage actual gameplay from NHL 20 Just with some cool, you know camera angles and stuff like that But it is actual gameplay and it does look way smoother way more realistic and way more faster In addition RPM tech allows us to add contextual shots giving you realistic animations in any circumstance In NHL 19 shot animations lack full coverage meaning players took unrealistic or ineffective shots In NHL 20 contextual shots allow the player to take the correct shot in the correct situation By taking into account multiple factors including distance from the net Huck placement and movement coming out of deeks Imperfect passes will force the player to have to readjust reducing accuracy and strength where precise passes will result in a powerful Accurate shot contextual shots will reward better body positioning Timing and twitch skill allowing for more fulfilling and realistic Next thing they talk about is the contextual shots as you can see The shots look way more realistic than they were in NHL 19 and NHL 20 It looks like more realistic shot animations when you're shooting from an off angle It'll be a more realistic shot than a weaker shot as compared to NHL 19 You can see in 19 some of the shots that they are showing you the week back And sometimes they're missing on the one-timers where they should be set up better and that for me That was very frustrating to play in NHL 19 But in NHL 20 it is definitely different you see players Making the right adjustments to make the right shot selection You know leading to better chances and more goals the fact that the players adjust themselves to the puck They know what is the better? Shooting selection for the better chance the better scoring opportunity is just amazing and it's very cool to see EA You know know where they went wrong and now add that so what you can see with the brink at there Instead of using his forehand to try to one to you He goes on his backhand and taps it in an initial 19 100% I guarantee you the player would have went for a forehand one-timer and completely with on the puck But in NHL 20 as you can see from that clip the brink hat uses his backhand to scoop the puck into the net Which is very cool, and I'm very excited to see it actually work in the gameplay And I'm just happy that they made a change with that RPM tech also adds another level of responsiveness to gameplay through explosive transitions In NHL 19 a player would enter a glide and lock trajectory when receiving the puck Forcing the player to slow down or lose responsiveness In NHL 20 explosive transitions allow you to take the puck in stride anticipate a turn before receiving the puck and retain your speed allowing every player to make plays in motion just like NHL superstars So next I talk about the explosive transitions added in to NHL 20 And they show some gameplay from NHL 19 where a player would get a pass and they would kind of lock up trying to make the pass Stop up and then start to skate again, which would make the gameplay slower But forces the player to slow down and make the wrong play easier for your opponent to kind of Grasp where your player is going to go and take the puck off you financial 20 with the explosive transitions They're saying your player will know once you make the turn with the puck before he even gets the puck It allows you to take the puck in stride as well And it allows you to retain your speed while getting a pass from the other player, which is very huge This will make the gameplay faster look more smoother and cleaner and more realistic So it's very cool. I'm very excited that they added the explosive transitions It looks so much better than it did in NHL 19 and this gameplay trailer has been looking very good so far And I'm very excited for NHL 20 to say the least We've heard your feedback and we've raised the game for goalies in NHL 19 Goallies did not have the expansive tool set to control the puck too often resulting in soft rebounds and scoring chances In NHL 20 goalies in position and in control will have the ability to take over the game with all new controlled saves redirects and a whole new suite of covers Additionally AI goalies are more aware of threats on the ice impacting their positioning and how they handle the puck With the addition of RPM tech to the stick explosive transitions and all new tools for goalies NHL 20 delivers the most responsive and realistic gameplay the NHL franchise has ever seen Making the game feel better play better and look better Next thing to talk about is intelligence saves and it starts off with them showing gameplay from NHL 19 Where you're taking low shots and your goalie isn't too good at Redirecting the puck out it will just leave a big rebound out for the opponent to get and eventually you get a very good scoring chance Or the puck end up being into the back of the net So in NHL 20 goal tender AI will have the ability to redirect the puck if they are in perfect position They will not be given out a huge rebound like they did in NHL 19 They will be redirecting the puck with their blocker with their stick out into the corner instead of in front of the net They also show that goalies are better with cover-ups, which is definitely huge They're more realistic cover-ups in NHL 20 than they were in NHL 19 But you can just see the difference in goal tender animations with the redirection of the pucks the cover-up animations from the Trailer and it looks super clean super realistic And I'm happy that they added these new animations into the game that looked really cool with Everlay grabbing a stick back and bringing the puck towards him that looks very cool So it looks like even when the pucks behind and they have the intelligence to pick that puck up from behind them and bring it to the front instead of You know letting the puck just go and then just continue to skate which was a big issue in NHL 19 So that is the trailer one step-by-step on what they were talking about and honestly After watching that trailer a couple times. I can say I'm very excited for the game. This gameplay does look very very promising to me and you know a lot of people say this every year all the game like the trailer looks very promising but this year man I'm telling you with the new pickups and new goal tenor animations the signature shots all these new things They were adding are very huge parts to the game that will make the gameplay faster more realistic and honestly more fun to play So guys I want to know your thoughts on the trailer Honestly, let me know what you guys think about this trailer be brutally honest in the comments I want to know what you guys think personally. I am super excited. EA is going in the right direction with adding these signature shots the Puck pickup animations look very better. It looks smoother very clean The goal tenor animations look way better as they can redirect the puck So will lead to less turds. You know that was a huge thing in NHL 19 So let me know what you guys think in the comments below and that is going to be it for this video Also guys before I end off on this video There is a pre-order offer that NHL is offering if you guys are big on hut and want a free 85 Overall card to start off hut with an NHL 20 Make sure to pre-order the game before July 18th The link will be in the description below go and pre-order it if you want a free 85 overall huck card and NHL 20 anyways guys That's going to be if this video if you guys did enjoy the video make sure to drop a like and remember drop a comment down Below on what you guys think about this NHL 20 trailer also if you guys are new around here Make sure to hit the subscribe button. We are inching our way closer to 2,000 subscribers anyways guys That's going to be if these videos. Thank you guys very much for watching and I'll see you in the next one